16th Waseda University-IAC World
Digital Government Ranking 2021 Survey

Part Ⅱ Country Assessment Report
Rank
55
11
21
52
24
58
41
5
46
49
39
60
43
1
56
6
63
13
22
51
20
28
17
38
34
19
40
23
9
31
54
42

Country/economy
Argentina
Australia
Austria
BahrainBelgiumBrazilBrunei
CanadaChile
China
Colombia
Costa Rica
Czech
Denmark
Egypt
EstoniaFiji
FinlandFranceGeorgia
Germany
Hong Kong
Iceland
India
Indonesia
IrelandIsraelItaly
Japan
Kazakhstan
Kenya
Lithuania

Rank
50
33
47
59
14
7
62
18
29
61
57
32
44
36
53
26
30
2
37
8
27
12
15
10
25
64
48
16
3
35
4
45
1

Country/Economy
Macau
Malaysia
MexicoMoroccoNetherlands
New ZealandNigeria
NorwayOman
Pakistan
Peru
Philippines
PolandPortugal
Romania
RussiaSaudi Arabia
Singapore
South Africa
South Korea
Spain
SwedenSwitzerland
TaiwanThailandTunisia
TurkeyUAE
UK
UruguayUSA
Vietnam

Argentina
1.

General Information

Area: 2,780,400 km2
Population: 45,688,354
Government Type: Federal Presidential Constitutional Republic
GDP: $ 9,120
Internet Users: 74.29
Wired (Fixed Broadband Users): 21.18
Wireless Broadband Users: 80.65
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Prioritizing digitalization since 2015, the creation of Argentina's Digital Agenda has helped to clarify
governmental priorities. The overall approach, termed the Digital Agenda, defines clear and coherent
policy goals for the digital government via several presidential decrees and laws. To make government
more digital and paperless, several essential cross-government systems have been developed. From
its origin until its publishing as open data, Argentina has devoted a significant amount of time andresources to improving data management as a government asset. The government set policy guidelines
and implemented initiatives to improve the quality and dissemination of government data. However,data governance in the public sector can be reinforced to promote data interoperability, administration,and sharing protocols and encourage re-use. This year, Argentina ranked 55th in the Waseda
International digital government rankings 2021, with 60.4899 points.
2

A decade ago, Argentina launched a significant effort to improve its digital infrastructure for its
citizens. More people are using the internet, and both mobile and fixed broadband subscriptions haverisen as a result. The nation has made progress in the digital transformation of government and is oneof the most advanced countries regarding open government data legislation.
As Covid-19 spread, so did the number of people using teleworking services. Telecommuting and theusage of digital communication and collaboration technology have become commonplace in theworkplace. Apps that facilitate remote work (such as Zoom, Skype, Microsoft Teams, and others)
increased downloads between January and March 2020. Many new businesses, users, and productcategories have been added to online shopping due to this development. While online shopping wasformerly limited to a few select commodities, it has now grown to cover a broader range of necessities
and new market segments in the wake of the epidemic.
3.2. New Trends
The Agenda Digital Argentina (DA) is a framework for Argentina's digital transformation consistent
with the United Nations' 2030 Sustainable Development Goals. The DA promotes educationalinnovation and digital alphabetization by teaching computer science ideas like programming androbotics to kindergarten, elementary and high school students. Plan Industry 4.0 is a cross-ministerial
initiative aiming to boost the industrial sector's competitiveness via digital technology. Local
governments contribute to the modernization of public administration, the improvement of service
quality, and the promotion of openness, digital inclusion, and innovation as part of the Programa Pas
Digital.
Argentina and the EU are collaborating with Colombia on an Adelante-supported biometric data
program. Rather than that, they chose to continue building the underlying conditions necessary toguarantee that cooperation in research and innovation are treated equitably. Argentina and theEuropean Union collaborate on the International Digital Cooperation project on data security and dataflows to simplify building a secure and rights-based international digital domain.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]In terms of Network Infrastructure Preparedness, Argentina was placed 48th in the Waseda rankingsin 2021, with a score of 5.871. The country has 36.32 million internet users as of January 2021, an
increase of 3.5 percent over the previous year. Eighty percent of Argentine citizens have access to theInternet. There were 36 million social media users at the beginning of 2021, a rise of 2 million from2020. Moreover, 121.6 percent of the country's population has a mobile phone subscription duringthat period.
Argentina has made tremendous progress in its efforts to prepare for and invest in the country's
digitalization. Since Argentina's government considers television, the internet, and mobile phones
essential public services, no carriers are allowed to increase their prices. The Ministry of Public
Innovation has enacted laws allowing for the sharing of passive infrastructure. The Federal
3Communications Commission (FCC) has initiated a public consultation on using and distributing the
6GHz Wi-Fi spectrum. In addition, the Open RAN protocol has been successfully implemented in
Puerto Madryn by Movistar and IBM.
4.2. Management Optimization [MO]The Argentine government presented their OECD Action Plan to the OECD as part of Argentina's
G20 Finance Ministers and Central Bank Governors Meeting in Baden-Baden, Germany, on March
17-18, 2017. In March 2017, Argentina applied to join the OECD's Recommendation on Digital
Government Strategies. This shows Argentina's willingness to apply OECD principles and bestpractices in digital governance by adopting the above OECD Recommendation. This bolsters theArgentine government’s comprehensive attempts to implement public sector reforms. The priorevaluations are part of the country's more extensive reform plan, including open government andpublic sector accountability. The OECD Directorate of Public Governance oversees several studies inArgentina, including this one. Its Open Government Reviews, Regulatory Policy Reviews, and Public
Sector Integrity Reviews are only some of the research included in this category.
4.3. Online Service [OS]A standard tool that can be used across sectors and levels of government is facilitated by theavailability of digital identification technologies, which are crucial to digital governance. To
encourage the use of digital identification systems, Argentina is creating two approaches. The system,
which makes considerable use of data from both the National Identity Document and the RENAPER,
was launched by the SGM in July 2018. Biometric facial recognition data collected by RENAPER7
is to be utilized with the underlying Biometric Identification System.
The usage of digital identity apps can currently be seen in developing the citizens' wallets on the Mi
Argentina web and mobile platforms. Additionally, the wallet is expected to incorporate a digitaldriver's license and other credentials such as an ID card and immunization records shortly. Expanding
the breadth of services for which the eID can be utilized is essential to understanding the eID's value
to people and its strategic relevance.
4.4. National Portal [NPR]
Argentina's official website is Argentina.gob.ar. Open Government and Digital Country
Undersecretariat, which reports to the Secretary-General of the Cabinet of Ministers' Secretariat of
Public Innovation, is behind Argentina.gob.ar.
Using the national portal, users can search the information about the government's services andbenefits, as well as how to get them; policies and programs developed by the national state's agencies
to address people's needs, as well as who is responsible for them; rules and regulations of the nation's
government. The government wants to enhance its relationship with public institutions to ensure that
all obligations are satisfied swiftly, and all concerns are handled.
4.5. Government CIO [GCIO]

4

As Argentina recovers, the country's economy has a lot of potential for expansion. The Oficina
Nacional de Tecnologas de Información (ONTI) plan has key CIO characteristics in mind. Argentine
CIO strategies are the most excellent way to implement corporate innovation and digital innovation
management. There are, however, few degree programs related to Argentina's government's Chief
Information Officer to be found.
4.6. E-Government Promotion [EPRO]
Within the Argentine Association of Advertising Agency, management consultants and the country's
major advertising companies form a cohesive voice. Argentina's Cristal Government Initiative is
attempting to reach as many people as possible with the content of the national portal by enlisting thehelp of journalists, who can get a significantly larger audience than traditional media outlets such as
newspapers and television to promote and spread it.
4.7. E-Participation [EPAR]
The United Nations E-Government Index put Argentina fifth out of 35 countries in the Americas,
behind the United States, Canada, Uruguay, and Chile. Human capital (measured by adult literacy,
anticipated and mean years of education, and gross enrollment ratio) and telecommunications
infrastructure are superior in Argentina compared to its regional neighbors (as measured by access to
the Internet, fixed and mobile broadband, and telephone). However, in terms of e-participation (e.g.,
proactive or on-demand broadcast of public sector information, citizen deliberative engagement, andco-creation of policy solutions) and online services, it lags behind the competition (including, forinstance, the implementation of citizen-centric approaches for public service design and delivery)
4.8. Open Government Data [OGD]
As of late 2015, Argentina's central government has been in charge of the nation and is aware of thepresent situation. They target to build a forward-thinking data plan in the public sector to increase data
generation and sharing inside and across public institutions and external players. A data-driven public
sector that emphasizes data governance as the foundation for digital transformation and cohesion andtrust is still possible, though.
The government has developed a wide range of regulations to govern data management, sharing, andinteroperability. These include the following:
●
●
●
●
●

2000 Data Protection Law
2016 Decree on Register Simplification
2016 Freedom of Information Law
2016 Decree on Data Opening Plans
Resolution 19/2018

4.9. Cyber Security [CYB]
In 2021, the nation came in 22nd in the Waseda rankings regarding the Cyber Security indicator,
scoring 9.400. Argentine firms spent $108 million on cybersecurity in 2019, an 8 percent increaseover the previous year that is expected to continue for the foreseeable future. People in Argentina are5well-educated and tech-savvy. The local cybersecurity industry is still in its infancy, despite recent
growth. As a result of Argentine peso devaluation and economic instability, the adoption of
cybersecurity and related technologies has decreased.
However, the Argentine populace tend to be more anxious about economic instability and physicalsecurity, which are more directly tied to personal and family dangers. Despite CEOs' recognition of
the importance of cybersecurity, it does not rank among their top five worries, except in the financial
sector, namely among banks.
More robust security measures will help the government better protect itself against and react to cyberthreats and occurrences. Fortunately, compared to other Latin American economies, cyber-attacks in
Argentina are less frequent (Brazil, Mexico, Chile). In Argentina, banking, energy (oil and gas),
telecommunications, manufacturing, and retail are among the top sectors for cybersecurity
investments. A company's level of technology and cyber maturity differs based on its size andlocation, as well as whether it's a subsidiary of a global corporation.
4.10. The use of Emerging ICT [EMG]
The National Office of Information Technologies (ONTI) has created a strategy to set standards forusing and adopting new technologies by public sector enterprises. The goal is to speed up digital
innovation in the public sector and encourage cross-sector sharing of best practices and use cases.
Moreover, in March 2019, ONTI published a Code of Good Practices for the Development of Public
Software to assist the long-term development of public sector software. This year will see more
information on blockchain technology, smart contracts, and artificial intelligence.
As part of the Blockchain Federal Argentina (BFA) initiative, the government of Argentina is adopting
blockchain technology. The BFA is an open and participatory multi-service platform that enables
players from both the government and the private sector to establish blockchain-based services andapplications. The findings of ONTI's analysis show the benefits of a hybrid cloud computing approachfor the government. To meet these needs and facilitate the acquisition of private cloud systems, ONTI
and the National Acquisition Office have established a framework agreement with the state-owned
enterprise ARSAT. The framework agreement is expected to be in place by the middle of 2019.

6

Australia
1.

General Information

Area: 7,692,024 km2
Population: 25,846,664
Government Type: Federal parliamentary constitutional monarchy
GDP: $62,720
Internet Users: 86.55
Wired (Fixed Broadband Users): 35.05
Wireless Broadband Usesr: 126.46
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. Digital Government Development
While COVID-19 has expedited the digital transformation, the Australian Government has aneffective strategy to expand on it. The government has strengthened the power of the Digital
Transformation Agency (DTA) to assist it in delivering on its objectives. The DTA is now a valued
adviser to the government on strategic planning, investment, and assurance. From July 1, 2021, theDTA will be the government's Chief Digital Advisor, providing strategic policy leadership on wholeof-government, and shared ICT investments and digital service delivery.
Success in delivering the Digital Government objectives enabled the Government to react to the
COVID-19 situation. The government implemented a Cruise Ship Tracking service for Australians
aboard cruise ships if they needed extra medical help after their trip. The government worked hard to
keep operations and essential services running smoothly. To do so, they rapidly mobilized public
employees throughout the government. This includes processing Economic Support Payment (ESA)
claims and JobSeeker and JobKeeper payments, with many employees working from home.
7

3.2.

New trends

The Australian government’s goal is to have a leading digital economy and society by 2030, driving
the digital revolution that will bring benefits to all Australians. Over the next four years, two strategic
priority areas will be focused on accomplishing this mission, which are "Direction Setting" (to drive
strategic whole-of-government digital policy and advice) and "Implementation Oversight" (ensuring
alignment to digital strategies and simplifying digital procurement to reduce costs and increase reuse.)
The Australian Government is collecting input from stakeholders in government, industry, and beyond
to provide vision and leadership for the government's digital transformation in 2021. Australia must
invest in proven and innovative technology to achieve a top 3 global digital government by 2025. So
the government can better comprehend the technological environment and map current digital
capabilities across agencies. In 2021, the Government will review the Australian Public Service's
digital qualifications: policy, people, process, technology, and alliances. The review's findings will
help the government decide where to spend based on needs and existing capacity shortages.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
According to the IDC Press, Australia‘s 2020 losses owing to the COVID-19 pandemic have begun
to be recouped. In the first quarter of 2021, the market grew 16.9% year on year, adding US$ 230.7
million. Despite remaining below pre-COVID levels, this growth is a good sign of market recovery.
This quarter, Telecom Service Providers increased their expenditure on 5G core networks, leading to
the highest annual rise so far (28.6%).
4.2. Management Optimization [MO]The Digital Transformation Strategy has changed how government services are delivered by focusing
on easy, smart, personalized, and transparent customer service. The Government has been successfully
bringing people together quickly and efficiently where 95,000 public servants are now connecting,collaborating, and creating communities through GovTeams; and increased digital access togovernment services, with IP Australia conducting more than 99% of user transactions digitally. In
response to COVID-19, the Australia.gov.au website was changed within 24 hours to a crossjurisdictional information platform delivering vital messages from Government and National Cabinet.
Over 17 million Aussies had visited Australia.gov.au by October 2020.
In reaction to the devastating 2019 and 2020 bushfires, cross-jurisdictional initiatives were undertaken
to identify whole-of-government possibilities for reform. Concentrating on the individuals affectedby disasters allows the authorities to better coordinate services and react quicker.
The government keeps investing in data and digital technology to support the Digital Transformation
Strategy. In 2020, over 3 billion was invested in digital technology, including the Digital Identity andWelfare Payment Infrastructure Program, which improved the user experience.
84.3. Online Service [OS]The sub-dimensions of Online Services include:●

E-Procurement.

●

E-Tax.

●

E-Customs.

●

E-Health.

●

The One-Stop Service for Citizens Service.

The services are examined using three criteria: the complexity of each service, the level of security,and the level of convenience.
In Australia, all of the online services have been converted to electronic transactions. AusTender(www.tenders.gov.au) is the primary point for accessing Australian government business
opportunities, yearly procurement plans, and contracts. With MyGov, the Australian government
intends to replace australia.gov.au accounts, which connect all government services into a single
location. By creating a MyGov account, each citizen can access many services like Medicare,
Australia Taxation Office, Personal Controlled eHealth Record, and Child Support. The version of
MyGov that was developed using the 2.0 method enabled more straightforward content, greater
accessibility, and quicker response across mobile devices.
4.4. National Portal [NPR]
The National Portal's score is determined by information (content), technology, and functionality.
Australia's national portal is accessible at www.australia.gov.au. It consolidates a variety of
information resources and online services from different government departments into a single
location. Google PageSpeedtm Insights revealed that the website performs effectively on both PCs andmobile devices in terms of technical performance. Additionally, the portal integrates with different
social media platforms such as Facebook, Twitter, YouTube, and Flickr and has a function that allows
users to get updates through email notification. In terms of accessibility, Australia.gov.au presently
adheres to Level A of the Web Content Accessibility Guidelines version 2.0 (WCAG 2.0).
4.5. Government CIO [GCIO]
With the reorganization of the tremendous digital government, Australia had several great headlines
of innovation and leadership in recent years, focusing on how chief information officers and other IT
executives reacted to the catastrophic worldwide COVID-19 epidemic.
This year has been very tough for Australia as a whole. With COVID-19, it's predictable that thehealthcare, government, retail, and education sectors have given some of the most compellingexamples of leadership and perseverance. Collaboration, artificial intelligence and machine learning,
9data analytics, automation, and robotics technologies are supporting many organizations in improving
their services to internal and external customers to accomplish their strategic goals this year.
Businesses in a variety of sectors are facing some of the most difficult economic circumstances inmany years. Despite this, their technology executives have shown true leadership and provided
technological solutions that will assist their organizations in meeting future business problems.
4.6. E-Government Promotion [EPRO]
The Australian Government is targeting recruiting, developing, and retaining digital talent. In 2019,
the Emerging Talent Program had 96 digital apprentices, cadets, and graduates. Also, the Women in
IT Executive Mentoring program has helped 120 mentees build leadership abilities and advance theircareers. The Leading Digital Transformation initiative has educated about 10% of the Senior
Executive Service to lead change in our fast-changing digital environment. The first AustralianGovernment Digital Summit and Digital Awards in October 2019 drew over 730 attendees andstrengthened agency and industry relationships.
On the digital transformation journey, the Australian government collaborates with businesses andinstitutions to maximize the benefits of technology, i.e., ‘Services Australia Augmented IntelligenceCentre of Excellence, to help develop and implement innovative technologies and methods ofworking. The administrative procedures have been more straightforward for SMEs to compete forgovernment contracts through platforms like the Digital Marketplace. Since 2016, SMEs havereceived 70% of approximately $870 million in government contracts. Furthermore, Australia isincreasing value by partnering with key suppliers like Microsoft, IBM, Amazon Web Services, SAP,
and Concur.
4.7. E-Participation [EPAR]
The rate of citizens engaging with the government has risen due to well-established e-Government
channels: two-thirds of Australians used e-Government services for their most recent interaction withthe federal government (AGIMO, 2011). The national portal of Australia provides an excellent
platform for encouraging people to participate in various activities and conversations with thegovernment of the country. People and communities may be actively engaged in the creation anddevelopment of policy and services via consultation procedures supported by various technologies
and methods.
4.8. Open Government Data [OGD]
The Roadmap provides guidelines for the Australian government to digital transformation with 119
projects across all service categories and 73 projects across government departments to be executed
to serve Australians better.
The Government has been improving open data systems like data.gov.au, which currently has over
84,571 datasets. People and companies may now access data from federal, state, and municipal
governments. Business owners may save time and money by registering their company online. This10

is a good step towards a more accessible government. In 2019–20, the Roadmap had 12 new projects,
establishing a new information exchange system to enhance elderly care quality; or the testing systemof digital self-management for job seekers to allow job searchers to easily access employment
resources.
4.9. Cyber Security [CYB]
In 2020, the threat posed by cyber-attacks increased. According to the Australian Cyber Security
Centre (ACSC), cybercrime complaints and cyber security events have risen. The ACSC has also seena rise in the number and complexity of attacks by state-based actors and cybercriminal syndicates.
Due to cyber security across Australia, Commonwealth institutions must work together to address thechanging cyber threat environment. The Australian government's Cyber Security Strategy 2020
allocates $1.67 billion over a decade to improve Australia's cyber security, including $1.35 billion for
the Cyber Enhanced Situational Awareness and Response (CESAR) program. The CESAR package
will maintain the ACSC's cyber security capabilities and help Australians over the next ten years. In
addition to protecting more Australians, the CESAR package will help the ACSC detect and disrupt
international hackers. Thanks to the ACSC's improved capabilities and situational awareness,
Commonwealth organizations will be better protected online.
4.10. The use of Emerging ICT [EMG]
The governance and operation of Commonwealth's Information and Communications Technology(ICT) systems assist in enhancing the government's cyber security posture and increasing cyber
resilience. Throughout 2020, the Australian Cyber Security Centre (ACSC) has strengthened thetechnical direction, verification, openness, and accountability of the initial Cyber Uplift initiative. The
Commonwealth has improved its cyber security via the following programs:- The Cyber Maturity Measurement Program (CMMP) allows ACSC teams to evaluate ICT systems
or Commonwealth organizations.
- The ACSC Cyber Security Uplift Services for Government (ACSUSG) is financed by the Cyber
Enhanced Situational Awareness and Response (CESAR) package and assists Commonwealthinstitutions in adopting ACSC recommendations.
- The ACSC's Cyber Security Aftercare Program (CSAP) keeps in touch with Commonwealthorganizations to help them improve their cyber security posture.

11

Austria
1.

General Information

Area: 83,871 km2
Population: 9,050,697
Government Type: Federal parliamentary republic
GDP: $53,860Internet User: 87.53
Wired (Fixed Broadband User): 28.93
Wireless Broadband User: 107.01
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Austria's Ministry of Digital and Economic Affairs is now creating a new, even more ambitious
Digitization Strategy for Austria to position Austria as a digital leader in Europe. The plan's timeline,
objectives, and implementation are developed within the context of Digital Austria's strategic
framework, in close cooperation with the Chief Digital Officer Taskforce and the newly constituted
digitization agency.
On August 20, 2018, the new Federal Procurement Act (BVergG 2018) went into effect, replacing theFederal Procurement Act of 2002 and the procurement Regulation 2004. Eventually, the new Federal
Procurement Act of 2018 codified all EU public procurement rules, including procurement obligations.
12

The Austria federal government has underlined the critical nature of digital transformation for industry,society, and government. On 30 May 2018, the Federal Government created the Digitalisation Agency,
marking another significant milestone in Austria's digital transition. The Agency prioritizes SMEs,
implements targeted programs, and provides expertise and know-how in innovation, digitization, andnetworking.
3.2. New Trends
Austria's public administration is experiencing significant modernization and digitalization to debureaucratize everyday life and work in the nation. Apart from increasing internet and 5G availability,
the focus is on enhancing the usability of digital services for citizens and businesses. The Federal
Ministry for Digital and Economic Affairs develops, promotes, and supports state-of-the-art eGovernment to provide secure and timely management solutions.
All administrative organizations are encouraged to improve efficiency by using publicly accessible
data, simplifying processes, and increasing mobility. Consequently, best practices from across the
spectrum of digital transformation and favorable legal framework conditions for digitalization will
benefit the economy. Additionally, appropriate financial support programs will be created to help
Austria market itself as an attractive and technologically sophisticated business location.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
It was reported in July 2020 that Austria's 5G deployment was stalled owing to exorbitant leasing
costs for mobile towers and a lack of governmental incentives. Despite a low population of 8.9 million,
Austria has become a 5G pioneer. Austrian carriers aim to deliver 5G services along significant
highways by 2023 and nationally by 2025. Austrian 5G deployments accelerated in 2020 and willcontinue in 2021. A1 claims to have 5G coverage for 3.8 million Austrians in over 1500 sites, 1,000
added this year. It also claims to have significantly invested in fiber-optic infrastructure to support
both its fixed internet service and the 5G network. On top of that, A1 has hired Nokia to offer 5G
radio access and core network services, including the commercial launch of 4G and 5G network
splicing.
4.2. Management Optimization [MO]While the Federal Ministry for Digital and Economic Affairs has the more significant focus for
eGovernment policies and activities, the federal ministries and agencies execute their initiatives. The
eGovernment Innovations Zentrum (EGIZ) was established in fall 2005 to converge ICT andeGovernment organizations. It is a research organization that studies new eGovernment technology
and solutions. Both EGIZ and the ICT Strategy Unit concentrate on their respective responsibilities.
It also facilitates tighter research-application collaboration. The EGIZ is a platform and network for
eGovernment research.
13

The Austrian Federal Computing Centre (BRZ) develops eGovernment solutions for all areas of
public administration, including Oesterreich.gov.at - the eGovernment site. It also provides technicalassistance and hosting to government agencies and administrations. There's ELAK, MOA Services,
eDemocracy, and eDK. It has also created an ASP service for its government clients.
4.3. Online Service [OS]Austria has always led the way in Europe when it comes to eGovernment. Australian individuals andcompanies can engage with government departments and complete processes online via modern
information and communication technology. Austria substantially outperforms the EU average in the
EU's eGovernment benchmark report. Oesterreich.gv.at functions as the first primary contact for all
eGovernment issues. This website serves as a "one-stop market" for online services. The USP of thecorporate service portal is customized to the needs of the corporate sector. Businesses may utilize thisplatform to report taxes, social security, and other paperwork electronically.
Since 2005, the coordination and strategy committee for eGovernment has operated through the portal
Digital Austria. This platform, based in Austria's Federal Chancellery, integrates all eGovernment
efforts for corporations and governments. Simultaneously, the EGIZ was established in 2005 to help
public entities advance Austria's ICT strategy and technical research advancements in eGovernment.
4.4. National Portal [NPR]
Oesterreich.gv.at is a state internet site. It provides information on all necessary interactions with
Austrian authorities in everyday life events, e.g., pregnancy, delivery, marriage, and housing, andallows the completion of most of these procedures online. The portal facilitates communication
between authorities and people, prioritizing availability, usability, and information clarity. The site isaccessible 24 hours a day and contains advice on engaging with multiple organizations in over 200
situations. It enables the completion of many administrative procedures online through the
Oesterreich.gv.at website.
This website has been redesigned as Oesterreich.gv.at and expanded to include more citizen services.
Austrian citizens' eGovernment website was also updated in March 2019 with a chatbot named"Mona" and a dedicated mobile app. The Digital Office App was developed to provide individuals
instant access to administrative services, enabling them to participate in eGovernment whenever andwherever they need.
4.5. Government CIO [GCIO]
The federal government established the position of Chief Information Officer (CIO) in 2001 to offer
strategic and technical assistance to the federal government and develop its eGovernment initiatives.
Additionally, the CIO leads Digital Austria and advocates for Austrian eGovernment solutions on aEuropean and worldwide level. Regularly, the CIO reports to the Minister in charge of Digital andEconomic Affairs on current activities.
144.6. E-Government Promotion [EPRO]
Since 2019, the Ministry of Digital and Economic Affairs has been working on a project dubbed"Digital Austria in 2050." The mission establishes a framework for the Digitalization Strategy, which
will consist of many strategic action plans tackling critical priority issues. The strategy seeks toconsolidate and replace some existing programs (e.g., Digital Roadmap). Developing user-centric andcreative eGovernment services is a crucial component of future strategic action plans.
Each action plan will contain specific and actionable measures (statistics, art/culture, and climatechange). The federal government's Chief Digital Officer (CDO) group and academics collaboratively
grow digital strategic plans (experts from universities). Austria aims to strengthen and expand its
position as a leading digital nation and its long-term prosperity, job opportunities, and quality of life.
4.7. E-Participation [EPAR]
Several Austrian businesses were unprepared for the digital needs imposed by the covid-19 pandemic,
even when they used the available e-government technologies. At the moment, just 25% of Austriancompanies offer their products and services online. The majority of small and medium-sizedbusinesses lack expertise with online sales, including marketing and cybersecurity. Non-users of
online sales channels either think their product is incompatible with online sales or have chosen toignore the issue.
Austria is ranked 13th overall in the European Commission's Digital Economy and Society Index forproviding digital public services to businesses, far behind innovative countries like Luxembourg and
Denmark.
According to research conducted by the Austrian Institute of Economic Research in May 2021,
although digital public services for citizens remain a strength of Austria, businesses continue to lag.
However, according to the research, over 90% of Austrian distance selling activity is conducted online(€8,7 billion, up 7% from 2020). Even while foreign businesses account for 54% of distance retailsales, store loyalty in Austria is increasing (by 3 percent compared with 2020). Austrian enterprises
are expanding their online services and investing in digital skills to stay competitive. One reason
domestic firms are increasing their online competitiveness is due to public funding.
4.8. Open Government Data [OGD]
One of the critical components of the newly released Austrian Government strategies is promoting
Open Government Data (OGD) to improve transparency and generate new possibilities for businesses.
Additionally, the data concern will be handled in one of the Government's digital strategic action plans.
4.9. Cyber Security [CYB]
The National Cybersecurity Strategy (NCS), launched in 2013, was developed utilizing the Austrian
Security Strategy and the Critical Infrastructure Protection Program. Austria's Cybersecurity Strategy(SCS) is a comprehensive and proactive approach to cyberspace and human security that respects
15human rights. It aims to strengthen the safety of Austria's cyberinfrastructures and services. The
Cybersecurity Steering Group released its annual cybersecurity report for Austria in 2014 to overview
cyber threats and national and global trends. The latest Cybersecurity Study incorporates internationaland operational advances since the previous year's report. The observation period runs from 2018 to
2019, with specific occurrences occurring in 2019. Austria is currently reviewing its 2013
Cybersecurity Strategy to ensure it remains current with new threats.
4.10. The use of Emerging ICT
All federal contracting partners, including international partners, must provide structured electronic
invoices to the federal government upon delivery of goods and services. Except in a few limited
circumstances, the federal government is required to use eInvoicing. All invoices must be submitted
through Austria's leading eInvoicing site, the Federal Service Site (USP).
In 2001, as part of the eGovernment Offensive, the ICT Board created the former eGovernment
Platform. Following the federal government's 2003 eGovernment Offensive, the coordinating
framework for eGovernment was reinforced in 2005 by creating the Digital Austria Platform. All
levels of government are encouraged to take an active role in Digital Austria. It incorporates thefederal government, states, cities, municipalities, and other public and private organizations. The
platform's primary duties include strategic decision-making, prioritization, coordination, andmonitoring many cross-cutting eGovernment initiatives. The website www.onlinesicherheit.gv.at
offers information on information and communication technologies. The ICT security website seeks
to educate and help influential Austrian target groups. It educates these groups on the importance of
information technology security and demonstrates the consequences of their activities.

16

Bahrain
1.

General Information

Area: 765 km2
Population: 1,757,537
Government Type: Unitary Islamic Constitutional Monarchy
GDP: $24,290
Internet User: 99.54
Wired (Fixed Broadband User): 8.73
Wireless Broadband User: 109.37
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Even though Bahrain was placed fifty-first out of 64 nations with a score of 67.3004, the Bahraini
government continues to be a pioneer in implementing contemporary technology for people,
communities, and businesses. As in the past, King Salman is actively encouraging digitaltransformation in the public sector, with a particular focus on service-oriented and citizen-centeredoperating models. Bahrain's government has embraced modern digital technologies while being
governed by the Kingdom. The Supreme Council for Information and Communication Technology(SCICT), chaired by Deputy Prime Minister H.H. Shaikh Mohammed bin Mubarak Al Khalifa, andthe National ICT Governance Committee (ICTGC), oversees the coordination and implementation of
the Kingdom's strategic digital initiatives, are paving the way.
17

The country has been able to broaden the breadth of its national digital transformation initiatives andelectronic services due to the Covid-19 outbreak, along with showing its capacity to deal withconventional disasters and pandemics. The government realized the benefits of technology inextending public access to information and services quite rapidly. This resulted in establishing a fully
equipped National Data Datacenter, a secure National Data Network, and citizen and residential Smart
ID Cards.
To accelerate the formation of an appropriate environment for a digital economy through improved
digital infrastructure, regulations, legislation, and advanced technologies, the Government, has
speeded up establishing a proper setting by assisting public sector organizations with their digitaltransformation initiatives.
3.2. New Trends
The Government of Bahrain is accelerating the use of new and mature technologies via its Digital
Government Strategy 2022 to allow a more transparent, responsive, and efficient government, as
stated in its Government Action Plan. The government intends to tailor services to residents'
preferences and requirements and instantly accessible on their preferred devices.
The government organizations will develop an inclusive approach for providing digital services to all
citizens, focusing on strategies that meet individual requirements to the extent possible.
-

4.

Encourage the government to interact with a broader demographic of people through digital
media. An Assisted Digital method is accessible for persons who are unable to utilize theinternet.
Develop public services utilizing a 'Digital First' strategy, emphasizing digitizing the wholechain of operations to maximize value for residents.
Consider re-engineering some government operations to be delivered digitally.
Establish policies requiring people and corporations to reveal specific categories of data to agovernment agency only once.
Utilize current technology to produce more acurate estimates and make more informed
judgments by evaluating massive volumes of data.
Increase transparency and community involvement by unifying and making available public
government data.
Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 6.942, Bahrain is in the middle of 64 nations in terms of Network Infrastructure
Preparedness. By January 2021, the total number of internet users had risen to 1.71 million, increasing
3.6 percent year over year. At the start of 2021, the percentage of the population with Internet
connections remained astonishingly high at 99 percent. Simultaneously, 1.5 million individuals, or
84.9 percent of the entire population, used social media. According to statistics, mobile connections
represented 87 percent of the whole population in the nation. Mobile connection numbers also grewby 21 thousand, accounting for 128.9 percent of the overall population.
18

There were significant advancements in Bahrain's digitization. STC, Batelco, and Zain Bahrain havebegun expanding their 5G networks. Batelco obtained an Open Banking license and is exploring
listing on both Bahrain and Saudi stock exchanges. Batelco and Zain renewed their mobile permits.
4.2. Management Optimization [MO]The government intends to utilize digital technology to improve citizens’ services, operations,decision-making, and data sharing. The government’s priority was to enable a digital workforce, foster
analytical platforms, and establish effective cyber security measures. In addition, the government has
accelerated creating a favorable environment encouraging the development of a digital economy bystrengthening digital network infrastructure, policies, regulations, technology platforms, and assisting
public sector entities.
504 e-services were provided by the end of 2020, including 391 through the national portal,
Bahrain.bh, 16 via self-service e-kiosks, and 97 via smartphone applications. They have helped thegovernment save 82% on operational costs by allowing users to complete transactions online 76%
faster and 69% more efficiently than traditional methods, all without visiting service centers.
4.3. Online Service [OS]To achieve the country’s goals by 2030 to become a cashless society, Bahrain offers multiple
electronic payment methods, eWallet, which help all payment transactions be taken quickly andsafely. A few standard eWallet methods in Bahrain are b-wallet, stcPay, Benefit Pay, and Max Wallet.
E-Wallet methods are planned to be taken as one of the official payment methods on the National
Port.
Besides e-Wallet, the government has been using digital ID cards in public, which is used to identify
an individual’s identity, for voting in the parliamentary elections, passport, public services, travel
document and access through airports. The passport renewal enables the citizens to register to their
new ones via the Passport Renewal eService. With digitalization, online services have brought
enormous benefits to every individual, encouraging them to use more public services and minimize
the administrative burden.
4.4. National Portal [NPR]
The Bahraini government is improving its Open Data Portal (www.data.gov.bh) and electronic
participation tool (Tawasul) to improve public-private interaction. The Open Data Portal promotes
Bahrain's image by highlighting the country's competitive advantages. As a result, it will boost local
entrepreneurship, innovation, create value from data, and increase company success rates. Meanwhile,
the Bahraini government promotes better data quality via data standards and data ownership. The
Government is on track to achieve its data and AI goals via effective cross-government data sharing,defined data ownership and responsibilities, and improved data skills and standards.
The government is also pushing the use of high-quality data from several sources to facilitate
evidence-based decision-making, encourage investment, foster a robust research and innovationindustry, and provide the basis for AI. Citizens' and residents' access to information, empowerment,
19

participation in public service improvement, and citizen involvement in decision-making are all
priorities for the Government.
4.5. Government CIO [GCIO]The Kingdom of Bahrain has established a national D-Government Authority, known as the IGA, toserve as a GCIO Office (Information and e-Government Authority). The e-Government Authority andthe Central Informatics Agency were combined to establish the IGA, which stands for Information
and Governance Authority. The duties of the Head of IGA, or previously, the Head of EGA, are similar
to those of the GCIO. There are formal GCIO at the national and ministerial levels, but their existenceat the official level and any indication of their presence is scarce. When it comes to educational
opportunities, the University of Bahrain provides a Master's degree program that is specifically gearedat the position of the GCIO.
4.6. E-Government Promotion [EPRO]
Apart from the COVID-19 epidemic, the Government has encountered further social and economic
roadblocks in improving its digital infrastructure and institutional capacity to respond to nationalcalamities and pandemics. Pandemic preparation and technology were used to resolve the challenges
in this situation. As a consequence of this possibility, the government entities were directed to explore
projects aimed at digital empowerment. The government realigned its resources to more effectively
handle disasters and pandemics.
Travel restrictions and business and government closures were imposed in response to the COVID19 epidemic, increasing internet demand. The government encouraged projects such as work-fromhome, e-banking, e-learning, and e-health. Bahrain was compelled to reassess digital initiatives andprepare for the 'new normal' after the outbreak. Numerous scenarios have been developed to assess
the effect of a pandemic on the Strategy Roadmap's activities. Thus, the Government Action Plan, theEconomic Vision 2030, and the United Nations Sustainable Development Goals were all aligned.
4.7. E-Participation [EPAR]
The iGA's efforts to reform government service processes and complete national digitaltransformation plans have contributed to the acceleration of digital transformation in 2020. The figures
showed that 82 services were redesigned to be more contemporary and efficient. The government has
assisted the public sector, particularly the judiciary, by simplifying procedures using modern
processes, technology and artificial intelligence (AI). Judicial services include online filing of civil
and commercial lawsuits. Modern technology-enabled remote learning was enabled by moving the
Educational Gateway, EDUNET, to the cloud. These technologies also helped create the BeAware
Bahrain app, which helped stop the spread of COVID-19. The app's rapid development has made it anational success story.
Over 500 eServices have been launched since the eGovernment project began. Six industry and 15
government organizations offered 82 eServices in 2020. The government also obtained seven new
operating systems, and the National Portal and app stores got a 30% capacity boost and a 50% service
quality improvement.
20

4.8. Open Government Data [OGD]Open Data establishes the foundation for governments to share machine-readable data with the rest ofsociety. Individuals, organizations, and government agencies may all benefit from government databy doing research, generating new solutions, and making better decisions. Bahrain Open Data Portal
allows government data from many sectors to be freely reusable, analyzable, and shareable while
conforming to all personal data protection regulations under Bahrain's Personal Data Protection law.
Bahrain has used big data to complete various projects that need the analysis of massive amounts ofdata, such as the population census and other administrative records of state institutions, proceduretechnology while saving effort, time, and money. The Monthly Consumer Price Index reportsummarizes collecting data from many sources and then electronically processing it to produce
reliable indicators of inflation rates in the Kingdom.
Bahrain's tourism business depends on online government data to provide the public with reliable andtimely information, such as incoming visitor numbers, Bahraini tourism destinations visited, and hotel
and restaurant occupancy.
4.9. Cyber Security [CYB]
The government created the National ICT Governance Committee (ICTGC) to set strict eGovernment
standards for government institutions. The National Center for Cyber Security was also established toprotect the Kingdom's cyberspace. The ICTGC is charged with assessing plans, monitoring ICT
expenditures, and reporting to the Supreme Committee on Information and Communication
Technology (SCICT). Aside from that, the ICTGC sets norms and standards for all government
entities, such as the "Cloud First" policy and "Printing Policy." As part of the Government Strategy
2022, this helps produce a single set of standards that are compatible with current government usage
and developing technology trends.
The Personal Data Protection Law (PDPL) (PDF, 304KB, 40 pages, Arabic only) is the government's
sole codified data protection law. Personal Data Protection Law (PDPL) infractions are punishable byrestraining orders, fines, and compensation to data owners who have incurred damages due to PDPL
violations. With a renewed focus on cybersecurity, the Bahraini government established the National
Centre for Cyber Security, which was tasked with enhancing national response and protection,
promoting widespread adoption of cyber security policies, and increasing Bahraini competitiveness.
4.10. The use of Emerging ICT
Bahrain was the first GCC country to create IoT connection standards and advocate their usage ininternational mobile networks. It also contributed to an ITU proposal for a new working paper onnarrowband IoT applications. For smart cities, IoT, and M2M connectivity, the iGA provides
frequency bands to government entities. On-the-go IoT and M2M services are available in Bahrain.
Its wireless and fiber networks now support 5G, boosting Internet connectivity and speed. This
technology is used by several Bahraini government and private entities.
21

Using Blockchain technology has increased transparency, security, traceability, transaction efficiency,
speed, and cost savings for businesses. According to the Economic Development Board and the iGA,
this national policy would provide comprehensive guidelines for using Blockchain technology in bothpublic and private sectors.
Bahrain was one of the first GCC countries to implement a government-wide digitization program. In
addition to improving government IT capabilities, Bahrain is setting an example. Technology-enabledgovernment to reduce costs, increase security and efficiency while delivering world-class public
services. Following Bahrain's Cloud-First policy, which outlines a defined road map and criteria for
public sector cloud adoption, this regulation mandates public bodies to include Cloud Computing intheir IT planning and operations.
Bahrain's innovative leadership has enhanced government services and helped digital success utilizing AI(AI). The Kingdom also provides training and development. It was designed by Tamkeen, Bahrain
Polytechnic, and Microsoft to stimulate student innovation and creativity. This academy's mission is to
educate and train students and instructors from all across Bahrain.

22

Belgium
1.

General Information

Area: 30,528 km2
Population: 11,641,201
Government Type: Federal Parliamentary Constitutional Monarchy
GDP: $50,100
Internet Users: 91.52
Wired (Fixed Broadband Users): 40.85
Wireless Broadband Users: 89.20
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Belgian eGovernment is based on government-issued ID cards. While safeguarding users' privacy, thecountry's eGovernment strategy takes into account the unique characteristics and capabilities of all
government entities and administrative levels. Its main objective is to make public services moreaccessible and convenient for individuals and businesses. Additionally, the ID card serves as a formof identification and electronic signature for public servants. As of March 2019, all 589 national
registries and 102 consulate offices provide birth and marriage certificates or extracts using electronic
signatures using Brussels electronic desk (eDesk).
The initiative is a component of the Belgian government's plan for administrative simplification.
Operators take active measures to protect privacy, control traffic flows, and define regional borders.
This basic pragmatism has resulted in significant cost savings associated with the maintenance and23use of secure eID cards. The success of this initiative was contingent upon pragmatism andcooperation of all parties. The most unexpected aspect is that Belgium immediately became embroiled
in ideological debates over data security. The debate cannot improve the security of the past or ensurea more secure future. Not data itself, but instead the data flow is protected, since people are aware thatsuch flows must be free of misuse from start to end.
3.2. New Trends
The digital strategy of Belgium's Wallonia region will run from 2019 to 2024. Wallonia's digitaltransformation serves as the foundation for all of the Walloon government's activities. Its main
objective is to accelerate Wallonia's digital transformation through five major pillars: the digital sector,
digital business, education and training, administration, and territory.
The Strategy's educational pillar, which is focused on the educational demands and requirements of
the Walloon people, seeks to equip each citizen with strong technical skills and an entrepreneurial
mentality in order to contribute to the region's digital transformation. There are many critical efforts
in the area of education and digital skills, each of which is defined and supported by the following
projects:
-

-

-

4.

WallCode initiative acts as a bridge between interested parties in order to improve the digital
literacy of both Walloon youngsters, as well as the general public, particularly in the fields ofprogramming, logic, and robotics.
Citizens' digital maturity to empower individuals to participate more actively in the digital
revolution, strengthening their basic digital skills.
The digital Wallonians are the official representatives of Digital Wallonia. They have threemain objectives: to raise awareness of Wallonia's digital activity, to promote digital technology,
and to draw attention to Wallonia's digital activity.
The Online School utilizes high-quality technology and a fast internet connection to improve
digital learning for elementary and secondary school students. It teaches students digital skills,
complements traditional forms of education, and equips them with specific, essential digitaltalents.
Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
According to the World Bank, internet usage in Belgium was at 87.23 percent in 2021. According toestimates, the proportion of individuals who use the internet is projected to grow year on year
throughout this time period. By 2026, it is estimated that almost 94 percent of the population will havean internet connection. In 2021, Belgium's internet user population is projected to reach 10.14 million.
According to estimates, the number of internet users will reach 10.96 million by 2026. The following
statistics show the significant growth of Belgium Network Infrastructure:-

There were 10.57 million internet users in Belgium in January 2021, an increase of 1.5%
compared to 2020.
24

-

-

There were 8.83 million social media users in Belgium in January 2021, which increased by
11% compared to the same point in 2020. The numbers accounted for 76.0% of the total
Belgium population at the same time.
There were 10.81 million mobile connections in Belgium in January 2021, which increased
by 0.3% compared to 2020. The numbers accounted for 93.1% of the total population at thesame time.

4.2. Management Optimization [MO]Belgian eGovernment efforts are built on an intimate system in which federal government departments
deal with their own database management, which contain data provided by individuals, businesses,
and public servants, among others. Other government authorities in need of this kind of information
may use these databases, dubbed authentic sources. As a result, individuals and businesses will only
need to transmit data once. For instance, the National Registry, which the Interior Ministry administers,
collects basic information on all Belgian citizens; the Crossroads Bank for Enterprises (CBE), which
the Economy Ministry administers, is an integrated business registry that contains all authentic sources
for all Belgian enterprises, such as corporations; and the National Registry, which collects basic
information on all Belgian citizens.
At the regional level, comparable infrastructure components to those mentioned before have been
implemented. In May 2013, Wallonia and the Walloon-Brussels Federation created a Crossroads Bankfor Data Sharing (BCED - Banque Carrefour d'échange de données) to enable data exchange between
the two regions. WBF and Wallonia have partnered to develop an exchange platform to facilitate data
sharing between the two areas. The Bank complies with relevant laws and regulations on privacy
protection and computer security in general. Personnel are drawn from the eWBS, Etnic, and DTIC
organizations. The Brussels Region has also developed a similar trading site, called Fidus, accessible
to all capital inhabitants. Fidus is a regional services integrator and legal administrator for electronic
data transfers inside and across companies, concentrating on the Brussels-Capital Region (provided
the data comes from authentic sources).
4.3. Online Service [OS]Almost all basic information on work conditions and terms of employment, as well as news, legislation,
publications, and online services are served via FedWeb's newsletter - FedWeb Light, which provides
frequent updates on personnel and organizational problems.
The Brussels-Capital Region's eGovernment website, which is accessible in both Dutch and French,provides information in Dutch, English, French, German, and Spanish, as well as regional online
services organized by topic. Numerous online forms and processes are available for completion andsubmission via the Irisbox one-stop-shop.
In Belgium, the eID card includes the same information as conventional identification cards, but it
also serves as a travel document. Utilizing a card with two certificates, one for authentication andanother for creating digital signatures is analogous to using a smart card (both of which are included).
The Belgian eID system does this by providing an electronic means of identity, the ability to submit
official documents, and other associated services. Belgian residents' eID cards and the microchip
25

holding it both have a national registration number. The certificate has the eID card's unique
identification number.
Citizens and companies may access securely to a variety of platforms and websites by using CSAMprovided Digital Keys. The CSAM-supplied digital keys are safe for use as login credentials forgovernment websites. Along with these services, CSAM is responsible for the following: While FAS
is in charge of management access, BTB is in charge of the conditions that users put on otherorganizations in order for other entities to act on their behalf.
4.4. National Portal [NPR]
The Federal website was launched in November 2002 with the main purpose to serve as an egovernment portal, providing access to a broad variety of federal government services for government
workers, people, and businesses. In early 2021, a new version of the site was released after a reviewof the whole system. The objective was to assist individuals and businesses in communicating andengaging with authorities and agencies at all levels of government. The information is presented infour languages and is organized around the most significant life events. A redesigned user-friendly
interface coupled with a robust search engine allows users to conduct searches both on and outside
the site. A significant portion of the new portal is dedicated to enabling users to access all of theinternet's public services directly from the site. (eServices). Users may further refine their search by
selecting a subject, a target audience, and/or the level of government involved. Due to the fact thatmany of these eServices must be secured, authentication is needed. The Federal Government's
Department of Information and Communication Technology (DICT) was in charge of project
management (Fedict). Additionally, the content was created in collaboration with other federal
government departments by the Chancellery of the Prime Minister's external communication service.
4.5. Government CIO [GCIO]
Belgium does not have a formal legislation or mandate prescribing the CIO role. CIONET was
discovered in Belgium by the Waseda Institute of Digital Government Ranking, which ranked it firstin 2009. It is a network of chief information officers, chief technology officers, and chief information
officers with European operations.
As an exclusive interest organization for Belgian companies, the CIO Forum is wholly relevant totheir community. To offer an open and trustworthy environment for IT professionals to network, aforum for IT executives was established inside the Belgian IT community.
www.belgium.be is a central tool that individuals may use in the areas of family life, justice, mobility,
health, the environment, housing, employment, taxes, education, and economy.
4.6. E-Government Promotion [EPRO]
Wallonia's administrative contract for public services is structured and managed globally. This is thefirst time in the area's history that a detailed master plan has been developed. To obtain the best
possible results, a multi-channel approach is coupled with a worldwide user satisfaction strategy. This
collection of government initiatives, which includes digitizing environmental and pollution licensing
services, digitizing tax services, managing local officers' mandate declarations online, developing26

environmental data reference databases, and developing geospatial information, is all part of the new
digital government strategy.
4.7. E-Participation [EPAR]
Currently, Belgium's legislation does not contain any provisions for e-participation. While it is often
recommended for young people to get involved in society and public policy via technologicalengagement, there are exceptions. Municipalities engaged in extensive public outreach in 2017.
The necessary tools and equipment for Bataljong are mentioned on the website's Bataljong page. The
second type of business applications comprises those that may be used for a variety of reasons, suchas online interaction, as well as others. They are not specifically designed to spur action in e-focus
areas.
Cultuurconnect, Mediawijs, and Linc have collaborated to offer the Inspiration Package: Eparticipation and active citizenship during Digital Week 2017. E-participation has more information.
Even while the site is not specifically targeted towards young people, age-specific information is given,
as is a plethora of tools to assist young people in getting started in the online marketplace. Eparticipation was formerly available in Flanders but is no longer available.
4.8. Open Government Data [OGD]
The Belgian government effort, dubbed the "new open data policy," was launched in July 2015 by
Deputy Prime Minister and Minister of the Digital Agenda and Telecommunications, Alexander De
Croo. The strategy's overarching objective was to guarantee that all government data was set to default
settings, with the exception of any information that presented a security or privacy risk to the public.
4.9. Cyber Security [CYB]
The EU Directive 2016/1148 has been repealed under federal law as a consequence of the new federal
legislation that took effect on April 7, 2019. A paradigm for developing general-purpose information
systems in the public interest (National Institute of Standards and Technology Directive.) It
implements best practices and evaluates its methods in order to assist public and private sector
organizations in enhancing their current cyber security processes. Compliance with ISO/IEC 27001 is
required of service providers in order to prevent incidents and mitigate their impact. They include,
legally, the designation of a contact person to give information and act as a liaison with appropriate
authorities.
4.10. The use of Emerging ICT [EMG]
The G-Cloud platform was developed via cooperation between federal government agencies, social
security administrations, and the health care sector. The Cloud Governance Board is responsible for
ensuring that the project stays on track and providing appropriate recommendations. The concept ofa shared community cloud that includes data from both the federal and state governments is now
accessible to the public. G-Cloud provides four different services, each with a particular emphasis, allof which are accessible. The products must evolve to suit the institutions' evolving requirements. Allof these services have a key feature: they are associated with an Infrastructure as a Service (IaaS),
27

Platform as a Service (PAAS), or Software as a Service (SaaS) offering (SAAS). While the G-Cloud
idea incorporates complementary government initiatives in conventional information andcommunications technology, it also incorporates complementary government activities in
unconventional information and communications technology. The webpage will be regularly updated
when new services become available.
DG Digital Transformation is in charge of implementing the eGovernment plan, which comprises
components of shared infrastructure (e.g. federal portal Belgium.be, FedMAN network, Universal
Messaging Engine middleware). Any public sector entity undertaking an ICT initiative may seek
assistance from the Directorate-General for Digital Transformation (DG Digit).
In Belgium, the Court of Audit is a court of second instance. The federal government, regions, towns,
and provinces are all subject to external inspection under this financial accounting system (but not onmunicipalities). Thus, it is possible to conduct assessments of information and communication
technology (ICT) and eGovernment initiatives.

28

Brazil
1.

General Information

Area: 8,515,767 km2
Population: 214,280,309
Government Type: Federal Presidential Constitutional Republic
GDP: $ 7,010
Internet Users: 73.91
Wired (Fixed Broadband Users): 17.10
Wireless Broadband Users: 89.73
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Brazil is presently in the same position as other nations across the world when it comes to technology.
In metropolitan settings, digital technology is everywhere. With 58.9361 points, Brazil was rated 58th
in the Waseda International digital government rankings 2021. Brazilian policymakers have beencreative and collaborative in their attempts to support digitalization in both business and society. In
1995, Brazil was the first country to develop and deploy digital networking as part of a coordinatedeffort. The Internet Steering Committee was formed in 1995 to define strategic guidelines for theusage and growth of Brazil's Internet, including processes for domain name registration, protocol
allocation, and top-level domain management.
29

In the previous decade, the Brazilian economy, like that of many other rising economies had very
rapid ICT development. Annual growth rates for the Brazilian ICT industry ranged from 12 to 13%
between 2008 and 2012 and were only marginally lower in 2009 than in prior years. As demonstrated
in Figure 1.7, the proportion of Brazilians who use the internet has steadily increased from 34% of the
population in 2000 to over 60% in 2016. Internet use in Latin America and the Caribbean continues
to outperform that of the rest of the OECD.
By monitoring communications, addressing citizens' problems, and overcoming language obstacles,
governments were able to react to COVID-19 requests more swiftly because of the deployment of AIpowered virtual assistants, chatbots, and "virtual physicians." The AlloCovid service in France usedartificial intelligence to link patients with coronavirus symptoms to trained health care specialists.
While in Brazil, artificial intelligence-enabled robots were used to aid in the tracking of connections.
3.2. New Trends
The COVID-19 crisis compelled Brazilian corporations to alter their development strategy in favor of
one focused on long-term viability and cost containment. In the future, it will be critical to haveautomation, resilience, and virtual collaboration. Digital business solutions and services are a mustfor most companies looking to embrace new technologies and working techniques. Many Brazilian
companies were reluctant to implement digital supply chain transformation until the pandemic
threatened them. After a quick shift to increasing e-commerce, Brazilian firms were obliged to seek
digital transformation assistance in customer experience, product lifecycle, and supply chains.
Brazilian citizens reacted by increasing their marketing and introducing new service offerings more
often. To cope with the issue, service providers have been pushed to speed up the implementation of
DevOps and other agile development approaches. Despite this, the country is still developing its
blockchain, a potentially helpful digital business tool. Brazil's largest digitization project was theintegration of the banking system to give financial assistance to people. It just took a few weeks formillions of people to be added to the database. E-commerce initiatives were ramped up while brickand mortar companies were put on hold in the aftermath of the economic crisis.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Brazil was rated 46th in the Waseda rankings in terms of network infrastructure preparedness, withan overall score of 6.025. As of January 2021, there were 160 million internet users in Brazil, an
increase of 6.4 percent from the same month last year. At the time, Brazil had a 75 percent Internet
penetration rate. The number of people using social media grew by 10 million in January 2021,
increasing to 150 million people. However, in the first quarter of 2021, mobile connection penetration
fell by 1.3 percent. 96.3 percent of Uruguay's population were connected to a mobile phone, with
105.4 million active connections.
In the country's digitalization route, Brazil made significant progress in the following ways:
30

● BTG Pactual purchased 58 percent of Oi's fiber subsidiary Infraco for $2.3 billion;● The regulator permits authorized MVNOs to enter into access agreements with several MNOs
and prepares for a multi-spectrum 5G auction;● Algar Telecom purchased Vogel Telecom and gained 3,400 corporate customers;● Nextel Brazil rebranded as Claro-nxt; the regulator extended the concessions of operators;● The regulator extended the concessions of operators.
● 5G services are being offered on a limited basis by operators in Brazil and Argentina.
4.2. Management Optimization [MO]Management Optimization was placed 43rd in the Waseda rankings in 2021. Data is becoming moredifficult for the government to use effectively and coherently across all levels of government as thecountry's digital transformation continues. Digital technologies are rapidly being used to improve
internal efficiency and agility in the Brazilian public sector. The government's ability to engage withthe public has been enhanced through the use of digital services. Brazilian officials can anticipate andaccelerate digital transformation thanks to these public initiatives.
To promote a critical and systemic mindset in the face of complex institutional and technologicalpossibilities, the Brazilian public administration must be leveraged, and capacity-building
mechanisms must be implemented throughout the public sector as a whole. The Brazilian government
invited the OECD to assess its policies and programs to strengthen digital governance.
4.3. Online Service [OS]Almost half of all online purchases in Brazil are made using cards, which has been the case for sometime. Consumer credit is prevalent in the Brazil, where there are 1.06 credit cards per inhabitant. Credit
card companies in Brazil will be more inclined to lend money if Brazilian consumers and the economy
are more confident. As a result, financial institutions may offer their customers a greater variety ofgoods.
However, there are several other payment methods in Brazil, and digital wallets, in particular, aregaining in popularity. This strategy accounts for more than two-thirds of all e-commerce transactions.
In Brazil, the usage of digital wallets is more widespread than in any other Latin American nation. In
2021, most online payments were probably using digital wallets instead of credit or debit cards.
4.4. National Portal [NPR]
The portal gov.br is a federal government endeavor to improve public access to the Public
Administration. " User needs and interests are taken into consideration while designing anddeveloping new features for the Portal. The Portal has a unique organizational structure whencompared to other government sites. The Portal's most important feature is the service it provides to
its users.
4.5. Government CIO [GCIO]
31

No one in the Brazilian government has the position of Government Chief Information Officer(GCIO). To some extent, these functions are carried out by the CIO's Brazilian counterpart: theMinistry of Planning, Budget, and Management.
4.6. E-Government Promotion [EPRO]
The Brazilian government sees a return on digital literacy efforts and incentives for population Internet
use as more Brazilians utilize digital services. For six years, from 2010 to 2015, the number ofBrazilians accessing government services through the internet quadrupled, reaching 24% in 2015.
The Brazilian government is implementing several digital initiatives to improve public service
delivery. Just a few of the recent digital identity initiatives that have been completed in Brazil include
driver's licenses, voter identification cards, worker identification cards, and electronic versions of the
National ID Card and Registry. Government digital service delivery has also been substantiallyenhanced after developing a services portal that aggregates information from most federal departments
in Brazil.
Brazilians' expectations and the technologies they utilized to connect with them seem to have resulted
in highly excellent outcomes. As a result of legislation and regulations, the government has laid thegroundwork for individuals to engage with the public sector and the digital economy. People,
businesses, and governments all have a role in creating an interconnected and cohesive digital
environment.
The Brazilian government is transforming the public sector digitally. New digital technologies arebeing used to reimagine services and streamline company procedures to meet the demands of digital
economies and societies. The government seeks to ensure that it implements the plan uniformly tominimize infrastructure and data redundancy during the transformation process by avoiding silo-based
activities and agency thinking. Alternatively, a citizen-driven policy viewpoint should be included in
the model to incorporate the whole ecosystem of services.
4.7. E-Participation [EPAR]
The Government Secretariat, which also comprises the republic’s president, has the institutional
ability to carry out public engagement in federal decisions. Individuals and the government must
communicate directly for "social engagement" to be defined as a broad term. Because of this, thefederal government created Participa + Brasil, a website meant to promote and enhance civic
involvement and raise the degree of openness in government decision-making processes.
Participa+Brazil is a digital platform that provides modules for the distribution of surveys and researchand the promotion of best practices to support and verify the process of social participation.
4.8. Open Government Data [OGD]32

The Open Government Data program provides government data in reusable forms to stimulate thecreation of a wide variety of collaboratively produced apps to foster increased openness and public
engagement in politics. Open Data, which was developed in 2009, now allows English-speaking
citizens worldwide to request government information. Because of this, citizens will be able toparticipate in government and socially monitor policies.
Citizens in Brazil may now follow the consequences of government acts thanks to the release ofreports and balance sheets online by several public administration institutions. Because open
government data on public policy is supplied in a simple and accessible standardized form, anybody
may update it using any software tool. All stakeholders must have access to transparent and accessible
information from the public sector. Governments' ability to achieve policy objectives can be seen fromvarious perspectives by integrating open data sources.
4.9. Cyber Security [CYB]
Cybercrime is a primary concern in Brazil. As preparations for the 2016 Olympic Games in Rio deJaneiro ramped up, the Brazilian government stepped up its cybersecurity measures. An everincreasing number of individuals use the internet, which raises cyber dangers. For the government tospend more on cybersecurity, several cybersecurity talks were held in Brazil in 2017. Volunteer
programmers may now utilize their abilities to create visually attractive representations of legislative
data via the "HackerLab" project.
4.10. The use of Emerging ICT [EMG]
In Brazil, Congress has passed legislation outlining the rules and regulations governing the country's
use of AI. In the Senate, the issue will now be debated. Commercial and public sector organizations
must follow the plan's standards while building artificial intelligence (AI) technologies. Platforms that
employ supervised, unsupervised, or reinforcement learning are known as machine learning systems.
The Brazilian government has developed an IoT, robotics, and 5G technology research center.
Ministry of Science, Technology, and Innovation (MCTI) said the center is the first government
research organization to employ the quintuple innovation helix framework, which describes thelinkages between academic institutions, business, government, and the public sector in a knowledgebased economy.
Located in Sorocaba, 103 miles from So Paulo, the facility is expected to produce new jobs andskilled workers in the area of so-called "4.0 technologies" and their use in a range of businesses andproduct manufacturing. Operating the facility will be directed by the national plans for the Internetof Things and digital transformation, which will be managed in partnership with the municipal
authority of Sorocaba. According to the Waseda rankings regarding Emerging ICT, Brazil stood at
the 40th position with 2.750 points.

33

Brunei
1.

General Information

Area: 5,765 km2
Population: 442,339
Government Type: Unitary Islamic Absolute Monarchy
GDP: $33,100
Internet Users: 95.00
Wired (Fixed Broadband Users): 16.25
Wireless Broadband Users: 120.19
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The e-Government National Center, a government institution, is officially in charge of Brunei's digital
government (EGNC). EGNC, among other things, offers a broad variety of services to bothgovernment institutions and government employees. Government organizations may use the One
Government Network and One Government Cloud to reduce their capital expenditure on informationand communications technology infrastructure. To enable government employees to benefit fromonline collaboration, the EGNC provides ONEPASS, a secure Digital Identity.
The Chief Information Officer (CIO) of the government is widely regarded as a critical component ine-Government’s development.
The Brunei government established the e-Government Leadership Forum (EGLF) to strengthen the
country's leadership in the area of e-government development. The event is presided over by a Deputy
34

Minister in the Prime Minister's Office, demonstrating the government's strong commitment to eGovernment development. This is the highest level of power in terms of approving and monitoring
the growth of e-government. All Chief Information Officers (CIOs) in government organizations areinvited to attend. The Prime Minister's Office's Co-Deputy Chairman has been appointed Chief
Information Officer for the whole eGovernment system (Government CIO).
3.2. New Trends
The graph below illustrates what Brunei intends to do prior to 2035 to accomplish the government's
digitalization missions.

The government strives to adapt to six core values in order to accomplish those missions.

35

Service Innovation & Security
Brunei's government recognizes the need for new andinnovative ways to provide convenient and reliable
services to residents and businesses in an era ofcompetitiveness and dynamic economic growth.
Continuing with the strategic plan 2009-2014, security
will always be a top priority. The government
recognizes the critical nature of network infrastructure
and the environment over time. Appropriate measures
will be taken to avoid risks and reintroduce
opportunities associated with cyber-incidents.

Capability & Mind-set
Everyone understands how critical it is for the successful implementation of high-tech anddigitalization to consider the perspectives of others. It is necessary to cultivate a forward-thinking
mindset and collaborative culture. This helps to develop new governance systems and government
authorities.
Enterprise Information Management
Information is critical in propelling a country forward. The government prioritizes data growth byrestructuring and building the information asset that supports government administration.
Optimization, Collaboration & Integration
Numerous technological advancements have been made to aid the country's economic development.
The government leverages digitalization to maximize efficiency, minimize risk, and maximize profit.
In an era of competition and challenges, it is critical for the entire country to unite and work
cooperatively to resolve all existing issues. To live up to that expectation, the government will require
close collaboration and integration across all sectors and stakeholders.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]Brunei has a score of 7.042 for Network Infrastructure Preparedness, according to publicly accessible
data and research, placing it at the top of the Asian countries in terms of network infrastructure
preparedness. By January 2021, the overall number of internet users had increased by 1% to 417.5
36thousand. At the start of 2021, the Internet penetration rate remained stable at 95%. As a result of this,
there was also a significant shift in the number of people who used social media. At the time, 435
thousand people were expected to be utilizing social media, which equated to 99 percent of the total
population. According to the data, the number of mobile connections in Brunei was equivalent to129.3 percent of the country's total population at the time.
The government has invested large resources in constructing a national telecom infrastructure via the
Kacific-1 satellite, anticipating the deployment of 5G in the public sector, and establishing Number
Portability services, among other projects.
4.2. Management Optimization [MO]Brunei’s six core programs were identified to achieve Digital Government Strategy 2015-2020.
Brunei has made significant investments in digitalization to remove barriers to public service delivery,
resulting in more convenient, agreeable, and successful interactions between the government andstakeholders. When it came to delivering desired results, the administration kept its promises to its
constituents. The collection of government revenue is managed electronically, with "Key Services"
accessible at any time and from any location. Additionally, the government established the ID system
to facilitate the access of individuals and businesses to government services. Additionally, thisinternationally recognized identification would enable the government to gain a manageable view ofcitizens and businesses, allowing it to more effectively forecast their needs and requirements.
The National Cyber Security Framework was developed to address cyber-risks and to build a robust
and trusted digital platform capable of fully exploiting the potential of the digital space. The platform
and methods for two-way communication between the government and its stakeholders weredeveloped with the objective of improving government services, assisting in the formulation of new
initiatives, and also addressing public concerns.
To ensure the Government's efficiency, digital assets have been effectively exploited and managed toaccomplish their stated objectives. The government established policies, procedures, and capabilities
for coordinating and managing data generation, storage, use, and processing. The amount of data
generated is growing at an exponential rate. The government may gain a better understanding of the37

state of our business operations and the effectiveness of the decisions and actions we take by
improving data and information lifecycle management.
4.3. Online Service [OS]IT Central Procurement obtains the government's participation in the consumption and leasing ofassets. Enterprise software agreements are used to reduce the time required to procure IT equipment
and related services from an average of six months to just thirty days. The Government entered into a
Microsoft Enterprise Agreement with Microsoft for the purpose of procuring licenses and associatedservices.
The E-Government National Centre (EGNC) provides the National Authentication Module, whichenables government agencies to leverage a centralized authentication capability for public access totheir respective e-services. As a result, the government established avenues for e-Darussalam to gain
access to management and public service. This module is available to government agencies andgovernment-connected businesses.
4.4. National Portal [NPR]
Residents, stakeholders, businesses, and tourists in Brunei Darussalam have access to the national
portal (www.gov.bn) as the most convenient way to access online public services. The portal acquires
the government's centralized data and establishes a single method of authentication. All participants
have unlimited access to the portal at any time, which has a significant impact on increasing theefficiency of government public services and reducing the risk of information and procedure
duplication.
4.5. Government CIO [GCIO]
To empower leaders in the area of e-government development, the Brunei government created the eGovernment Leadership Forum (EGLF). At the Prime Minister's Office, the forum is chaired by the
Deputy Minister. The event is open to all Chief Information Officers (CIOs) in governmentorganizations. The Co-Deputy Chairman of the Prime Minister's Office has been appointed Chief
Information Officer for the whole e-Government system (Government CIO).
The GCIOs convene quarterly to share their experiences with the e-Government Program/Projects.
The EGLF will debate the conference's findings. The Permanent Secretary presided over the CIO
Dialog Meeting on a regular basis.

4.6. E-Government Promotion [EPRO]
Brunei's E-Government Promotion is ranked relatively high (6,774) among Asian regions, indicatingthat substantial progress has been made toward advancing Digital Services. The government views
public services as the primary means of delivering and promoting projected profits. E-Government
Promotion aided in the establishment of a convenient, transparent, and beneficial link between thegovernment and its constituents. All participants in the program have access to core services at any
38

time and from any location. Additionally, digitalization enables the government to easily manage andmonitor revenue and outcomes. The country aspires to an audacious goal of increasing living
standards, international-ranking infrastructure, and significant development, productivity, andinvestment through the Wawasan 2035.
The E-Government National Center's (EGNC) Government Intranet service is available to all public
sectors. These services aided agencies and stakeholders in reducing costs and increasing productivity
and effectiveness when developing their IT inputs while also reducing capital expenditures andregistration procedures.

4.7. E-Participation [EPAR]
The Government acquires the One Government Network (OGN) as dedicated and highly-guaranteed
network infrastructure for connecting all participants to e-public services and the Internet via thenational gateway. The network reintroduces a collaborative environment in which all participants
cooperate and benefit from shared interests. It is managed and monitored to ensure current
communication and tools that assist authorities by efficiently sharing their workload. The standards
for facilities and inputs are established to ensure that the government receives efficient and effective
information communication and technology resources.
The Business Partner Link (BPL) was used to connect Government Link Company (GLC) and One
Government Network (OGN) in order to facilitate integration with government agencies andauthorities. Additionally, the National Education Network provided a stable and consistent connection
to all ICT education systems. All government agencies, schools, and Government Link Companies
are welcome to join this network (GLCs).
4.8. Open Government Data [OGD]
By supplying accurate data, the National Centralized Database (NCD) laid the groundwork for egovernment projects. Among other things, it offers information about software licensing, backup
services, and disaster recovery services. NCD is deemed required and useful due to its capacity to
reduce expenses through resource pooling, cut maintenance costs, and provide centralized databaseof knowledge. Additionally, it simplifies data sharing and integration by utilizing a Single Database
Platform. All government departments and agencies are able to use this database system.
The National Information Hub (NIH) makes use of the capabilities of the National Centralized
Database (NCD) system to store personal information like addresses, identification cards, and names.
This tool assists in the reduction of data duplication and any human-caused inaccuracies.
4.9. Cyber Security [CYB]
Brunei's key objective for attaining outcomes by 2035 is to build cyber security, which involves
establishing and implementing a framework for identifying cyber-risks, as well as providing a digitalplatform to promote the usage of digital space. To boost the country's security output and achieve theWawasan 2035 Desired Outcome of maintaining sovereignty and stability, all sectors have taken an39integrated approach to national cybersecurity. One of the goals of Wawasan 2035 is the transformation
into one of the world's safest countries.
The use of Emerging ICT [EMG]
Brunei ranks thirty-second (2.500) in the world on the EMG indicator, out of sixty-four countries. The
indicator remains elevated even when compared to other countries in the Asia-Pacific region. Brunei
is well-known as a country that is riding the wave of digital technology, is continually confronted witha variety of difficulties, and is at the forefront of regional rising trends.
Brunei has seen significant development in data-driven technologies such as database networks,
artificial intelligence (AI), 5G, cybersecurity, and the Internet of Things (IoT), and they are also a
top priority for the government, which has established a plan for the country's digital and sustainable
governance. As stated by the Minister of Transport and Information Communications on World
Telecommunication and Information Society Day (WTISD) 2021, cybersecurity has evolved inlockstep with the advancement of digital transformation, emerging as one of the most criticalstrategic enablers on the path toward digital transformation.

40

Canada1.

General Information

Area: 9,984,670 km2
Population: 38,133,703
Government Type: Federal Parliamentary Constitutional Monarchy
GDP: $49,220
Internet User: 96.50
Wired (Fixed Broadband User): 41.80
Wireless Broadband User: 84.14
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The past few years have seen great progress in meeting Canada's transformation and development
requirements. To better serve Canadians, the Canadian government has invested heavily in digitaltechnology. Almost all measures are in the top 10, showing strong digital progress. The country has
set a vision: emerging technologies help governments better serve Canadians. The state has always
emphasized people' needs. Current Canadian digital government is attempting to be open,
collaborative, and accessible, which adapts government services to citizens' needs and shares open
government practices and solutions.
To guarantee the success of digital government, Canada adopted the Government of Canada Digital
Standards. Moreover, by creating Canada's first public sector Digital Academy, they are preparing
their employees to provide the digital government services Canadians expect. The government is even41

developing an overarching digital strategy to help all departments and agencies improve their digitalofferings to Canadians.
The Canadian Digital Service (CDS) was formed in 2017 to help the federal government provide
simple digital services. Since then, CDS has been busy. One of the most important has been thecreation of a digital citizenship test. By providing new Canadians with a more adaptive and consumerfriendly system, the government helped them achieve full citizenship and maximize their chances ofsuccess. It also relieves employees' administrative burden.
3.2. New Trends
On the following pathway to succeed in digitalization, Canada aims to stick along the four strategies
in the next three years until 2024.
a. Modernize legacy IT systems
Providing the programs and services that Canadians rely on everyday needs reliable information
technology and accurate data. Canadian institutions need modern IT infrastructure and systems toprovide excellent digital offerings. Despite progress toward application reduction, GC departments
and agencies still maintain over 7,000 business applications (down from 8,900 in 2018), some ofwhich are critical to service delivery. The health of GC applications varies, as does the infrastructure.
The public's faith may be eroded by a single system failure.
b. Improve services
People and businesses want easier online access to GC services. Long service center waiting lists,
phone hold periods, and confusing websites diminish Canadians' trust in their government both athome and abroad. Duplication of effort across departments leads to inconsistency, inefficiency, andreliance on the most expensive routes. The public expects government services to be as reliable andeasy to use as private sector ones. They also expect the government to protect their privacy.
c. Implement enterprise
Certain departments continue to work in silos, causing duplication of effort and costly failures. It is
becoming more difficult for departments to cooperate and produce cross-government goods, which
may result in a poor user experience. The need for smart, secure, and reliable data is growing. To meetthese demands, the GC needs a workforce with digital skills and technology, as well as visionary
leaders and governance structures.
A more digital government will mean breaking down silos and addressing information management,
data stewardship, and IT operations, tools, and assets. Collaboration may speed up developments anddiscoveries. The authorities will continue to improve enterprise governance and incorporate it into
government operations to ensure that decisions are based on evidence and address both organizationaland functional issues.
d. Transform the institution
Antiquated approaches, complex processes, and governance structures inhibit departments' ability toserve the public and the GC's ability to adapt quickly. As a result, performance and security concerns
42

have increased. To stay responsive, resilient, and most importantly, relevant in a continuously
changing environment, digital government compels the Canadian Government to upgrade and adapt
their operations.
The country's digital capabilities are important to providing all services and implementing all policies.
But it's not only about technology; it's about people, procedures, and culture. Transformative leaders
must be able to adapt and collaborate to change public service culture and practices. This includes
ineffective governance structures and procurement techniques, as well as a lack of digital skills.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Canada ranks on the top list of 64 countries in terms of Network Infrastructure Preparedness, with ascore of 7.415. By January 2021, the overall number of internet users had increased by 0.9 percent
year over year to 35.63 million. At the start of 2021, the proportion of the population with access to
the Internet remained stable at 94 percent. According to estimates made at the time, 32.20 million
people use social media, accounting for 84.9 percent of the total population. According to statistics,
mobile connections accounted for 98 percent of the country's total population at the time.
4.2. Management Optimization [MO]The Canadian government has invested significantly in the creation of a comprehensive digital policy
framework from 2018. Everything that is altered in information management (IM) and information
technology (IT) policies is coordinated with Treasury Board policies on public services, assisting thecountry's transition to a digital government. The promoting user-centered design initiative waslaunched to recognize the administrative constraints that users face, as well as to assist and motivate
government agencies in their efforts to incorporate user research principles and activities into thedesign and creation of services and administrative procedures, among other things.
The Access to Information and Privacy Online Request Services website was created to help
individuals quickly get the information they need. Additionally, the site enables electronic payment
and transfer of money to and from government agencies, thus reducing administrative burden,
improving service quality, and accelerating efforts to automate information access procedures by theend of this year.
TBS and related departments performed a horizontal evaluation of information sharing and user
privacy in the two years before and including 2021 in order to identify issues and provide suggestions
and corrections. The research laid the groundwork for a range of future policy changes.
4.3. Online Service [OS]Canada's government launched "My Service Canada Account" to allow all residents to update all of
their personal information, including information about passports, personal access codes, the status ofimmigration and/or citizenship application(s), wage earner protection program, pension plan,
employment insurance, and long-term care. Furthermore, a broad range of apps, accounts, and various
43services that are accessible for online transactions have been made publicly available. All of thesepublic services are reasonably beneficial in terms of reducing administrative load, which isparticularly important during a pandemic.
4.4. National Portal [NPR]
The Canadian national portal is placed in the top five of the 64-country list, showing a significant risein the number of channels being created to support digital progress. The development and maintenanceof a data inventory is the primary focus of work when identifying sources of data appropriate for
distribution. The establishment of Open.Canada.ca as the national gateway for the collection of citizen
data has proved very helpful for the government in organizing and using data received from a numberof sources. Another consideration for the data inventory is the problem of privacy. The departments
responsible for data inventory and information protection are responsible for identifying andprotecting datasets that include information that should not be made public.
4.5. Government CIO [GCIO]
The indicator for the Chief Information Officer of the Canadian Government is 8.182, which places it
seventh on the list. The pandemic has resulted in significant changes to global internet services andthe trend toward remote employment. The Covid Alert app was developed by the government to help
citizens in obtaining information and compiling the most accurate counts of covid occurrences, which
resulted in timely actions being implemented. Shared Services Canada collaborated with authorities
to ensure the continued secure and on-time delivery of critical frontline services.
Canada is among the countries with a successful anti-covid track record. However, the economic
recovery process needed much more time and effort than ever before, and the search for digital
governance was stronger than ever. Canada desired a more transparent, flexible, and collaborative
government that prioritized digitization and user-centered services. As a result, the government's
technology management and adjustment procedures must be updated to ensure that all administrative
operations are adaptive, responsive, and reliable, and that they meet the needs and expectations of thenation's residents and businesses. Between 2018 and 2022, Canada has been working to improve thecountry's digital governance and processes in order to provide a solid basis for the digitization processacross all ministries. The OneGC platform was designed to enable individuals and companies to accesspublic services through the gateway Canada.ca by using their identification and password. In addition
to the many lessons and experiences acquired from the CoVID-19 pandemic, the Canadiangovernment has been working diligently to remove time-consuming barriers to digital integration andtechnological innovation in line with the Government Digital Standard.
4.6. E-Government Promotion [EPRO]
The EPRO indicator decreased significantly, falling to 8.387 and ranking twentieth out of sixty-four
nations examined. Canada was formerly renowned for having one of the most remarkable electronic
government systems in the world. Even though Canada is no longer at the top of the list of countries
with successful digitalization, the country continues to prioritize technology and e-governance, for44example, by accelerating their adoption, fostering innovation, and laying out a vision for the future inwhich every resident of Canada is digitally connected and distance is no longer a barrier to access topublic services, opportunities, and other programs.
The country has benefitted from digitization in sectors like research and health data management, as
well as in establishing jurisdictional autonomy and varying the degree of cooperation with other levelsof government. When it comes to collecting and distributing vaccines in an equal way to all people,
the network assists the government. The government was able to manage lockdowns and internalbarriers, which aided in keeping the country secure from a number of other vulnerable nations in theimmediate vicinity.
4.7. E-Participation [EPAR]
A score of 9.000 placed the Canadian E-Participation indicator in the top 20 of all countries evaluated.
Canadian e-services, online information, and online citizen involvement are organized by categoryrather than by department, making them more user-friendly and responsive to the demands of thegeneral public. In order to measure the success of its services, the government applies a unique
Canadian outcomes analysis approach known as 'Citizens First' in the case of individuals and families
and 'Taking Care of Business' in the case of enterprises, both of which are developed in Canada.
Everyone will be able to access electronic services in record time as a result. The Government of
Canada offers a variety of programs, accounts, tools, and services to help Canadians in performing
work online.
4.8. Open Government Data [OGD]
To live up to the expectations of the general public for transparency, reliability, and involvement withpublic services, the Canadian government's open government projects and initiatives must place apremium on individuals. The more people who understand and engage in their government's duties,
the more lasting and stable open government's social and economic potential will be over time.
The Government of Canada has taken efforts to promote the openness of federal government data by
updating the open.canada.ca site and assisting individuals in learning more about how open
government work is being done in local areas. Additionally, they expended much effort to expand theOpen by Default pilot project and to provide opportunities for cooperation between the governmentand citizens. All of these activities are overseen and controlled by Employment and Social
Development Canada (ESDC), the Canada School of Public Service (CSPS), and a variety of othergovernment departments and agencies.
4.9. Cyber Security [CYB]
As the nerve center of Canada's cyber operation, the Communication Security Establishment (CSE)
safeguards the federal government's most sensitive information and data while also offering permitted
operations and technological capabilities to assist federal law enforcement and security agencies.
The Canadian Centre for Cyber Security (Cyber Centre) at CSE includes trusted cyber security
specialists who engage with government, industry, and academia to make Canada a safer place to45

conduct business online. The Cyber Centre is a division of CSE with a basic, focused mandate: topartner with government, industry, and academia to make Canada a safer environment to conductbusiness online. Canada’s security, stability, and prosperity are enhanced as a result of the work of
CSE and its Cyber Centre, which plays a critical role in protecting Canada and Canadians fromforeign-based terrorism, foreign espionage, cyber threat activity, kidnapping of Canadians abroad, andattacks on Canadian embassies.
4.10. The use of Emerging ICT [EMG]
Artificial intelligence (AI) technologies have the potential to drastically alter the way the Canadiangovernment interacts with its constituents and provides services. The government as well as Canadiancitizens are dedicated to ensuring that the use of artificial intelligence in government programs andservices is governed by clearly defined principles, ethics, and standards as research progresses.
A public cloud is a commercially available service that has been bought and security vetted for use bya single government agency before being made available to the public. Under the terms of thisdeployment paradigm, a single organization will share tenancy with commercial corporations, nonprofit organizations, and individual users. Meanwhile, a private cloud is a non-commercial cloudservice that is specifically built for the government. Under this deployment architecture, the General
Contractor (GC) will be the sole tenant in the cloud. In certain cases, the cloud may be produced andmanaged fully by GC resources, while in others it may be created and administered with aid from theprivate sector.
Non-Cloud Computing Environment is known as a computing environment that is used to hostapplications that cannot be deployed in a cloud computing environment. It is in this area that the great
majority of the present GC application portfolio can be found.
For many years, the Government of Canada has included Open Source Software into its information
technology ecosystem and has grown to rely on it for the efficient delivery of services. Part of its
objective of becoming a digital government is to contribute to other projects and make its own sourcecode accessible under Open Source Licenses, which it must do in order to achieve this goal. The
government is committed to doing so in a manner that is compatible with core administrative law
principles such as accountability, transparency, legality, and procedural fairness, among others.

46

Chile1.

General Information

Area: 756,102 km2Population: 19,233,859
Government Type: Unitary Presidential Constitutional Republic
GDP: $ 15,620
Internet Users: 82.33
Wired (Fixed Broadband Users): 19.62
Wireless Broadband Users: 101.15
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In the Waseda International digital government rankings 2021, Chile ranked 46th with 68.2531 points
in total. In the wake of the COVID-19 outbreak, Chile has experienced an increase in e-learning,streaming, online shopping, and marketing, as well as teleworking. With adoption obstacles andtransition costs, the digital revolution has the potential to improve productivity and inclusivity. With
increasing connectivity, the nation is now ahead of the rest of the continent.
Communications infrastructure development would speed up if entry obstacles and regulations in theindustry were reduced. SME-targeted policies, such as the introduction of sources of finance orparticular programs for adopting digital tools, would assist SMEs in getting access to and utilizing
47

digital technologies, resulting in increased productivity. The innovation environment, competitiveness,and regulatory framework must also be improved. Quality foundational skills, adult and lifetime
learning, and highly-skilled ICT professionals must continue to be invested in to enjoy the advantagesof digitalization for everybody.
Chile is one of few countries involved in the development of an effective coronavirus vaccine. In
addition, an ozone generator prototype developed by electrical engineering students at the Universidad
Católica is quick and effective in sanitizing facilities like ambulances, operating theaters, and medical
and dental treatment rooms. It is possible to disinfect an area with ozone, removing any remaining
coronavirus. While Monarch is recognized for its socks and underwear, the Chilean textile firm paused
production in early March to focus on developing reusable face masks and helping those affected by
the current health crisis. Additionally, this effort was designed to keep Monarch's copper-coloredapparel style alive. When these copper fiber masks are exposed to heat and humidity, the copper ionsthey produce destroy 99.9% of bacteria and mold.
3.2. New Trends
Digital Transformation Strategy public consultation is part of Sebastian Piera's new government(2018-2022), taking significant steps toward digital-first public administration. The strategy was set
under the current circumstance of the nation’s economy and the worldwide pandemic. It also includes
a proposal for a Digital Transformation Law2, the recent approval of a Presidential Instructive on the
Administration's Digital Transformation, and a new State-wide Digital Transformation Strategy. As
part of this program, 80% of government services will be available online by the end of 2021 and100% by 2023.
Another law on State Digital Transformation stipulates that government services would default todigital, with paper-based transactions only viable in extreme cases owing to a lack of digital accessand experience. For the sake of improving the government's digital integration, the proposed law
changes the legal and regulatory framework for e-government. New administrative efforts havealtered government's focus toward shared services and platform-based solutions as a result.

4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Chile was ranked 35th in terms of Network Infrastructure Preparedness in the Waseda rankings 2021,
with a score of 6.732. According to January 2021 figures, Chile had 15.78 million internet users, anincrease of 0.7 percent over the previous year. Chile also had an internet penetration rate of 82.3
percent. At the time, Chile had 16.00 million social media users, which equated to 83.5 percent of theentire population. Chile's mobile subscriber base climbed by 1.1 million to 25.31 million, accountingfor 132.1 percent of the total population.
There were many significant advancements in Chile's attempts to prepare for the country's digitization,
including the following:48

● The Chilean regulator completed a multi-band 5G spectrum auction;● Chile advanced with the development of its ten-satellite National Satellite System;● América Móvil authorized proposal to split off Latin America's towers and passive
infrastructure;● Telefónica Empresas has been hired to complete the nation's National Fibre Optic project; theregulator has contracted for 398 free Wi-Fi zones in various country sections.
● Over 8,300 schools now have free internet as part of the 'Connectivity for Education 2030'
initiative.
● Chile, together with Argentina, have jointly removed roaming costs.
4.2. Management Optimization [MO]According to the OECD, Chile needs a digital government to meet the needs of the public rather thanthose of government officials. Inaction will cost Chile productivity gains, social well-being, public
sector performance, and ultimately public trust in government, the organization warns. This is the next
step in a government's technological advancement. Strategy, not technology, is what has the power
to effect change. The only way to digitally modernize Chile's public administration is to include allof the country's key actors in a series of coordinated efforts.
Strong political leadership is not enough to ensure such coordination; the public sector must also
understand its role in the digital age. Time will tell if Chile has the strategic institutional frameworks
required for good decision-making, ICT investments, and returns that fully benefit the country fromdigitalization. In the future, the government will examine several different areas and to help contributeto the development of solutions to this problem. Strong political leadership is not enough to ensure
such coordination; the public sector must also understand its role in the digital age and how technology
might help it achieve that aim.
4.3. Online Service [OS]With operations in 26 countries throughout Latin America and the Caribbean, Evertec has made asubstantial contribution by using its regional expertise and acquirer processing solutions. Gettingnet,
a subsidiary of Banco Santander Chile, used Evertec's knowledge, technology, and infrastructure tofacilitate this shift by making a significant and new commitment to the way payments are made andreceived in Chile.
Using Evertec's acquiring processing, products, and platforms, Gettingnet Chile will provide
merchants with digital payment acquiring services that take advantage of Santander Chile's position
as one of the country's largest banks and Evertec's position as one of Latin America's most essential
processors.
Achieving widespread acceptance of all payment methods across the country would benefit all parties
involved, including Gettingnet's affiliated firms and the cardholders who visit them. Furthermore, thecompany will play a key role in providing a safe and effective solution that is compliant with both
local and international laws and Mastercard and Visa.
4.4. National Portal [NPR]49

Chile placed in the top ten of Waseda’s National Portal indicator in 2021, denoting significant effort
and progress created. The national website (http://www.gob.cl/) provides access to government news
and documents. The government has social media profiles on Facebook, Instagram, Twitter, Telegram,and YouTube, to name just a few. Over a hundred million Twitter followers, yet just a few thousand
Instagram and YouTube subscribers. The government has done a great job releasing information andengaging in public discourse through its official social media channels. Those who want to keep up
with the government's latest activities and give comments can do so by subscribing to these accounts.
When English is selected as the language, all information is displayed in English. Users are able toaccess other ministries' websites by clicking on the links. To the public, it is merely a source of
information and not a service.
4.5. Government CIO [GCIO]
Chile does not appear to be engaging in any CIO-related action. To improve public services, thegovernment’s Chief Information Officer (CIO) can use emerging technologies to improve efficiency,
and boost cross-departmental cooperation. Several developed countries have passed laws creating agovernment CIO. Their service delivery has improved significantly over time. Government CIO is
projected to have a role in the future of Chile's administration.
4.6. E-Government Promotion [EPRO]
Chile is the most agile government in Latin America and the Caribbean. ChileAtiende, thegovernment's multichannel approach to service delivery, handles up to 67 million interactions eachyear. Significant institutional advancements have been accomplished, most notably the strengtheningof digital government governance. Sebastian Piera's new Administration is taking substantial moves
toward a digital-first public administration. This includes an ambitious proposal for a Digital
Transformation Law2 and the adoption of a Presidential Instructive on the Administration's Digital
Transformation. Eighty percent of government services will be offered online by 2021 and 100 percent
by 2023 as part of this initiative.
4.7. E-Participation [EPAR]
The availability of accessible public data is directly tied to the level of e-participation. The government
has made information accessible on its official websites and created social media accounts to facilitatecontacts between the government and the public. Checking their mobile phones can provide
information to the public about the government's intentions and operations, among other things.
Additionally, kids can participate in online discussions and express their opinions.
4.8. Open Government Data [OGD]Thanks to ICT usage, improved transparency, and openness in government activities can help restore
or rebuild trust in public institutions. The use of intentional and coordinated technology can also
encourage public participation and engagement, crowdsourcing of ideas and data, and new forms ofcollaboration between the public, private, and third sectors. The Open Government Declaration, theOpen Government Partnership (OGP), emphasizes the importance of information and communication
technology in allowing more open governance through its foundational statement of intent.
50

Public organizations are increasingly linking their digital and open government agendas to preserve
consistency in their use of technology as a facilitator of open government. In this work’s comparative
comparison, the entity or organization in charge of digital government in Canada, Denmark, Portugal,and Uruguay has been charged with organizing and directing open government initiatives. Manyreference countries have a separate open government unit or task force at the heart of government thatdevelops and oversees available government plans in collaborations with businesses and civil society
organizations. Despite its cross-cutting nature, this approach is the most common in reference
countries. Many countries in the reference group still rely on digital government institutions, even if
they aren't leading or coordinating their efforts. The Open Government Data Strategy (OGDS) was
developed and implemented by eight reference group states. ICT is critical in today's culture topromote open government, as is a coordinated approach based on similar objectives, such as unfetteredaccess to information and "open by default" standards for government information.
4.9. Cyber Security [CYB]
Digital transformations in banking and government have been accelerated by COVID-19, resulting inan even greater dependence on digital infrastructure. When it came to protecting mission-essential
companies and agencies against cyberattacks during the 2020 pandemic, cybersecurity had never been
more crucial. Additionally, the national policy specifies precise goals and requirements intended topromote and protect an open, free, secure, and resilient cyberspace. The Digital Agenda and theProductivity, Innovation, and Growth Agenda, among other initiatives, have shown that the nation
can decrease the access gap, increase awareness about safe ICT use, and preserve the country's
technological leadership.
4.10. The use of Emerging ICT [EMG]
One of the first national policies on artificial intelligence has been announced in Chile. Even in their
daily lives, individuals use simple artificial intelligence (AI) to decide what movies and music towatch and where to go. Chile was the first country in Latin America to use blockchain technology inthe energy sector. The Ethereum-based platform for energy system data was released by the country's
first public agency, the national energy regulator (CNE), in 2018.
A national innovation award has been given to this 'Open Energy' (Energa Abierta) platform, which
has been updated to include more public data sources in Chile. RENOVA was, however, the country's
only publicly stated application in the energy sector before its formation. The need to account for low
carbon output is becoming more urgent as governments are under growing pressure to reach their
2050 climate goals. Energy Web is leading different attempts to monitor renewable energy or credit
using this technology.

51

China1.

General Information

Area: 9,706,961 km2
Population: 1,445,189,819
Government Type: Unitary Marxist–Leninist One-party Socialist Republic
GDP:$ 11,820Internet Users: 70.64
Wired (Fixed Broadband Users): 33.60
Wireless Broadband Users: 96.32
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
China is experiencing a great impact from the pandemic, and was ranked 49th in the Waseda
International digital government rankings 2021 with an overall score of 69.6266 points. Robots andartificial intelligence were used extensively in China to restrict the spread of the epidemic. Guangzhou
Gosuncn has introduced 5G-powered robots that can simultaneously monitor the temperature of up to
10 people in public locations like airports and train stations. These robots could also tell whether
people were wearing masks or not. Ping An's intelligent image technology, which provides CT scan
results in 15 seconds rather than the usual 15 minutes, was a significant factor in the acceleration of
COVID-19 diagnosis. By March, 1,500 medical institutions throughout China had adopted similar
technologies, starting in Hubei province.
3.2. New Trends
52China's government agencies have been actively promoting online government services, which has
resulted in a massive increase in the type of services and overall consumption. Digital Government
development is at a low point in the northeast and west. In addition, the study found a strong
association between GDP growth and the index of Digital Government. To keep up with the rapid
expansion of major cities, the installation of digital government infrastructure might spread tosuburban and rural regions. As a result, it will serve as a model for other municipalities to follow.
To create a Digital Government in mind, China must focus on its Application Innovation business.
When new technology is launched, developers will have to pay greater attention to platform
compatibility to meet the needs of local governments. Competition among manufacturers of security
and secrecy products increases as new software and hardware breakthroughs and the widespread useof specialist computers to support security and secrecy goods increases. There will be more investment
alternatives available throughout establishing Digital Government as a result of increased industry
support and a better application ecosystem.
Big data, artificial intelligence, blockchain, and other information technologies will shift government
service from one of depth to one of accuracy in the future. It is inevitable that service providers fromall sectors of the economy will have to work together to meet the growing demand for digital
government services. The government-industry partnership is evolving along with technology. As
government services and commercial activities merge, new business and collaboration models will be
introduced to the market.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
In the Waseda rankings of 2021, China's Network Infrastructure Preparedness was placed 37th with
6.685 points. In January 2021, China had 939.8 million internet users, representing an 85 million
increase from the previous year. In January 2021, 65. percent of Chinese households have access tothe internet. At the same time, China had 930.8 million social media users, or 64.6 percent of thecountry's entire population. In early 2021, China had 1.61 billion mobile connections, accounting for111.8 percent of the country's total population.
China was expected to devote a significant amount of time and money to improve its infrastructure in
2021, which are as follows:● Fixed-line penetration in China has been steadily declining; nonetheless, the market for data
centers in China continues to overgrow.
● To support economic development, China's telcos are making significant progress with 5G
network deployments; the government has strengthened IoT rules;● The deployment of 5G networks in China is proceeding at a fast pace;
4.2. Management Optimization [MO]53

According to the document, the aim of the 13th Five-Year Plan (2016–2020) is "a more IT-based
government," according to the paper. The National Big Data Strategy, aims to make "Big Data" a vital
strategic resource to help transform, update, and innovate businesses and governing social systems.
The 2017 19th National Congress of the Chinese Communist Party reaffirmed these aspirations,
resulting in significant phrases such as 'Great Cyber Country,' 'Digital China,' and 'Smart Society,'among others. The central government is now implementing data-driven governance programs. Thisnational digital project relies heavily on big data as a vital resource for integrating digital platforms.
4.3. Online Service [OS]In 2020, 92.7 percent of China's population used Tenpay, making it the most popular payment methodin the country. WeChat Pay, created by Tenpay, is China's most popular mobile payment option. In
2020, Alipay had over a billion users, 711 million monthly active users, and 80 million active
merchants. There were 118 trillion yuan in 12-month digital payment transactions. They createdescrow and quick payment to overcome the trust problem and grow the market.
Thirty percent of the world's credit and debit cards are issued by China Union Pay, the world's biggest
payment card company (CUP). Foreign firms must pay a one-time setup fee of USD 1,000 to use thisplatform. There is no establishment charge for Chinese enterprises, and they simply need to pay 0.71.2 percent.
4.4. National Portal [NPR]
The State Council of the People's Republic of China uses the China Government Network(www.gov.cn) as a comprehensive platform for publishing government information and providing
online services. The "State Council, Premier, News, Policy, Interaction, Services, Data, National
Conditions" and other sections were added to the Chinese government website.
4.5. Government CIO [GCIO]
When it comes to CIOs in China, the duty has traditionally fallen to the departments in charge of the
CIO's work. Many government agencies, including the Office on Cyberspace Affairs, the government
office, the e-Government office, the information office of the development and reform commission,and the industrial and information management department, are responsible for these various
departments. Central and municipal governments each have several departments that have CIO duties.
Most of the public sector does not have a GCIO, such as the General Administration of Customs andthe State Administration for Taxation. On February 27, 2014, China's President Xi Jinping convened
the Central Leading Group on Cyberspace Affairs.
4.6. E-Government Promotion [EPRO]
China has to concentrate on its IT application innovation business to go ahead with the building of a
Digital Government. When new technology is introduced, developers must pay more attention toplatform compatibility since local governments are increasing their platform creation. Companies that
supply security and secrecy goods confront rising competition as new software, and hardware
54

advances emerge and as these products become more backed by specialized computers. Due toincreasing industry backing and a more robust application ecosystem, there will be more investment
opportunities accessible throughout developing Digital Government.
A transition in government service from depth to accuracy will be brought about by big data, artificial
intelligence, blockchain, and other information technologies. As people’s demand for digital
government services grows, service providers will have little choice but to develop environmentally
responsible collaborations to satisfy their needs. There has been a shift in the relationship between
government and business in tandem with technological advances. They anticipate new business andcooperative models to emerge due to convergence between government service delivery and private
sector operations.
4.7. E-Participation [EPAR]
E-participation in China, despite remarkable growth, is still a restricted method for engaging Chinese
individuals as essential stakeholders in the evolution of ICT in China. Even if China's e-Government
offers blogs and other means of involvement, internet users will not have an equal say in national
decisions under China's e-Government.
4.8. Open Government Data [OGD]Freedom-of-information laws in China provide the backbone of this project. The Open Government
Information (OGI) Regulations China's government released over 72 million documents and received
3.8 million requests for disclosure by the end of 2018. According to the view, governmenttransparency, regulated public participation, and accountability to the public are critical componentsof achieving law-based governance, stimulating economic and social development, promoting social
innovation, addressing social concerns, and enhancing the party's credibility, according to the CCP'sview. Regarding Open Government Data, China came in 54th in the Waseda rankings 2021 with 7.000
points.
4.9. Cyber Security [CYB]
The Ministry of Public Security produced a Practical Guide to the Multi-Level Protection Scheme andCritical Information Infrastructure Security Protection System. Important networks, criticalinformation infrastructure (CII), and data security are highlighted in the handbook. In the StateCouncil's Legislation Work Plan for 2020, CII protection is also included. Multiple regulatory
agencies, including the CAC, MPS, MIIT, and the Department of Education, were in charge ofdynamic cyber security law enforcement activities in the country.
4.10. The use of Emerging ICT [EMG]
The government funds nearly two-thirds of all IT spending in China. With Huawei's aid, government
clients can move away from purchasing IT items and toward cloud-based subscriptions. As of thiswriting, Huawei has completed more than 350 successful e-Government cloud projects in China.
55

Huawei's 'Platform + Ecosystem' approach will help the whole sector transition to a digital future. The
ICT business benefits significantly from China's massive market.
China's AI initiatives are robust, but its privacy laws are poor. Because of the absence of definednorms and regulations in privacy, specific AI applications have caught up so quickly. Various AI
stakeholders are encouraged by the government's support of AI and its value as an investment. The
policy environment is the last pillar.

56

Colombia
1.

General Information

Area: 1,141,748 km2
Population: 51,347,271
Government Type: Unitary Presidential Constitutional Republic
GDP: $ 5,750
Internet Users: 65.01
Wired (Fixed Broadband Users): 15.26
Wireless Broadband Users: 61.82
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Colombia was ranked 39th in the Waseda International digital government rankings 2021, with an
overall score of 70.5028. The development of Colombia's digital ecosystem has been facilitatedthrough Covid-19. Resilient companies used e-commerce right away to deal with the social isolation
imposed by the government. Electronic trade must follow safety and hygiene regulations as an
exception to the general prohibition on commercial operations. For the most part, it is limited to
websites and platforms and essential enterprises like pharmacies and restaurants. The Colombian
government has provided tax incentives for e-commerce, such as a temporary VAT exemption.
From 2011 to the present, the OEC and Development's rules have explicitly protected consumers ofelectronic goods. Increased responsibilities for online retailers, including the right to a refund andelectronic payment reversal, have been implemented. The return time for client withdrawals has been57

extended in light of the Covid-19 pandemic. It has been extended to a year from the original monthfor returning aircraft tickets and tourism services.
Using the Covid-19 measures, the Colombian government pushed through a decree on digital citizen
services that allowed for developments in "digital identity" and created a digital repository for citizen
data. This will allow for the collection of information on taxes, health, and government contacts. For
more than a decade, Colombia has had Latin America's leading teleworking policy, outlining
corporations’ responsibility to provide proper tools for remote workers and the stated criteria thatshould be followed. As a result of the pandemic's urgency, many firms have turned to small labor asa temporary, less regulated alternative to comply with these strict limitations. When social isolation
persists, firms will have to impose more stringent terms and conditions on their customers.
3.2. New Trends
It has been common practice in Colombia for publishers and broadcasters to have close ties to its
political and financial elite. New actors and social media undeniably change consumer habits, eventhough this influence seems to be migrating to the digital sphere. While web and television news
consumption surged dramatically as people sought information on the outbreak, this enthusiasm has
not converted into advertising income because of the economic slump.
More than eight out of 10 Colombians rely on their mobile devices to get their news. Specialized
digital native media sites, such as El Paciente Colombiano, Conversemos de Salud, and La Silla Vaca,
have taken use of the opportunity to provide complete coverage of health and scientific issues inColombian culture. On the other hand, many generalist media sources did not cover COVID-19 at all
due to a shortage of qualified journalists in their news departments. Both the politicization of public
issues and the politicization of the general problems were detrimental.
Social media users have expressed concern about false information about COVID-19 andimmunizations. With the help of traditional media organizations, they have taken steps to counteract
the spread of misinformation. For example, a radio commercial titled 'Vera, the Voice of Truth' wascreated to dispel misinformation by a network of stations (and embodies the social responsibility of
traditional radio stations). The epidemic’s misinformation was boosted by agreements with local
digital media sources such as La Silla Vaca and Colombiacheck. To prevent fraudulent COVID-19
news, Facebook and the World Health Organization (WHO) agreed to link official Ministry of Healthinformation in Colombians' newsfeeds.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 5.736, Colombia was placed 50th for the Network Infrastructure Preparedness indicatorin the Waseda International digital government rankings 2021. In January 2021, Colombia had 34.73
million internet users, a 4% increase from the previous year. The country has an internet penetration
rate of 68%. Thirty-nine million people were using social media, or 76.4 percent of the total population.
58

There were 60.83 million mobile connections in the country, accounting for around 119 percent of thetotal population, up by 1.1 million from the previous year.
A few of Colombia's most significant investments in the country's digitalization have included thefollowing:●

Movistar and Claro have each been given 3.5GHz spectrum blocks to begin six-month 5G
testing.

●

There are 2.3 million consumers in Novator Partners' acquisition of Avantel;●

MVNO Virgin Mobile was fined COP131.67 million for failing to comply with SIC
administrative regulations protecting customers' rights.

●

In 2020, fixed-line internet download speeds were estimated to double due to the rollout offiber roughly.

●

MVNO Setroc used Movistar's infrastructure to launch a new company.

4.2. Management Optimization [MO]Colombia's improved regulatory environment has reduced the costs of starting and managing
companies and shortened the time to file for bankruptcy, pay taxes, and get a company license. Nearly
half of the Columbia’s product market regulation features are now at the level for OECD membership.
Product-market limitations remain above the OECD average in critical areas such as the state's
engagement in firm operations and industry regulation.
Colombia's innovation framework has grown dramatically during the previous several years. Even so,
there's always room for growth. To increase the effectiveness and efficiency of innovation, it isnecessary to strengthen the routes through which knowledge is distributed. Consequently,
corporations, academic institutions, and government agencies in Colombia must coordinate theirefforts more often. The government has put policies in place to encourage new ideas and research,
particularly in information and communication technologies (ICTs). Some of the programs seem tohave redundant aims and resource, which is an issue.
4.3. Online Service [OS]France and Colombia were tied for 30th in the Waseda International digital government rankings in
2021, with a score of 10.500 points each. During the past decade, Colombia has developed an online
payment system integrated into government and commercial websites, enabling businesses andconsumers to authorize electronic payments directly from their bank accounts. Interviews with ACH
Colombia's management and stakeholders, and users of PSE formed the basis of this case study. There
are several examples of how organizations and people are essential payers in the Better Than CashAlliance case studies.
Colombia's National Coffee Growers Federation saved nearly $15.5 million over seven years by
converting from cash to payment cards for coffee planter payments. Paying coffee producers using acredit card instead of money resulted in significant cost reductions. It also provided a chance to59enhance financial inclusion, which is especially difficult in rural communities. This kind of research
has never been done previously in large-scale rural business-to-business settings. Federación andbanks conducted focus groups and in-depth interviews with coffee producers as part of the research.
4.4. National Portal [NPR]
Consolidating the provision of processes, services, participation exercises, and institutional
information is the primary goal of GOV.CO. The capacity to adjust swiftly to changing circumstances
while keeping an eye on the demands of the end-user is critical to GOV.CO's success." Residents
formerly used more than 8,000 websites to access processes, services, information, and participation
activities. GOV.CO is a public service accessible to all Colombians and foreigners who interact withthe government and those who wish to influence the development of policies and programs that
improve their quality of life.
4.5. Government CIO [GCIO]
Minister of Information Technology and Communications (MICITC) of Colombia says that the
deputy minister of IT acts as the government's senior information officer. There is no more
information on the Government CIO.
4.6. E-Government Promotion [EPRO]
Throughout the last two decades, Colombia's national government has worked to build atechnologically productive, open, and dynamic state. Federal governments and other public entities
have undertaken policies on three fronts: the transformation of government entities, the transformationof public service delivery, and the transformation of private sector digital.
Online Government Strategy, in place since 2015, was renamed the Digital Government Policy in2018, which outlined the rules of engagement between the state and society. The National Data
Exploitation Policy was also approved in the same year (Big Data). This kind of initiative aims topromote the value of Colombian data as a social and commercial asset.
A 2019 Presidential Directive 2 intends to enhance the quality and integrity of digital services bymaking interactions between individuals, companies, and the government more efficient andtransparent. Law 195512 mandated apps and platforms to strengthen social security supply as part of
the National Development Plan 2018-2022.
On January 1, 2019, Mexico's federal government released an official document defining the country's
digital transformation, and an artificial intelligence policy was also issued by CONPES 3975. This
strategy aims to increase social and economic value generation and establish cross-enablers for digitaltransformation across industries by strategically employing digital technology in public andcommercial sectors.
4.7. E-Participation [EPAR]

60

Colombia ranked 27th in a United Nations D-Government Report on e-participation in 2016. Urna de
Cristal, or Crystal Urn, is the name of the government website at http://www.urnadecristal.gov.co/
This website gives access to a variety of government departments in Colombia, as well as information
on current topics and opportunities for citizens to engage with their government. Citizens areencouraged to engage with the administration through social media and this website, which allows
them to do so.
4.8. Open Government Data [OGD]
For both social and economic benefit, open government data is a must-have. Open Data Portal in
Colombia has experienced a substantial increase in the number of datasets that are accessible and asignificant improvement in their accessibility over the past few years. Still, Colombia’s mostimportant value comes from investing in projects that stimulate OGD reuse, including hackathons
held by the Digital Public Innovation Center and the growth of data journalism in Tamalemeque,which have already proved effective. Contacting prospective open data users to learn about their use
criteria is also vital. These examples should be included in every institution's OGD policy to optimize
OGD's economic, social, and governance effect. Open data users aren't simply outside thegovernment; they're both creators and consumers of the data that's made accessible to the generalpublic. In this situation, this is critical. The public sector must adopt a strategy for using open data
since it is such a valuable resource.
4.9. Cyber Security [CYB]
In Colombia, data privacy laws are being changed. The administration has often stressed the need to
update and improve data security rules. Many regulatory barriers to the digital economy are expected
to be reduced while ensuring adequate protection for individuals. The DataBase Registry, which has
been disbanded in the EU, is still in place in Colombia's data security system. Thus, the country's datatransmission and movement regulations are unique in the world. Laws are supposed to stabilize thissystem while also strengthening the rights of the people.
Legal reforms are also underway in Colombia in this area. A public policy on cyber security for public
institutions was initially published by the government in 2016, paving the way for creating a reporting
system for incidents at various levels. Despite this, the structure currently in place is insufficient. The
government, corporations, and the construction of a registry of critical infrastructure are working
together to increase cybersecurity awareness and digital literacy in the country. The norms andregulations governing data protection and compliance have also evolved.
Colombia has built a comprehensive regulatory framework to safeguard financial institutions against
cybercrime. Circular 005" was issued by Colombia's Financial Superintendence in early 2019 toregulate cloud computing services for financial institutions. In addition, the Ministry of Information
and Communication Technologies has issued standards on cloud computing services and cloudsecurity, which necessitates boundaries and exceptional innovation.
4.10. The use of Emerging ICT [EMG]
Developing Colombia's ethical framework for artificial intelligence development is a main priority of
the Colombian government, which will apply to both the public and private sectors. It's necessary to61create a framework that can accommodate the different interests and viewpoints of all parties. On theother hand, the discussion about AI ethics has existed for decades and isn't new. This subject has beenstudied extensively by philosophers since the mid-twentieth century, and maybe even earlier.

62

Costa Rica
1.

General Information

Area: 51,100 km2
Population: 5,148,002
Government Type: Unitary Presidential Constitutional Republic
GDP: $11,810
Internet Users: 80.53
Wired (Fixed Broadband Users): 19.49
Wireless Broadband Users: 91.12
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In the fields of information and communications technology (ICT) and the environment, Costa Rica
has long been a leader in Central America; nevertheless, it does not have a well-developed public
policy initiative in this area. However, private initiatives such as "Smart and Green Costa Rica," which
is hosted by the Costa Rican Chamber of Information and Communication Technologies, advocate
for and promote environmentally friendly information technologies in the country.
The ICT and Environment Commission was established in 2016 as a subcommittee of the Presidential
Social Council (Consejo Presidential Social) with two primary responsibilities: collaboration on theimplementation of the environmental and ICT goals outlined in the 2015-2021 National
Telecommunications Development Plan (PNDT), and analysis and proposal of a national roadmap in63

this domain. The initiative is still in its early stages, and making predictions about future policy
revisions is premature at this point.
3.2. New Trends
Costa Rica aims to completely digitize the government and establish standards for Industry 4.0 growthin critical industries such as agriculture and tourism. Additionally, it creates a timeline for theconstruction of 5G wireless networks in accordance with the country's digital transformation agenda.
According to a statement issued this week by Costa Rica's science, technology, andtelecommunications ministry, the Central American government is also trying to build new digital
accountability and governance systems and strengthen its response to cyber-attacks.
The new digital strategy aims to improve digital government by implementing a plan called "PuraVida Digital" that will see Costa Rica unify its catalog of citizen services on a single website, as wellas create a single national patient record for the health system and a national "intelligent"transportation network that accepts electronic payments. This proposal calls for the creation of adigital ID for citizens that incorporates biometrics and steps to ensure the interoperability of ID
checking equipment. Additionally, the government will explore methods to integrate Industry 4.0
technology into critical areas like agriculture and tourism, such as creating digital agricultural
production maps and digital entrepreneurial clusters.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
On the test of Network Infrastructure Preparedness, Costa Rica has the lowest score of 6.371. By
January 2021, the overall number of internet users had increased by 11% year over year to 4.15 million.
The proportion of persons having Internet access stayed unchanged at 81.2 percent at the start of 2021.
It was projected that 3.9 million people used social media, accounting for 76.2 percent of the total
population. There was over a 383 thousand additional mobile connections between January 2020 andJanuary 2021, accounting for 174.4 percent of the total population.
Costa Rica's NIP had made significant progress in terms of fundamental objectives. Liberty Latin
America gained approval to purchase Telefónica Costa Rica for $500 million or 146 percent year-onyear growth in the length of the national fiber network to 193 thousand kilometers. Mobile broadband
penetration has surpassed 100%, and regulators prepared for a 700MHz auction in July 2021.
4.2. Management Optimization [MO]Costa Rica acknowledged the importance of ICTs in public sector transformation in the 2000s. The
country has progressively advanced its ICT agenda to improve public sector performance, increase
access to public services, and increase citizen participation in decision-making. The legal andregulatory framework has been modified to promote ICT services, reduce administrative expenses,
simplify digital transactions, and improve public service delivery. Along with the executive body for
digital government, high-level strategic dialogue and policy development units and committees wereformed.
64

Since 2006, Costa Rica's government sector's strategic use of digital technology has advanced. The
Master Plan for Digital Government in Costa Rica 2011-2014 (Plan Maestro de Gobierno Digital en
Costa Rica 2011-2014) established several important initiatives and measures to promote the public
sector's digital transformation. The new National Telecommunications Development Plan 2015-2021
includes a component on digital governance and relates to the National Development Plan. With theOECD's Council on Digital Government Strategies Recommendation as a guide, this plan outlines theaim and path for achieving digital transformation in government.
Costa Rica's efforts over the last decade have helped it solidify its position as a regional leader indigital governance, moving closer to OECD norms (see Figure 44). Costa Rica has reached the same
degree of digital maturity as OECD countries in LAC, with the same score as Georgia (9.600).
4.3. Online Service [OS]Digitally enabled openness assesses how the government uses digital technology to enhancetransparency, involvement, and inclusiveness for the first pillar of the OECD Recommendation, which
relates to the Constitution’s digital technology initiative to promote more transparency, openness, andinclusivity in government processes. Costa Rica has a strong democratic Constitution; the Constitution
to understand better guarantees transparency and public access to information. Deliberations areunderway on a new legal and regulatory framework for openness and public access to information.
The Presidency Ministry chairs the National Commission for Open Government (Comisión Nacional
de Gobierno Abierto), which oversees transparency in government (Ministerio de la Presidencia). The
National Commission has five sub-commissions: Support Systems, Participation, Training,
Transparency, and Territorial Collaboration. Given the dispersal of digital services, facilitating accessis critical. Indeed, authorities are working to better understand the needs of all stakeholders in the
open data ecosystem, including data producers and consumers.
Compartmentalized approaches make it harder for residents to find and utilize public services anddata and for governments to respond holistically and integrate citizens' needs. To help overcome thisbarrier, OECD countries have created centralized government services based on life events rather thangovernment structure. Costa Rica's efforts are new. Currently, only 5% of public services are delivered
through platforms, and only 50% of those platforms provide fully transactional online services using
digital signatures.
4.4. National Portal [NPR]
Since 2012, Costa Rica has maintained an open government data portal with a variety of information.
However, open government data lacks the guidelines and legal framework required for adoption. Thatis one of the reasons why the country’s NPR indicator is still ranked at the final position of the 64country list. The public sector, in particular, has to learn more about data sharing since many
companies do not perceive the value in doing so. According to the Open Government Data website,
the number of public datasets is low compared to OECD countries, and the number of entities
providing datasets is also typical. As a result, the country's open government data performance is weak.
65

This aligns with the OECD's OURdata Index, which assesses countries' efforts to encourage open
government data availability, accessibility, and reuse.
A new federal data policy is now available for public feedback. It advances a definition of open
government data, establishes a governance framework for the national open government data policy,
establishes a mechanism for prioritizing datasets for publication, establishes guidelines for data
release, and establishes mechanisms for engaging and ensuring effective participation by the data
consumer community in the implementation of open data policy.
4.5. Government CIO [GCIO]
Since 2009, Alicia Avendao Rivera has held the position of Director of Digital Government, theclosest Costa Rican counterpart to the work of Chief Information Officer. The Director is responsible
for the three departments of Digital Government: Projects, Technology, and Digital Inclusion. They
report to the Minister of Digital Government.
4.6. E-Government Promotion [EPRO]
Costa Rica has been developing a three-pillared national policy for information and communications
technology (ICT) and the environment.
The primary priority is intended to promote research and is carried out in partnership with academic
community members. The second project is a capacity-building program that is being carried out inconjunction with the National Learning Institute, also known as INA. Third, the MICITT, the MINAE,
municipalities, and other stakeholders educate the general public and consumers about the use oftechnology and its potential to improve its environmental performance. Under the PNDT, each of the
18 Ministries is obliged to implement an ICT use and/or environmentally beneficial innovation
program.
With the help of its laws, economic practices, and citizen behavior, Costa Rica has also established aculture of sustainable development. The formation of voluntary programs to aid companies andorganizations in improving their environmental performance has been one technique used in recent
years.
4.7. E-Participation [EPAR]
Another OECD Recommendation underlines the need to use digital technologies to foster public
participation in policymaking, service design, and delivery. Costa Rica's democratic institutions
promote citizen participation following the Constitution's essential ideals. A legal frameworkcontrolling public involvement in policymaking reinforces these objectives. For legislation, service
design, and delivery, Costa Rica has achieved considerable advances. National initiatives are
significant. In addition to the decrees on information freedom and open government data, the National
Commission for Open Government is working on new legislation on urban renewal.
As part of its administrative simplification efforts, the Ministry of Economy, Industry, and Commerce(MEIC) currently leads the most significant national projects to involve user input into service designand delivery. Involving users and other stakeholders in the most vital administrative tasks is essential
66

to more user-centered and user-driven services. Aside from that, numerous initiatives (including
hackathons and outreach to the data user community) also promote data reuse to reimagine public
services. For example, innumerable towns have created participatory budgeting systems, accessible
data on public assistance to encourage new public services, and online feedback on municipal
activities.
4.8. Open Government Data [OGD]With an OECD-compliant and open local government legislative framework, Costa Rica's legal andadministrative system favors open local governance. Ensuring active, conscientious, and democratic
public participation in local government decisions, the Municipal Code emphasizes popular initiatives,
referendums, and town hall meetings. Public sector excellence clusters abound in Costa Rica.
Examples of new institutional interaction channels include digital platforms and open data portals
produced by municipalities. The President's goals for openness and engagement have trickled down
to cities, although scattered and episodically, according to the 2016 OECD Open Government Review.
As seen by current efforts, municipalities recognize the need to improve municipal websites and social
media usage. The federal government has helped cities meet OECD requirements. In March 2017,
Curridabat and Montes de Oca signed Memorandums of Understanding (Cartas de Entendimiento),
promising the federal and local governments to improve transparency, accountability, andparticipation.
4.9. Cyber Security [CYB]
Costa Rica's National Cybersecurity Strategy was prepared with assistance from the Organization ofAmerican States (OAS) by the Vice Minister of Science, telecommunications, technology, andTelecommunications. The e-government initiative and the National Telecommunications
Development Plan 2015-2021 aspire to convert Costa Rica into an inclusive Internet nation. Numerous
governmental, commercial, academic, civil society, and telecommunications regulators participatedin the consultation process for the National Cybersecurity Strategy. The Vice Ministry of
Telecommunications sponsored three-panel discussions, four sectoral seminars, and two online
consultations in March 2015 with technical assistance from the Organization of American States.
Around 120 public and commercial sectors attended, with a strong presence from telecommunications,critical infrastructure, and civil society. It places a premium on economic growth and overall capacity
development. Its objective is to ensure that the nation has adequate cybersecurity and cyber resilience
to enable its digital economy and economic and social success. With ICT exports accounting for 50%
of international trade in 2013, it encapsulates Costa Rica's economic and social context and thecountry's primary public policy objectives of improving connectivity and establishing e-government.
The strategy's development and execution will be governed by adaptable processes and institutions.
4.10. The use of Emerging ICT [EMG]
It is self-evident that Artificial Intelligence (AI) is inherently disruptive. Costa Rica seems to be
adjusting to AI potential more quickly than most of the region's other nations. Costa Rica's positionin the next generation of service delivery will be harmed as a consequence. Central America's
67technical epicenter, with a population of over five million, has been regarded as such since Intelselected it in 1997 to develop the region's largest microprocessor factory, with an initial investmentof $800 million. Thus far, nothing has slowed.
GBT Technologies, a Costa Rica-based Internet of Things (IoT) and artificial intelligence (AI)
networking and monitoring company, has begun testing its Avant! AI Virtual Agent solution
throughout the country. The technique might be utilized in various applications, including healthcare
counseling, engineering design, customer support, and financial analytics.
The Internet of Things (IoT) can link nearly anything to the Internet, increasing the efficiency of datadriven operations. Everyday things may now transmit, receive, analyze, and store data, enabling themto participate in event-driven logistics that is self-managing. The Internet of Things (IoT) may give
actionable data that stimulates the development of new ideas and solutions. In the logistics business,
IoT devices and data have increased productivity and service quality over the last few years. Sensors
and IoT systems have become more appealing to logistics operators than ever before due to increased
investment and demand. Additionally, as current technology gets more affordable, IoT devices shrink
in size. Innovative sensor placement techniques using millimeter-sized sensors have resulted in thecollection of an unparalleled quantity of data.

68

Czech Republic
1.

General Information

Area: 78,865 km2
Population: 10,727,416
Government Type: Unitary Parliamentary Constitutional Republic
GDP: $25,730
Internet Users: 81.34
Wired (Fixed Broadband Users): 35.51
Wireless Broadband Users: 94.40
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
According to a recent survey, the Czech Republic ranks 28th worldwide in terms of the quality of its
digital environment. The Czech Republic advanced four places in a worldwide evaluation of digital
environments from the previous year. The quality of Czech digital environment is anticipated to
improve as a result of significant spending from the EU's pandemic recovery fund. The Czech
Republic's outstanding rating will be bolstered by significant investments in digital transformationfrom the EU's pandemic recovery fund. The country plans to invest in high-capacity networks,eGovernment services, and digitization of healthcare.

69

While digitization is widely seen as a positive development in the Czech Republic, a perceived lackof financial resources is hindering private sector efforts to embrace new technologies. Financial
constraints are cited as a barrier to digital innovation by 61% of Czech companies and 74% of SME's.
In 2019, the ruling ANO government announced a national investment plan that placed a strongemphasis on digitization. The Czech Pirate Party has promised to boost digital development in the
run-up to the October elections. The party pledges substantial digital change across the country,
financed by a trillion-pound private sector investment and EU funding.
3.2. New Trends
In recent years, the Czech Republic has implemented over 700 public internet solutions. However, theCzech Republic's present level of digitization is in shambles, with unconnected public information
systems and online tools that provide neither comfort nor time and cost savings to businesses orindividuals. Industry 4.0 is a social and economic phenomenon that defines the Czech Republic's
future role in the global community as a highly industrialized country. The present government
developed a new Digital Czech Republic strategy that comprises the following components: The
Czech Republic in a Digital Europe, a Czech Republic Information Concept (Digital Public
Administration), and Digital Economy and Society. The digital agenda's long-standing sectoral andthematic fragmentation has been overcome with the following goals for the next decade:4.

Ensure citizens and businesses have access to online services and update the state's contact
point network.
Establish a centralized information technology system that is coordinated with all ministries
by the RVIS.
Establish an interconnected data fund (data just once) for the purpose of using all datapreviously provided to the state by a citizen or company.
Prepare society for the Internet of Things, artificial intelligence, big data, and novel humanmachine interactions.
Promote the practical application of disruptive technology research.
Promote the use of digital business tools.
Facilitate dialogue on current issues and the EU's Digital Agenda.
Establish measurable Industry 4.0 implementation levels and standards to accompany them.
Implement Industry 4.0 ideas in the energy sector, focusing on smart grids, cities, and regions.
Develop a system to aid in resource optimization and environmental protection throughout theimplementation of Industry 4.0 in factories and services.
Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
By coordinating the efforts of all governmental agencies, a nationwide network of Czech's public
administration networks has been created. This site provides access to data and phone connections, aswell as a pool of shared information resources. Additionally, it gives access to communal amenities.
70

Government agencies in the Czech Republic are connected to the EU's infrastructure through thenational network's central services point, enabling information to be exchanged across national
borders.
Users may access a range of eGovernment data and services via the Czech POINT system, a networkof websites that connects and assists them in a single place. Individuals who have access to all publicrecords may submit POINTs to the relevant government agency to lawfully obtain transcripts or
extracts from the nation's registers. Numerous Czech POINTS will be maintained by a variety oforganizations, including postal and municipal administrations, registration authority offices, andCzech embassies located around the globe. This network connects 7,322 physical nodes in the local
and regional regions. The Czech POINT Finder simplifies the process of discovering places of intereston the internet in the Czech Republic by providing an interactive map. A total of 23,361,203 extracts
have been authorized up to the most recent time.
4.2. Management Optimization [MO]Authorities in the Czech Republic have ensured the interoperability of public administration systems
through a number of laws and regulations, including the Act on Public Administration Information
Systems, the Act on Base Registries, the Act on Free Access to Information, and the Act on Archiving
and Records Management. Additionally, strategy papers define the objectives and objectives of
eGovernment projects. Central government organizations are tasked with the responsibility ofenforcing sectoral laws to guarantee system interoperability. The Ministry of the Interior and the
National Registers Authority are the last two participating entities. Both of these groups are
responsible for monitoring and assisting with the usage of shared services. As the Single Digital
Gateway Regulation, the supply of digital services across international borders, and the recently
approved national Act on the Right to Digital Services take effect, the legal framework governinginteroperability will be updated to reflect these changes.
Individuals and towns within a certain geographic area may have an impact on policy. As is thesituation across the European Union, the Czech public administration and public sector management
are decentralized. Six thousand and two hundred fifty-eight municipalities distributed over 14 regions
use the centralized eGovernment platform in addition to providing their own digital services to the
public. While each region and municipality is responsible for developing their own eGovernment
policies and initiatives, the eGovernment Strategy provides a recommended national approach toeGovernment. Additionally, the national Association of Regions and the Union of Towns andMunicipalities help regions and towns in developing different strategies for regional cooperation andputting these strategies into practice via cooperative regional cooperation initiatives.
4.3. Online Service [OS]All Czech citizens and employers dealing with the Czech Social Security Administration have accessto the Administration's databases and may search, request information, and get responses throughemail or other electronic means. Customers may choose from a range of internet services to suit theirneeds. Customers may now obtain information on unpaid absences throughout their careers, selfemployed health insurance payments, and even calculate their retirement pension online. Paper-based
methods will be phased out starting January 2020 in favor of eSick.
71

The Czech Republic has established a centralized electronic procurement system administered by the
Ministry of Regional Development's Public Procurement and Public-Private Partnership Department.
Contracts costing at least EUR 76,000 must be advertised. Buying IT products and services on thenational platform is also important. The Ministry of Regional Development's Public Procurement andPublic-Private Partnerships webpage offers extensive information on public procurement and publicprivate partnerships. The program helps users learn about national and European laws, norms, andadministrative procedures that regulate public contracts and concessions. The new integrated
eProcurement feature helps with procurement information at both the national and European levels.
On July 1, 2018, the NEN became operational as part of the government's plan authorized in June2018 with Resolution No 408, requiring the use of the NEN for public procurement for designatedagencies. The National Computerized Network (NEN) is a sophisticated computerized technologythat helps governmental procurement and concession contracting companies (National Electronic
Network). Until now, 600 public entities were obliged to use NEN, but 900 others, including regions
and municipalities, did so freely. The implementation of NEN as a single eProcurement system has
increased public procurement transparency while saving the government money.
4.4. National Portal [NPR]
The Public Administration Portal is a specialized digital platform that connects government agencies
with their citizens, as well as with business and charity organizations. To utilize the Portal, enter asearch phrase, which will lead people to a website connected to government or daily services. A digital
identity is needed to use the Citizen's Portal; this includes the ability to extract data from state baseregisters, establish if citizen contributions have been received, and see documents in their personalarchive from their time in public administration. The NIA Portal explains how people may create astate-backed digital identity, including how to acquire digital security measures. Along withdescribing all procedures and providing forms and advice to promote openness and confidence indigital services, the Portal walks clients through each stage, so they understand precisely what toanticipate.
Citizens and employers who interact with the Czech Social Security Administration have online
access to pertinent data, which they use to submit claims and get responses. A diverse array of internet
services are available to a diverse spectrum of consumers. Individual-benefit services may include
online access to information regarding paid sick leave while at work, insurance payments for selfemployed people, and ways for calculating retirement pensions for those who have finished theirinsurance periods. Additionally, beginning in January 2020, eSick will use a more efficient method ofcommunication than the paper-based one.
Citizens of the Czech Republic have access to the eTax Portal, which contains tax information andelectronic forms for the national government. The product enables people to upload tax returns andother documents electronically. By checking VAT payers in the 'VAT Payers Register' software, you
may discover more about their trustworthiness and registered bank accounts.
The ePUSA Portal maintains an up-to-date listing of all Czech self-governing organizations. The
system's search function looks for information based on specified parameters. This portal's primaryobjective is to facilitate communication between local governments and the general public by72

maintaining an up-to-date list of government administrative bodies throughout the nation. The
Ministry of the Interior manages the ePUSA Portal.
4.5. Government CIO [GCIO]
E-government issues are within the responsibility of the Ministry of the Interior, which makes it
responsible for them. The Department of e-jurisdiction Government is managed by the Department ofInformation and Communication Technologies, which is a sub-department of the Department ofInformation and Communication Technologies. Individual ministries are responsible for managing
information and communications technology (ICT) via the appointment of a Chief Information Officer(CIO) who is responsible for administering that role for that ministry.
4.6. E-Government Promotion [EPRO]
The Ministry of Interior coordinates e-government, with a particular emphasis on government central
administrative information systems with the contributions to advance the information society as awhole.
The eGovernment Department is a division of the Ministry of the Interior. It collaborates with otherdivisions to create and implement the eGovernment Strategy, with the aim of advancing digital
government for the benefit of the people. The Department is responsible for the administration of anumber of critical information systems. Additionally, it participates in the formulation of national
eGovernment legislation. Along with its control duties under many significant eGovernment laws,
this Department oversees various elements of several significant eGovernment statutes, including the
Act on Web Accessibility, which took effect in January 2020.
4.7. E-Participation [EPAR]
The Czech Republic's Government Resolution No. 680/2014 on the development of public
administration establishes four objectives: implementing a process management approach to public
administration; increasing service availability via eGovernment tools; increasing the effectiveness of
public administration at the regional and local levels; and continuing to develop the capabilities ofpublic servants.
Given that the Strategic Framework for Public Administration Development 2014–2020 only covered
the period from 2014 to 2020, a new concept for public administration development, dubbed ClientOriented Public Administration 2030, has been created to account for the following time. The
eGovernment plan makes no reference to eGovernment satisfaction or processes in the program's
primary objectives. However, the two studies complement one another. The Public Administration
Concerned with Citizen Happiness and Administrative Efficiency seeks to increase people's overallsatisfaction with the administration and its services, while also increasing administrative efficiency.
The strategy included a variety of initiatives, including improved communication with citizens, agreater emphasis on evidence-based policymaking, and more support for innovation. The government
started to implement the Client-Oriented Public Administration 2030 strategy in 2020.
4.8. Open Government Data [OGD]73

Following Government Decision 629/2018, the Chief Architect of the eGovernment Office made anumber of critical suggestions to ensure the interoperability of public administration systems. The
Czech Republic's information concept (i.e. the public ICT strategy – Informan koncepce eské
republiky) consists of a public ICT governance, an e-government terminology dictionary, a nationalarchitecture plan, a national architecture framework, and an example of a framework for public
administration ICT strategy.
The country's goal is to improve the accessibility of public information. The Czech Republic 2030
plan prioritizes the country's long-term development, which includes open data. Numerous attempts
have been made to enhance the National Open Data Catalogue and to connect public databases as partof the initiative. In 2019, the Chief Architect of eGovernment outlined the national plan for connected
data pools in the public sector while speaking about this Program. Cross-border interoperability is
now a requirement of information access plans after the adoption of Regulation (EU) 2018/1724, a
single digital gateway.
4.9. Cyber Security [CYB]
The National Security Authority has developed the country's most recent National Cybersecurity
Strategy, which was planned to present to the government by November 2020. The Action Plan forthe present Strategy specifies the actions that should be performed, their related deadlines, the overall
supervision, and everything else. Taking priority structures, processes, and collaboration in the fieldof cybersecurity and international cooperation; primary objectives included ensuring the quality andefficiency of all cybersecurity structures, processes, and partnerships; collaborating with industry; andensuring the security of critical information infrastructure and important information mechanisms.
The Cybersecurity Act (Act No. 181/2014 Coll.) includes provisions defining the procedures forprivate sector collaboration with the governmental sector in order to adequately handle cybersecurity
issues. This Act is intended to protect the nation's vital infrastructure. This is important because
without it, the nation would cease to operate, resulting in negative consequences.
4.10. The use of Emerging ICT [EMG]
The Ministry of Industry and Trade is responsible for the National Innovation Strategy and the Digital
Economy and Society component of the Digital Czech Republic Program. The authorities aredeveloping broad cooperation platforms that will include public, academic, and commercial partners.
The government has a number of strategies in place to help it achieve its strategic goals. While
discussions about new technologies are not usually focused on government administration, theirpotential to enhance digital services and create more transparent, effective governments is carefully
considered.
As part of its Innovation Strategy, the Czech government adopted the National Artificial Intelligence
Strategy in 2019. Along with outlining key objectives, the document identifies the Ministries andAgencies charged with executing the Strategy. The government established a legislative andregulatory framework for the development and use of artificial intelligence, as well as criteria andconditions for its use in the public sector, such as health and transportation, while adhering to personal74

data protection laws and ethical standards. Additionally, a list of national academic institutes doing
AI research is provided.
In 2019, the Chief Digital Officer of the country, the Government Office, and the Ministry ofIndustry and Trade signed a Memorandum of Cooperation. The administration signed a
Memorandum of Cooperation with the Blockchain Republic a year ago.

75

Denmark
1.

General Information

Area: 43,094 km2
Population: 5,817,553
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $67,220
Internet Users: 96.55
Wired (Fixed Broadband Users): 44.40
Wireless Broadband Users: 136.81
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Denmark's digital transformation has been a success. Denmark was ranked number one in the Waseda
International digital government rankings 2021, with the highest overall score of 94.2748.
Additionally, Denmark led the remaining 63 countries in six indicators: Management Optimization,
Online Services, National Portals, E-Participations, Open Government Data, and Cyber Security.
The Danish government has introduced new digital technologies to provide safe and controlled
reopening following COVID-19. People can contribute information about symptoms related to
COVID-19 using the COVID meter, which measures COVID-19 prevalence. The Danish Serum
Institute uses this information to monitor the spread of disease in the population. Denmark's
emergency status can be lifted with the use of the Mobile Proximity App. In addition, authorities canuse this to see whether the public is adhering to the government's general advice of keeping a safe
76

distance after gradually opening up society. This is a huge benefit. Consequently, the app is thought
to have a positive influence on responsible conduct. As an additional benefit, the program can be used
to monitor Coronavirus outbreaks in the community.
Data analysis, artificial intelligence, and machine learning are becoming more prevalent in Danish
public digitalization. Professionals now have more time to provide value-creating services thatenhance their work satisfaction and results, thanks to new intelligent decision-support technology.
Employees will always be expected to make sound judgments based on expert opinions. Bots thatnever tire, never make errors, and are constantly available for new tasks are increasingly required tohandle routine operations. Denmark’s key steppingstones are the shared public digital infrastructure
and a high level of trust between citizens, companies, and governmental actors. KMD will continue
to play a leading position in Denmark's public digitization in the following years, using significant
insights into the public sector and a global perspective gained via NEC's collaboration, a worldwide
leader in biometrics and artificial intelligence.
3.2. New Trends
Digitalization is a vital component of the Danish government's reform strategy, which aims to guide
Denmark through COVID19 and accelerate the country's transition to a more modern and digital
welfare society. A new digital strategy is part of a tremendous reform effort that aims to increase
welfare and equity, growth and employment, the green transition, and the relaunch of the Danish
economy following the COVID-19 crisis, all while reducing greenhouse gas emissions.
For a country that is one of the world's most advanced digital economies, constant change requires
careful consideration. To qualify and submit ideas for the new plan, the government has formed a
digital partnership. With a broad spectrum of partners, Denmark intends to establish the framework
for a robust digital infrastructure. As part of the digital transition, Denmark is proposing improvements
in broadband infrastructure, which would enable more citizens to access and utilize digital services.
The Danish strategy's primary goal is to contribute favorably to national digital transformation efforts
while also assisting in creating a highly trained workforce of certified professionals. From an earlyage, efforts will be made to improve children's and adults' digital abilities, which will be achieved byincluding a new technology-based topic in the primary and lower secondary school curriculum.
Numerous efforts have been undertaken in this area to increase employment and happiness andpromote the development of additional digital skills.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Denmark was placed second in the Waseda rankings on the Network Infrastructure Preparedness
indicator, just after Norway. Compared to the previous year, Internet usage in Denmark increased by
23,000 in January 2021 to 5,69 million users. In January 2021, 98.1 percent of the population has
access to the Internet. During the first week of January 2021, 83.6 percent of Denmark's population77

was on social media. As of January 2021, there were 8.78 million registered mobile connections in
Denmark, representing 151.4 percent of the country’s population.
Public digital services are all simplified, accelerated, and protected by the Danish government. The
construction of digital infrastructure is now underway. Digital services can be accessed by bothconsumers and businesses thanks to a wide range of infrastructure. Some of the essential elements of
the infrastructure are the eID, the Digital Post, and the citizen website known as borger.dk. User
journeys and customized surveys, for example, have been more critical in these solutions in recent
years. Data transport, data security, and registry foundations must be constantly coordinated as
infrastructure grows.
4.2. Management Optimization [MO]In November 2017, the Central Government launched a Strategy for Information and Communications
Technology Management intending to improve the operational efficacy of ICT systems. The 13
concrete initiatives in place to ensure enhanced ICT system management, including the mandate toadhere to the central government's ICT system management model and the requirement for periodic
national ICT Council reviews, address issues such as mandatory compliance with the government's
ICT system management model and regular reviews of each ministry's ICT system management.
The post-pandemic recovery effort in Denmark included a digitalization partnership comprised ofcorporate leaders and specialists from the country's municipalities and regions and academics andnonprofit organizations. Participants from all around society can help define digital elements andneeds for individuals, enterprises, and the welfare state while also helping to create proposals for abrand-new strategy for the digital age.
Everyone, including residents and businesses, should access efficient, coordinated, simple, andtailored to their specific needs. Danish local, regional, and federal administrations have established a
Common Framework for a Federal Digital Architecture (FDA) to facilitate data sharing and crossorganizational activities. The Framework incorporates general architectural ideas, rules, andguidelines for architecture description and communication. Educational programs, architectural
insights, and project evaluations all contribute to the Framework's success. The Federal Digital
Architecture is a set of reference architectures for data sharing, self-service user experiences, citizen
and business-relevant information, and authentication and rights management.
4.3. Online Service [OS]The Danish public sector's digitalisation is predicated on close and binding collaboration between thegovernment, the five regions, and the 98 governmental municipalities. Three parties agreed on a digitalstrategy that enables the public sector to invest together in particularly challenging and interconnectedareas across many agencies and industries. Denmark has also developed a series of policy statements
on various topics, including healthcare, security, public ICT management, and new technologies.
Most activities relating to citizenship services, including social services, childcare, elder care,healthcare, employment, culture, the environment, and planning, are conducted in 98 municipalities.
The five regions are mainly responsible for the health industry, as shown through hospitals. Municipal
78

and regional governments carry out the action plans previously established at the intergovernmental,
departmental, and domain levels under the overall national eGovernment Strategy.
4.4. National Portal [NPR]Businesses, governments, and individuals rely on the network provider for vital data. A data
distributor is a single technology that replaces many public distribution alternatives for governments
and businesses. In addition to civil identification numbers, a supplier now collects property data suchas addresses and administrative divisions. The essential data program must improve, update, andoptimize the Danish public sector's administration. Better data gathering and distribution promotecompany innovation and growth. It will keep importing data from the Data Distributor.
The citizen portal is a single point of access to online public sector information and eServices. The
portal is run and funded by governments at all levels. The site also provides general information,
statistics, and eServices. The site also offers self-service sections to assist people in keeping theirgovernment connections, which is the ability to get information and services from different agencies
without logging in several times. Resident-owned portal site allows users to access information on
taxes, pensions, health, and housing. Aiming to enhance transparency and quality of digital services
is a political objective. The goal is to gather and provide valuable people data. It contains information
on each person's case status, social benefits, and potential agreements with government entities.
Because the overview is customized, only the citizen can access the data. The portal allows users tocustomize the content as well as provide location-related information.
4.5. Government CIO [GCIO]
The public does not have access to information on Chief Information Officers at lower levels ofgovernment. In Denmark, the Chief Information Officer (CIO) is not a particular cabinet post. On theother hand, Steering Committee for Joint-Government Cooperation (STS) comprises representatives
from various levels of government. It serves as a clearinghouse for public sector e-government
projects. The committee's conclusions are made public every two years. Currently, no specific law
governs the Chief Information Officer's job in government.
4.6. E-Government Promotion [EPRO]On May 12, 2016, the Danish government, Local Government Denmark, and the Danish Regions
approved the Common Public Sector Digitization Strategy (2016–2020). The Strategy's objective is
to contribute to developing a future digital Denmark and ensure that the public sector is prepared to
profit from future technological advancements while increasing efficiency. The Strategy covers a
range of issues, including automating general administrative procedures, enhancing the user
experience for individuals and businesses, digital welfare, and data sharing. The Strategy seeks tostrengthen public services and make starting and running a company in Denmark more straightforwardand more appealing. Additionally, it guarantees that all Strategy-related initiatives take data security
for people and companies into consideration.
The government published a White Paper on a Common Public-Sector Digital Architecture in June
2017. The design must facilitate cross-organizational collaboration and data sharing across the public
79and private sectors. The goal is for individuals and businesses to get efficient, coherent, transparent,
and customized to their own needs while promoting social innovation, growth, and progress.
Additional Information can be found at https://arkitektur.digst.dk/.
4.7. E-Participation [EPAR]
The Danish government's web portals demonstrate a comprehensive understanding of participation,
especially when including the many stakeholders. interactive access to online information and services
intended at enhancing social interaction. For instance, the public site (borger.dk) serves as a national
debate and voting portal, allowing citizens from all walks of life to engage in the national discussion.
Additionally, it promotes the hosting of blog services. By commenting on the nation, anybody fromanywhere globally can become a part of the Danish lifestyle.
ROSTRA is an online forum for public debate, expressing ideas, and presenting individual viewpoints.
The Danish National Information Technology and Telecommunications Agency established a citizens'
website. It serves as the establishment of a national "debate and voting gateway" that allows
individuals, businesses, politicians, and other groups to participate in debates and votes tailored tocertain levels of government, topics, and so forth. It is capable of facilitating discussion and voting at
the local, regional, and national levels.
4.8. Open Government Data [OGD]
Denmark is now implementing the EU Directive on open data and the re-use of public sector
information by taking existing open data initiatives into account (Open Data Directive, 2019).
Furthermore, the Directive emphasizes the importance of high-value datasets held by the public sector
and their quality and openness. The overarching objective is to increase the accessibility and use ofcritical public sector information to benefit the European economy and society. Numerous
administrations across the nation, most notably the federal, regional, and municipal governments, rely
on data sources with high intrinsic value.
Directive 37/2013/EU of 26 June 2013 amending Directive 2003/98/EC on the re-use of public sector
information was implemented on 2 June 2014 via the Act Amending the Law on the Re-use of Public
Sector Information. Thus, Denmark declared the complete transposition of the Directive. Later,
Directive 2019/1024 on open data and the re-use of public sector information was reviewed to put it
into reality.
4.9. Cyber Security [CYB]
The National Strategy for Cyber and Information Security 2018–2021 addresses cyber andinformation security. The Strategy contributes to government security, population competence, andimproved coordination of operations and efforts across agencies via 25 particular measures. The
necessary technical security requirements for the digital government took effect on January 1, 2020,
and all government entities are implementing the ISO 27001 standard for information security
management.

80

The Agency for Digitisation has a unique combination of strategic, professional, and technicalcapabilities, which has the primary responsibility of managing the public digitalization process fromconception to completion. The Agency contributes to and participates in a variety of public sector
initiatives. For instance, the Agency and the Centre for Cybersecurity co-chair the National Steering
Committee for Cyber and Information Security. Additionally, the Agency oversees public
digitalization at all levels of government.
4.10. The use of Emerging ICT [EMG]
The Central Danish Government announced its ICT management plan on 21 November 2017 toenhance ICT operations. For example, the National ICT Committee reviews the management of eachministry's ICT system regularly.
The newest Danish emerging technology initiatives are centered on artificial intelligence (AI). On 14
March 2019, the National Artificial Intelligence Strategy was published to advance and enhance AI
research and development and encourage the responsible use of AI in public and commercial sectors.
Additionally, the plan seeks to expand the application of artificial intelligence in four critical sectors:
health, energy and utilities, agriculture, and transportation. The Strategy aims to achieve these goals
via twenty projects spanning four major areas: a solid AI foundation, improved information, concrete
skills and new knowledge, and more significant investment in AI. Six ethical guidelines are given for
the use of AI, greater public data access, and the creation of a single Danish language resource to aid
and expedite the development of DK technology solutions. Denmark has also established a newinvestment fund to assist in testing, implementing, and developing innovative public-sector
technologies. The Foundation, for example, sponsors 15 cross-sector initiatives testing artificial
intelligence in the healthcare, social, and employment sectors. The fund will also make annual efforts
in areas such as welfare, climate change, and administration. Annually, the Strategy is evaluated and,if required, modified.
The Government of Denmark, the Local Government of Denmark, and the Danish Regions havedeveloped a Digital Welfare Strategy for the period 2013-2020. The plan seeks to increase informationand communication technologies (ICT) and social services in frontline public services such as
healthcare, aged care, social services, and education. Additionally, the plan seeks to educate the public
sector on the impacts of digital technology. Thus, the plan contains a method for evaluating newtechnologies to determine their applicability in Denmark. The strategy's overarching objective is tomodernize, reflect, and improve the production and distribution of public goods. The aim is to enhance
general welfare services while reducing operating costs. The federal government's Digital Projects
Division consults and educates public entities on major ICT initiatives. The division is responsible fordeveloping and maintaining the state IT project's standard model.

81Egypt1.

General Information

Area: 1,002,450 km2
Population: 104,643,849
Government Type: Unitary Semi-Presidential Republic
GDP: $3,830
Internet Users: 71.91
Wired (Fixed Broadband Users): 9.14
Wireless Broadband Users: 64.76
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In June 2020, the Egyptian government announced a plan to enhance the internet infrastructure, toincrease the average internet speed to 50 Mbps. By April 2021, the average internet speed had climbed
to 39.6 megabits per second (Mbps), up from 6.5 megabits per second in January of this year. Mobile
networks were invested in upgrading Egypt's main roads and metropolitan areas, with an estimatedcost of around 1 billion Egyptian pounds ($63 million). In addition, mobile network operators wereallocated new frequencies for a total of $1.17 billion in value. The National Center for ICT Service
Quality Control and Monitoring has been established to regulate and safeguard mobile phone service.

82

Because of the Covid-19 virus outbreak, Egypt's digital transformation plan has been hastened to someextent. Peak internet use hours have increased from 7 to 15 per day, and the amount of data sent has
increased by 99 percent. Cell phone internet usage has surged by 35%, while international calls haveincreased by 19% in the same period. There was a significant increase in the use of several applications,notably Zoom (346 percent), Telegram (1100 percent), and YouTube (115 percent).
The National Telecommunications Regulatory Authority (NTRA) announced that the Mobile Number
Portability (MNP) service would be launched in June 2020. This service will enable mobile telephonecustomers to keep their phone numbers even if they switch network service providers. As aconsequence, efficiency and competitiveness will both improve in the long run. The Ministry ofCommunications and Information Technology is constantly interested in hearing about innovativeideas, technologies, and business practices. Tenders are made available on the websites of thedecision-making body in which they are submitted. There is a level of competition, and the
procurement system is based on open bids. Decision-makers evaluate ideas based on their technicaland commercial merits, among other factors.
3.2. New Trends
The Egyptian government is upgrading infrastructure and digital government services as part of its
ICT 2030 agenda. On capacity development, electronics design and production, and technology parks
are emphasized in the plan. Education, healthcare, and government services are among the sectors
where the strategy calls for digital transformation. On-demand ICT skills such as website design, data
analysis, and digital marketing are highly sought after by employers.
Deployment into the New Administrative Capital (NAC), which will be a “Smart City,” is underway,
with the government actively investing in its telecommunications and IT infrastructure. Knowledge
City, situated within the NAC, has finished its first phase. Technical training, software and application
development, and data design will be possible via applied research centers. One billion Egyptian
Pounds ($750 million) is anticipated to be spent on Knowledge City. As a way to stimulate innovationand entrepreneurship, the city plans to construct Creative Innovation Hubs. The Ministry alsoestablishes six technological parks in Minya, Menoufia, Mansoura, Sohag, Qena, and Aswan,
respectively. With hardware design laboratories, startup incubators, and training institutions, theseparks will help foster entrepreneurship and innovation.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 4.860, Egypt is ranked 57th out of 64 countries in terms of network infrastructure
preparedness. The overall number of Internet users had risen to 59.19 million in January 2021, up 4.5
percent from the previous year. The proportion of persons having access to the Internet remained
constant at 57.3 percent of the population at the start of 2021. According to estimates, social media
use would be widespread among 49 million people, accounting for 47.4 percent. Mobile phone
connections accounted for 92.7 percent of the total population at the time.
83

Egypt has achieved notable accomplishments through the beginning of 2021, in addition to thestatistics, including the following:●

The SEA-ME-WE 5 cable was already operational, tripling the global Internet capacity; by theend of 2020, 95 percent of copper infrastructure was expected to be replaced by fiber.

●

Telecom Egypt and Liquid Telecom have agreed to increase the pace at which fiber optic
networks are built in North Africa.

●

Saudi Telecom made a bid to buy the majority of Vodafone Egypt's stock.

●An agreement between Orange Egypt, Vodafone Egypt, and Telecom Egypt resulted in
implementing a $2 billion infrastructure project.

●

Telecom Egypt hired Nokia to create a 5G network, which was made possible by thepartnership of Telecom Egypt and Nokia.

4.2. Management Optimization [MO]The Egyptian Ministry of Communications and Information Technology (MCIT) was committed toestablishing a "Digital Egypt" in which technology is welcomed and integrated into almost every areaof life. As a result, MCIT's mission is to accelerate the development of ICT infrastructure and digital
services within government agencies, increase the effectiveness of departments and other government
entities, improve the work environment, provide decision-making support, and address significant
societal issues.
The government has executed its Strategic Initiative for Digital Transformation by enhancing
residents' living circumstances and delivering e-services across accessible digital and non-digitalchannels. Government digital systems are integrated to increase the administrative system's efficiency
and effectiveness. Additionally, e-governance and the ideals of openness, accountability, andoversight are promoted via contact and involvement with individuals.
4.3. Online Service [OS]The unified card system is intended to make it easier to provide services and subsidies to individuals
who qualify. Each card will be connected to a bank account or an Egypt Post account to increasefinancial inclusion for the country's 28 million residents who rely on government services.
The health and communications ministries agreed to work together to automate Egypt's universal
health insurance system. According to sources, the new technique would first consider the population's
geographic distribution and the first locations to adopt the new health insurance law. Under thecooperative agreement, the government issued all citizens unified smart cards, including medical data.
After the Health Committee reported on the legislation, Parliament enacted the government's
comprehensive health insurance bill.
4.4. National Portal [NPR]84

The University Enrollment Project tansik.egypt.gov.eg received the 2009 Public Service Award inPreventing and Combating Public Sector Corruption. The initiative removed the need for 400
thousand students to submit paperwork to the university's enrollment office, lowering the amount oftime, effort, and money spent on hand delivery to enrolling offices. The project significantly simplified
the process by enabling automated submission, revision, and follow-up of university selections,
thereby lowering expenses and increasing efficiency.
www.etenders.gov.eg also achieved the 2011 UNPAN Public Service Award category for Preventing
and Combating Corruption in the Public Sector. The site was created in collaboration with theGovernment Services Authority of the Ministry of Finance.
For the third year in a row, the Governorate of Monofeya's Portal www.monofeya.gov.eg has been
awarded the e-first India Award for IT-Municipalities. The site outperformed eleven competitors in
2009, 2010, and 2011. (Vietnam, Bahrain, Jordan, the Netherlands, Sudan, India, Malaysia, Singapore,
Sri Lanka, and Bangladesh).
4.5. Government CIO [GCIO]The Minister of Communications and Information Technology in Sherif Ismail's cabinet, Yasser
Elkady, was appointed to the position on the 19th of September, 2015. He has over 25 years ofexperience in the information technology and telecommunications sectors, emphasizing strategicplanning, technology integration, and company development. Elkady is a member of the American
Society of Information Technology and Telecommunications (ASITT).
Although the Egyptian public administration does not create explicit chief information officers orother positions of similar significance under its legal framework, it does so both at the national andlocal levels.
4.6. E-Government Promotion [EPRO]
Egypt Post won the "Best Arab Postal Institution in Digital Transformation" award. The award
recognizes the company’s postal, financial, and government services, financial inclusion, and digitaltransformation across all work processes and infrastructure development. It also highlights Egypt's
regional and global leadership in postal services.
Attending the "Compliance Challenges and Strengthening Correspondent Banking Relationships"
Forum is part of Egypt Post's commitment to helping the government achieve financial inclusion andkeeping up with international and regional concerns. With the advent of the De-Risking phenomena,
the Venue serves as a critical forum for debate between Arab banks and regulatory bodies.
The Chairman of Egypt Post and his counterpart in Lebanon discussed possible partnership andknowledge sharing areas to help increase postal services, provide new offerings to postal users, andextend international alliances.
4.7. E-Participation [EPAR]
Egypt's administration has managed a successful transition in response to the new globalization era's
developments. Egypt's involvement in international accords necessitates that the government function85

at a level comparable to other governmental systems globally. The e-government initiative will aid
with the transition by offering and integrating the most advanced technologies available.
Government expenditures are intended to be reduced by implementing a new structure for government
procurement, enterprise resource planning (ERP), and effective resource allocation. The executives
get accurate, up-to-date information and provide accurate and up-to-date information to stakeholders
to aid in their decision-making process and allow continuous monitoring of the development projects'
progress.
The legislation governing e-signature and network transactions was just published, along withstandard E-payment settings. Additionally, the nation encourages all residents and businesses to use
the critical public infrastructure. IT professionals are polarized in their desire to work for thegovernment to execute the incentive plan. The government created and maintained national databases,
as well as built applications and expanded existing systems.
4.8. Open Government Data [OGD]
Recently, the Egyptian government has emphasized anti-corruption initiatives as part of a broader
development program. The industry’s goal is to use information technology capabilities to give
authorities company indications and reports to assist them in the fight against corruption. The goal is
to deploy a data warehouse equipped with analytical tools for detecting crime inside different
government entities, highlighting inconsistencies that will need more inquiry. Despite this, there is
still a lot of potential for the government to improve data transparency while also doing so quickly.
4.9. Cyber Security [CYB]
Egypt's national cybersecurity strategy was constrained to a 2012 National Information andCommunications Technology (ICT) plan, reintroduced under the country's "revolutionary conditions.”
In December 2018, the United States government released its National Cybersecurity Strategy. Manyof the ambiguities from the previous ICT strategy were resurrected with this new policy, whichstrongly emphasized the vague concerns of cyberterrorism and cyberwarfare.
This setback did not prevent the establishment of cybersecurity organizations and legislation, which
had already started to take form. Egyptian government established a committee responsible formonitoring cyberspace for any potentially serious-issue material in 2014 as part of the establishmentof the Supreme Cybersecurity Council. The Supreme Cybersecurity Council also intervened in
traditional cybersecurity issues, responding to global ransomware strains that affected Egypt in 2017and playing a central role in Decree 994, which was issued that year and mandated that governmentorganizations take additional cybersecurity measures.
This rule has been used with long-established legislative tools prohibiting protests, media restriction,
fake news, and a state of perpetual emergency to repress political activity. Particularly notable is thatthe 2018 media legislation, called “the Facebook Law,” stipulates that any popular social media
account with over 5,000 followers may be suspended for spreading “false news.”
4.10. The use of Emerging ICT [EMG]86Egypt's goal to keep current with the digital world is reflected in the ai.gov.eg platform, strengthening
Egypt's position as a regional and global leader in artificial intelligence. The new digital platformsaves employees and anybody interested in AI time and effort while also assisting the state in using
technology and achieving digital transformation. Egyptian authorities have made significant attempts
to execute their national AI policy, which intends to develop an industry.
For digital security, over 6,000 Honeywell wireless cameras will be installed across the smart city.
Cameras in intelligent cities aid in detecting and preventing crime are monitoring unusual behavior.
Utilizing high-definition cameras that feed directly into police headquarters might help reduce violent
crime by enabling officers to monitor the area more effectively and react more quickly.
Between 2017 and 2019, Egypt's video surveillance systems market expanded modestly, owing to thegrowing construction industry, new projects in the hotel, government, and tourism sectors, and foreign
direct investment in commercial and retail. A regulatory framework governing the installation of video
surveillance systems in retail establishments and public spaces will also contribute to market growthin the coming years. However, in 2020, the global coronavirus epidemic began to affect market sales.
The abrupt cessation of economic activity in different sectors of the Egyptian economy, from building
to tourism, resulted in decreased investment in numerous sectors of the Egyptian economy.

87Estonia
1.

General Information

Area: 45,227 km2
Population: 1,324,891
Government Type: Unitary Parliamentary Republic
GDP: $26,470
Internet Users: 89.06
Wired (Fixed Broadband Users): 31.33
Wireless Broadband Users: 165.06
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Estonia's government, which operates via a high-tech e-government system, has garnered renown
in the twenty-first century for its forward-thinking attitude. Estonia is a member of the group of nations
recognized by the United Nations' E-Government Development Index (EDGI), which means that its
citizens and public employees have complete online access to a wide variety of services, including
making payments, viewing their complete health records, and voting.
While Estonia won independence from the Soviet Union in 1991, the country's e-government
infrastructure was built only in the mid-1990s. Numerous bold new digital initiatives, such as Estonia's
e-residency scheme, continue to garner notice and are covered by various news sources around the88globe. Almost all government services, including those provided by state and municipal governments,
are accessible 24 hours a day, seven days a week, and about 30% of the population participates in
Estonia's i-Voting. While bureaucratic rules have been reduced, the nation believes that theseregulations have resulted in an overall savings of 800 years of working time.
Due to the early success of e-commerce and e-banking in the country, the concept of online services
has grown in popularity over time. Estonia has already set the bar for e-government. Other nations
have since overtaken it in certain areas, and the country was ranked 16th in the United Nations' 2018global e-government rating. Estonia's government embraces the digital era. Prior to the security
incident, the cabinet could have digital meetings using members' electronic IDs. Electronic voting
accounted for 43.8 percent of votes cast in the 2019 parliamentary elections. The governmentorganized a global online hackathon to solve COVID-related problems during the lockdown. Among
the results were a pandemic-related automated enquiry service and a platform that linked volunteers
with people in need.
3.2. New Trends
To prevent the spread of COVID-19, an emergency declaration and border restrictions wereannounced in early March. Unlike other countries, Estonia simply continued to rely on the strong,
durable digital infrastructure it had built over decades. There were already online classrooms,
educational resources, and public services accessible. More significantly, Estonians had anunderstanding of how to use them.
Estonia's success is not only due to technology. Trust in government institutions and people's belief
that technology progress would benefit everyone are at the heart of its transformation. This broad
support has spawned a digital revolution that may encourage other countries to rethink their public
services in the sake of ensuring a more resilient future. During the closure, 99 percent of Estonian
government services were operational. Daily activities such as business and property registration, as
well as benefit applications, already had online options. Certain benefits, particularly family benefits,
are activated automatically in response to certain circumstances, such as the birth and registration ofa child. Estonian doctors, nurses, and administrators were able to fight the pandemic due to theavailability of e-prescription services. Alternatives to contactless payments are already accessible ineveryday life, even at border crossings.
Estonia was a pioneer in the use of digital identity, which enabled the delivery of seamless online
services. Official decisions are digitally stamped, and anyone may sign electronically. These digitalcounterparts have the same legal standing as stamps or signatures.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]89According to Estonian data, the nation had 1.21 million internet users in January 2021, which
increased by 1.1% compared to the previous year. The Internet penetration in Estonia was 91 percent
in January 2021.
The number of social media users reached 986 thousand in January 2021. According to the most recent
available statistics, social media users in Estonia accounted for 74.4 percent of the total population in
January 2021.
According to the most recent available statistics, Estonia had 1.79 million mobile connections inJanuary 2021, which decreased by 27 thousand compared to the same period of the previous year.
From September 2019, the Estonian Tax and Customs Board's (ETCB) eServices are available in the
newly redesigned e-MTA environment. The portal's objective is to simplify tax and customs
compliance for both casual and regular users, such as accountants and tax preparers.
4.2. Management Optimization [MO]All eGovernment standards are met by the Estonian Interoperability Framework, which is based on
the administrative simplicity of basic registries and the only-once principle in particular. When
database documentation is organized in the State Information System's Management System (RIHA),
the purposefulness of data collection and adherence to the idea of a single request for data are checked.
The Principles for Managing Services and Governing Information were published by the Ministry of
Economic Affairs and Communications in 2017. The Principles explicitly forbade providing data that
was already in a government database. SIS is the Estonian inventory of public sector information
systems, encompassing systems, components and services. The RIHA ensures a balanced flow of
information and transparent management of public sector information systems. To facilitate databaseinteroperability, system lifecycle management and data reuse, the RIHA maintains comprehensive
metadata on all Estonian public sector information systems. RIHA requires registration of public
databases and information systems.
4.3. Online Service [OS]Estonia introduced national eID cards in January 2002, which were designed to serve as the primary
form of identification for all public and private activities. The electronic identification card may be
used to register a business, authenticate financial transactions, get access to medical data (since 2010),
and as a valid EU travel document. By January 2020, 98 percent of Estonians planned to obtain an ID
card. Secure authentication and digital signatures are provided by the card for public and private online
services by a microprocessor integrated circuit. Here, you may store personal data files, digital signing
certificates, and PIN-protected private keys, apart from the owner's name and PIN (national ID code).
Estonian mobile phone users may authenticate their identities using their ID cards. A phone
application will act as a secure signing device. Additionally, it may be used to digitally authenticate
and sign documents. Rather than relying on mobile ID, Smart-ID stores users' credentials. The smartID may be used to sign documents and authenticate users when logging into eServices. They are legal,
accepted across the European Union, and have the same effect as handwritten signatures.

90

The Dokobit Portal is accessible to certain countries, including Estonia, Iceland, and Lithuania. SmartID is available to Estonian, Latvian, and Lithuanian users. Digital signatures, digital signaturevalidation, and document exchange amongst Portal users are all supported by the Portal. The Dokobit
Portal enables service providers to legally bind any data produced inside their service, enabling themto rapidly and effectively enhance their online business's security. As a result, the Portal is enforceable
in all EU courts. Finally, the Portal gathers digital signatures from businesses, government agencies,
and individuals.
The Public Procurement Register is a self-service website for buyers (agencies responsible forcontracting) and tenderers (economic operators), which is administered by the Ministry of Finance.
Since November 2018, commercial banks in Estonia have been able to join TARGET Instant Payment
Settlement (TIPS) through Eesti Pank (Bank of Estonia). TIPS is a fast payment mechanism operated
by the euro zone's central banks. TIPS, as well as other pan-European fast payment systems, areavailable 24 hours a day, seven days a week to customers. In 2012, Estonia processed 99.3 percent of
payments online.
4.4. National Portal [NPR]
Estonia's eGovernment Portal was launched in March 2003 as a follow-up to the 2002 eCitizen
initiative. Since then, it has been constantly upgraded. The portal consolidates information andservices provided by many state departments, ensuring a safe internet for engaging with the state anddelivering accurate information and eSolutions to individuals, companies, and authorities. Access to
information and eServices on the Portal will vary according to whether the user is a citizen, abusinessperson, or a government official. The State Portal environment enables users to authenticate
their personal data using national eID cards, conduct transactions with municipal and governmental
bodies, complete and submit online forms and applications, digitally sign documents, create email
addresses with the @eesti.ee suffix, and receive notifications via email or text message. Additionally,
the Portal provides access to over 20 national databases for additional registration services.
Since June 2014, all ministry websites have been similarly structured and arranged to improve visitors'
access to information and to provide a clear image of the government, its goals, and activities. The
government, government office, and 11 ministry websites are now integrated into a unified online
environment known as the government portal. Additionally, each government portal website provides
links to the websites of other ministries.
4.5. Government CIO [GCIO]
Estonia's information society is being built by the Ministry of Economic Affairs and Communications'
Office of the State Information System Department (formerly known as the State Information System
Department, or SISD). The Government Chief Information Officer (CIO) 's Office promotes
information society initiatives in the field of information technology, as well as drafts legislation in
pertinent areas. More precisely, the government CIO's office is responsible for coordinating all of thestate's information technology policies and strategies, including budgets, legislation, projects, audits,
standards, procurement processes, and international cooperation in the area of state administrative91

information systems (IS). The CIO's office is organized into six different teams: Digital Service
Excellence, Legal, Finance, ICT Skills, Cybersecurity Policy, and International Affairs.
The Department of State Information Systems (RISO), which was recently renamed the Office of theGovernment CIO, is the primary player in managing the government's ICT and information society
efforts. RISO is responsible for state information policy and the development of sustainable energy
initiatives, including information technology standards and execution.
4.6. E-Government Promotion [EPRO]
Estonian Association of Information Technology and Telecommunications (ITL) is a non-profit
organization established to act as a representative body and advocate for the needs of Estonian
information technology and telecommunications firms, to foster cooperation in the area of developing
Estonia toward an information society, and to support and defend member firms' interests. The
Association's primary mission is to popularize information and communication technology (ICT) andto promote vocational education.
The Nordic Institute for Interoperability Solutions (NIIS)'s main goal is to ensure the strategic
management and development of cross-border components of eGovernment infrastructure, such as XRoad. Prior to entering into a formal collaboration agreement, the Finnish Population Register Centre(VRK) and the Estonian Information System Authority (RIA) agreed to establish a contractual
cooperation platform to which both parties would participate by establishing the X-Road system. NIIS,
based on the X-Road project in Finland, then assumed primary responsibility for the project's
development from the Population Register Centre and the Republic of Estonia's Information System
Authority, starting with chairing the Working Group. Iceland joined the NIIS as a partner in September
2018. The NIIS can function as a network and a platform for cooperation, as well as a provider of IT
innovations that benefit the community as a whole. The Institute's objectives include practicalcollaboration, experience sharing, and innovation development. The existence of an operational modelof this Institute is globally unique.
4.7. E-Participation [EPAR]
On June 1, 2011, the Estonian Information System Authority was restructured as the Estonian
Informatics Centre (RIA). The Authority's aim is to provide the best possible service to the public via
its management and development information system. Additionally, RIA handles all public key
infrastructures, including the government portal, the middleware system X-tee, and other backbones
such as the State Information System Management System (RIHA), which assists in the coordinationof all aspects of the ICT and information technology sector (DVK). Additionally, the Authority is
responsible for supervising state information system development projects, as well as project
coordination and participation in international efforts. Additionally, RIA analyzes the legislative
process with respect to management information system needs.
In February 2011, the Estonian government created the Rural Municipality Portal with the aim ofincreasing transparency and public participation. This business is based on an innovative concept andutilizes an open source content management platform. The developed strategy includes a preset
website architecture that is well-suited for local governments, administrative site administration
capabilities, and built-in connectivity with public registers.
92

4.8. Open Government Data [OGD]
The open data portal enables simple access to public sector data for everyone, from individuals tocompanies, while also allowing re-use and redistribution for commercial and non-commercial
purposes. The Open Data Portal was created to aid in the distribution of public sector data and toenable anyone to search for and get it. Construction is underway. Users may utilize the Open Data
Portal to search for and download open data, as well as contribute new open data. While open data
may be uploaded, new data must be registered prior to publication.
4.9. Cyber Security [CYB]
Estonia's cybersecurity strategy for 2019-2022 lays out the country's long-term goals and the criticalmeasures necessary to accomplish them. The military and academia are two lesser-known sectors ofEstonia's digital economy. The Action Plan for E-residency 2.0 was approved, which includes
enhanced security and commercial incentives. A comprehensive action plan would involve thedevelopment of an intuitive online platform that would enable customers to access a variety of
government services. Through a marketplace, businesses from Estonia and across the world may
provide services to eResidents. The nation's AI strategy for the period 2019-2021 was announced inJune 2019 with the objective of decreasing the burden on government employees while improving
decision-making processes. By 2020, the goal was to have at least 50 government initiatives using
artificial intelligence. There were 27 AI-based public sector solutions available in February 2020.
The Cybersecurity Strategy for the Period 2019–2022 expands on the Cybersecurity Strategies for the
Periods 2008–2013 and 2014–2017. The purpose of this document is to kick-start talks on a sectorwide strategy. The Strategy serves as a road map for planning and resource allocation. The
Cybersecurity Approach is a cross-sectoral approach including the public and commercial sectors,
critical service providers, field companies, higher education institutions, and research organizations.
The Cybersecurity Act, which took effect in May 2018, aims to strengthen the security of digitalsystems critical to people's everyday lives, as well as those used to deliver social and other criticalservices. The Act establishes standards for society and state maintenance, as well as for local
government networks and information systems. The legislation establishes responsibility andoversight obligations, as well as a framework for addressing cyber incidents.
4.10. The use of Emerging ICT [EMG]
The X-Road connects various government databases, and the data exchange in the public sector
requires X-tee. Law enforcement and government organizations may conduct nationwide databasesearches via a centralized user interface with privacy controls. The technology has been improved toenable the creation of eServices that can connect to a variety of databases. The X-tee system now
supports database and data transfer applications, as well as web-based service portals and sequential
querying of many data sheets. Authentication, authorization, a MISP (mini-portal system), and theability to register basic inquiries are required for registration systems (WSDL mode).
One of the main goals of eGovernment is to increase the availability of high-wage jobs. Estonia
developed its National Artificial Intelligence Strategy in 2019, as part of its Digital Agenda 2020. The
country's mission is to create a national plan for artificial intelligence in public services. The National
93

Strategy seeks to enhance decision-making by automating government procedures. AI could be used
to match job seekers with available jobs via the Estonian Unemployment Insurance Fund. Additionally,
the updated Estonian Digital Agenda 2020 encouraged the use of new technologies such as artificial
intelligence (AI), blockchain, and the Internet of Things (IoT) to create pilot projects for the state
information system and essential components. Estonia's Parliament has implemented a new artificial
intelligence system named HANS (Human Assistance for Legislators and Employees).

94

Fiji
1.

General Information

Area: 18,272 km2Population: 904,153
Government Type: Unitary Parliamentary Representative Democratic Republic
GDP: $5,070
Internet Users: 49.97
Wired (Fixed Broadband Users): 1.48
Wireless Broadband Users: 147.52
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
With the agreement signed by the Fiji Competition and Consumer Commission (FCCC) and thePacific Office of the United Nations Development Program (UNDP) in Fiji, UNDP is supporting theenhancement and development of the FCCC's online platforms, as well as the development of acustomized mobile application that allows consumers and vendors to access pricing, market
information, and complaint filing systems. An app (the App) is also being developed for UNDPprovided tablets and e-kiosks and will be available for download by consumers and businesses on cell
phones. It will run on these devices. To name a few items, the App will include self-guided legal andrights information on corporate obligations, current access to the Fiji Universal Price List, consumer
rights and responsibilities, and data on landlord and tenant regulations.
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The digital transformation centered on the user will enable Fijians to take part in fair market practices
as consumers and business operators, contributing to the establishment of a compliance culture in Fijiand ensuring market stability. Australian and United Nations Development Program funds areavailable to help with the digital switchover process. Australian High Commissioner to Fiji, His
Imperial Majesty John Feakes, stated Australia supports institutions that encourage and facilitatesustainable economic growth in Fiji.
3.2. New Trends
Universal access to education at all levels must be maintained, with a focus on educational quality.
This will increase the supply of highly trained, world-class workers ready for global employment
opportunities. In addition, investments will be made in existing and new educational facilities, thepurchase of new equipment and resources, digital learning, and the enhancement of teacher
performance. Increased employment and in-service teacher training will raise and sustain teacher-tostudent ratios, as will teacher quality.
High-speed internet networks and broadband access will improve digital connectivity, and all sectionsof Fiji will be connected digitally. Investments will be made to increase digital connectivity, and new
and better technologies will promote productivity and service delivery. The ICT sector will be
leveraged to generate employment, increase efficiency, and enhance the overall quality of life.
The administration intends to expand existing telecentres and build new ones around the country. The
overall degree of digital literacy will be raised. This improved connectivity will expand work
opportunities for all Fijians living in rural and distant areas and jobs in information technology support
services. These modifications will encourage greater commerce and development while also attracting
new sources of investment and growth.
Through 2022, there will be a stronger focus on developing financial literacy, financial inclusion,access to finance, integrated digital payment systems, access to insurance services, capital market
growth, and the implementation of a legislative framework for credit unions and moneylender
regulation.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]Fiji ranks 55th out of 64 countries regarding network infrastructure adequacy, with a score of 5.048.
In January 2021, the total number of Internet users had increased to 634.1 thousand, an 8.2 percent
over the previous year. At the start of 2021, the percentage of people with Internet connections
remained unchanged at 70.5 percent of the population. According to projections at the time, social
media usage would be shared among 610 thousand individuals or 67.8 percent of the people. At thetime, mobile phone connections represented 138.6 percent of the entire population.
Fiji has one of the Pacific Islands' most advanced communications infrastructures, with the highest
mobile and internet usage rates. It is the market to watch for both LTE and 5G growth in this region.
Fiji's mobile providers, Digicel Fiji and Vodafone Fiji, have continued to invest in LTE and LTE-A
96

technologies, which now account for most mobile connections. Concentrating on densely populated
regions, operators are preparing for the next growth sector in mobile data. Additionally, operators areevaluating 5G and preparing their networks to support it.
4.2. Management Optimization [MO]Four strategic objectives were identified in the following e-government Master Plan, which was
published in 2007:●●●●

Incorporate cost-effective forms of service delivery into government operations
Rebuild service delivery to focus on citizens;
Increase operational efficiency inside and across federal departments;
Boost government officials' ICT competencies at all levels.

Users can provide feedback on government services via DigitalFIJI, a new platform and mobile app
launched in June 2018. It includes a directory service that contains contact information for government
departments and entities and a feedback system that allows users to provide feedback on government
services, with the ability to attach documents and photos and track their responses.
4.3. Online Service [OS]Civil papers, including the Births, Deaths, and Marriages Registry, the Companies Registry, and the
Titles, Deeds, and Partnerships Register, have been digitized in Fiji as part of a larger initiative digitize
the country's civil records. An e-profile provides access to these services and information on taxes andsuperannuation, all of which are now available online.
DigitalFIJI's effort includes myFeedback, a mobile app that allows users to submit immediate
feedback to the government in addition to an online government directory. Additionally, e-services
are offered for the registration of births and the establishment of enterprises.
The Ministry of Economy is in charge of the administration of TenderLink, the e-tendering platform.
Residents of Fiji may watch free digital television programs throughout the nation by connecting toWales (a state-owned enterprise) via aerial or satellite connections. The federal government maintains
a variety of informative portals and websites.
4.4. National Portal [NPR]
The Fiji National Provident Fund (FNPF) must collect compulsory employer contributions for all
Fijian employees' retirement funds. Employers pay 18%, and employees pay 8%. Employers must
report monthly to the FNPF. Previously, these monthly contribution schedules (CS) were sent tomembers manually. This method offered several challenges to the FNPF. Employer Online Portal
accepts and distributes donations electronically. Employers may submit the CS online, which quickly
changes member accounts. In December 2016, 4,059 employers utilized the platform, accounting foralmost 95% of contributions. In 2017, 6,109 businesses registered and paid 98% of fees. The employer
portal also benefits members by boosting contribution compliance, staff efficiency, and data accuracy.
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4.5. Government CIO [GCIO]
The position of Chief Information Officer (CIO) was given to the Ministry of Information. This
structure consists of a CIO Council, which reports directly to the eGovernment Steering Committeeon all eGovernment topics and is responsible for the agency-level implementation of the eGovernment
Master Plan. The CIO Council is composed of representatives from the government, industry, andacademia. On the other hand, other conditions must be satisfied before the CIO concept may be
implemented entirely by the federal government.
4.6. E-Government Promotion [EPRO]
DigitalFIJI is a four-year initiative to install government applications and improve general ICT
infrastructure. It also establishes and improves digital transformation skills. Towards that objective,
Fiji's National Development Plans for the next five and twenty years call for improving government
services continuingly. Assuring that digitalFIJI has a long-term and sustainable impact on every Fijian
is the job of a Program Management Office (PMO).
Fiji's DIGITAL ECONOMY will benefit significantly from the digitalFIJI program's goal ofaccelerating growth in critical areas. There is also the creation of a solid IT infrastructure to enable aneffective solution architecture in information technology. The program will increase the generalcompetency of public officials in ICT and their ICT abilities via training programs; and encourage
public engagement in developing Fiji's IT industry and community so that it is strong, inclusive, andsustainable.
4.7. E-Participation [EPAR]
Communication, education, banking, health, online shopping, and national identity are just a few typesof data that can be input into a system. Having an email, social media, or mobile phone account createsa digital identity. For educational purposes, personal data must be collected and stored in databases.
Everything mentioned above helps to establish digital identity.
All bank accounts and cards (M-paisa etc.), online shopping, house loans, hire purchase agreements,
and NPF accounts are offered by internet banking services. Patient records must be kept on the cloud,even at public hospitals. Bus riders may purchase e-tickets using a card reader. A digitized Fiji is madepossible through voter ID cards, birth certificates, and the FijiCare app for contact tracking during the
COVID19 epidemic.
4.8. Open Government Data [OGD]
The official government website of Fiji contains information about departments and ministries andnews briefs and press releases, among other things. It acts as a conduit for exchanging information
concerning e-health and e-tendering, but it does not include any publicly available government data.
That must be why the country Open Government Data indicator placed in the middle of the list, witha score of 5.909.
4.9. Cyber Security [CYB]
The Fijian government's Information Technology and Communications Department is currently
coping with a cyberattack. The government's cyber specialists work closely with its cybersecurity
98partners to quickly identify and resolve the problem. After recommendations were circulated acrossthe government to protect network integrity, the nationwide network, including GovNet, had a brief
outage. The ITC Department is progressively upgrading the network's security requirements.
Government services may be inaccessible for days until the situation calms.
Forensic evidence points to a non-ITC Department government server as the culprit. We anticipate
the current forensic investigation to provide light on the incident's scope in the coming days. Globally,
the number and complexity of cyber-based threats are increasing. Attacks against nations including
the UK, US, Australia, Singapore, and global companies have increased. Fiji's cyber security
architecture was created using worldwide best practices to react promptly to previous cyber threats.
The cybersecurity measures will be adjusted to remain ahead of future cyber threats based on theinvestigation’s results.
4.10. The use of Emerging ICT [EMG]
The reproduction of human intelligence by computers intended to replicate human behaviors such aslearning and problem-solving is known as Applied Artificial Intellect (A.I.). Artificial intelligence(AI)-driven machines are critical in the twenty-first century, and they have had a significant impact
on academics, legislators, and innovators. Artificial intelligence has had a short and long-term
influence on a range of industries due to its development. To mention a few, they include global
productivity, equality, and environmental preservation. On the other hand, the alleged prospective
effects of artificial intelligence on people are both beneficial and harmful. Artificial intelligence isboth an opportunity and a hazard, according to 55.3 percent of respondents, while it is essentially abenefit for 20.2 percent. However, 18.1 percent of those surveyed said it was a potential danger. 3.2
percent chose neither danger nor opportunity in the case of artificial intelligence, and the same wastrue for the final choice. This scenario might have been exacerbated by a lack of understanding ofartificial intelligence.

99

Finland1.

General Information

Area: 338,424 km2
Population: 5,549,978
Government Type: Unitary Parliamentary Republic
GDP: $54,330
Internet Users: 92.17
Wired (Fixed Broadband Users): 33.32
Wireless Broadband Users: 155.76
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Finland is a digital governance pioneer in Europe (eGovernment). Furthermore, it is a market leader
in this field on a global scale. For a long time, Finland's public sector has used information technology.
In 1958, the Social Security Administration (using punched cards) and Postbank (using printed cards)
developed the first computers. The government founded a computer facility in 1965. Since then, acontinuous stream of policies and initiatives has sought to maximize the use of information technology
in both the front and back offices. Finland's government agencies increasingly use artificial
intelligence (AI) and other new technology to bolster public services and government support
operations and simplify administrative processes.
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The government has granted permission for the digitization of services. Participants from all walks oflife will be welcome. Numerous government efforts have been launched to help those who are unable
to use digital services. The government is constantly adjusting to changing circumstances via bothprivate and public sector collaboration. Along with developing service ecosystems centered on life
events and business life cycles, the government is accelerating better services by integrating them into
people's lives. Governments, corporations, non-governmental organizations, and other groups
comprise these ecosystems. The government of Finland is also developing customer-centric crosssectoral service models for people and companies.
Trust in governments is necessary for successful digital governance. In Finland, people and businesses
trust authorities to provide services on time, correctly, and without prejudice. Governments inspire
confidence in citizens and companies. Finland's public sector is often regarded as one of the cleanest
in the world.
3.2. New Trends
Finland aspires to be a global leader in digitization and help Finnish companies effectively use thedigital economy to increase competitiveness. The Real-Time Economy effort was established tofurther these goals. The project is administered by the Finnish Patent and Registration Office, whichis responsible for distributing and promoting innovation in Finland (PRH).
Each transaction is carried out utilizing digitized, structured (machine-readable) data and processing.
In a digital economy, all services are available online and may communicate with one another. The
company's business data is sent electronically in real-time, and the authorities are notified immediately.
Automatic data processing leads to time and money savings for companies. Businesses take ownershipof their data and use it strategically to their advantage. Business data enables government employees
to offer better services. The project aims to advance digitalization and the real-time economy via the
Finnish government's national digitalization and real-time economy promotion initiative. People are
now more aware of how prepared individuals are to adjust digitally due to the coronavirus epidemic.
Only through collaboration can the digital revolution be realized. To guarantee the initiative's success,all key stakeholders, including businesses, government institutions, and financial administration
service providers, must be committed to the change and work together. The work completed on thisproject will provide the foundation for the future growth of the digital economy.
The National Death Registration and Reporting System is a side project that is not directly related tothe public relations or human resources departments. Additionally, the project is being supported byseveral other organizations, including the Confederation of Finnish Industries (EK), Finance Finland,
the Finnish Commerce Federation, the Federation of Finnish Enterprises, the Association of Finnish
Accounting Firms, and Technology Industries of Finland, as well as the Ministries of Transport andCommunications and Finance.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]101According to the most recent data, Finland’s internet users rose by 0.1 percent to 5.27 million people
in January 2021.
Additionally, there was a 6.1 percent increase in the number of individuals who utilized social media
platforms during the same time. According to estimates, Finland will have over 9.9 million mobile
connections by 2021.
By 2021, 178.3 percent of the population will have access to mobile devices, even though the numberof people with such connections has dropped by 59,000 since 2010.
4.2. Management Optimization [MO]Digitalization is one of the government's primary goals, as mentioned in Prime Minister Sanna Marin's
Programme. The strategy expects that the public sector will provide digital services to people andcompanies by 2023. Increasing the digitalization of the public and commercial sectors requires open
government data, the creation and maintenance of digital identities, and the development of cybersecurity capabilities. On February 6, 2020, the AuroraAI national artificial intelligence project wasestablished to enhance the interaction between people and services.
The revised Public Administration Information Management Act (906/2019) became effective on
January 1, 2020. The new general legislation has specified the duration of the public administration's
information. The reform aimed to consolidate and standardize each institution's data sets to guarantee
uniform administration and safe data processing. This project was launched to raise awareness about
the essential need for improved information management to serve the people more effectively andefficiently. Furthermore, the objective was to improve data sharing. Throughout the reform process,about thirty pieces of legislation were modified. The newly formed Public Administration Information
Management Board, self-governing and accountable to the Minister of Finance, was one of thereforms.
4.3. Online Service [OS]Occupational Safety Finland is the country's only employment agency. Individuals may use the site
to conduct job and career searches.
The Finnish Digital Agency is responsible for establishing digital credentials and identities. Finns may
use a personal identity code (PIN) to access electronic identification to retain an online identity (eID).
Finland is presently the only nation in the world where you may protect your data and keep an accurate
identification with the assistance of the Finnish Digital Agency. Finland's national eIDs have a good
IDAS score. Only the eID cards issued by the Finnish Digital Agency are compatible with eIDAS
High in Finland. The Finnish Digital Agency has negotiated effectively with government departments
to provide banking and mobile certificate services.
The Population Register Centre's certificate system combines public, organizational, and server
certificates with PKI to provide credentials to people, businesses, and servers. Protecting the privacy
and security of personal data is a fundamental human right and is required of Internet service providers.
The client's name, initials, and a unique customer ID number are stored in FINdID. It is capable of102

recognizing and scrambling emails. Additionally, this gadget supports eSignatures and may be linked
to your ID card. The certificate safeguards electronic transactions. Electronic signatures are equivalent
to handwritten signatures in legal terms. Each individual is issued a digital agency card.
Hansel eProcurement is a wholly state-owned enterprise that specializes in eProcurement technology
and services. Through its online procurement service, it maintains an up-to-date public bid database.
To get access to this database, you must utilize current public bids. An eInvoicing platform powers
the notification database. Users may elect to get an email notice followed by an in-person follow-up.
4.4. National Portal [NPR]
People and companies may use Suomi.fi nationwide, in which their information is centralized. All theservices, emails, and e-authorizations are included on the site.
In the Finnish Service Catalog, people and companies throughout the nation may post public
information and service channels. Online service Suomi.fi provides information and assistance forvarious business events. The Finnish Service Catalog is a public and corporate database that includes
information about public utilities and channels. The Service Catalog enables private and third-party
businesses to update their service details. Electronic Authorization (EA) Myregister data is collectedfrom various authority registries; Messages is a safe route for electronic communications, decisions,and messages between the government, people, and enterprises. Affirmative action allows people andcompanies to view their data in registers such as population, property, and vehicles. Suomi.fi Maps
includes public service places and enables navigation. Suomi.fi Payments are easy to use and connect
with a broad range of eServices.
Paikkatietoikkuna is a national website dedicated to the production and use of geographicalinformation in Finland. It is built on open-source software and allows users to explore hundreds ofmap layers created by diverse organizations on various topics, such as geography, land use, and a map
window. Individuals, businesses, and public agencies all make use of the site on a need-to-know basis.
4.5. Government CIO [GCIO]The Government has appointed Jarkko Levasma (MSc) as Head of Government Information in the
Ministry of Finance for a period ranging from 1 August 2021 to 31 July 2026.
Each ministry and government agency's Chief Information Officer may have a unique formal title andjob description. The presence of CIOs in each Ministry and government agency is not mandated bylaw; instead, the CIO position is filled under each institution's internal procedures.
The mandate and role of CIOs are changing, particularly at the ministerial level. Previously, they were
responsible for all information technology inside an organization. Today, since the Government ICTCenter Valtori (established in 2014) offers infrastructure services (or sector-independent ICTservices), the CIO's operational responsibilities have diminished, and the job has become morestrategic. The primary duties of this new job include the development and administration of businessarchitecture, ICT strategy, and information and cybersecurity strategy.
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4.6. E-Government Promotion [EPRO]
The Population Register Centre, the Local Register Offices, and the Steering and Development Unit
for the Local Register Offices were merged into the Digital and Population Data Services Agency (theFinnish Digital Agency) on January 1, 2020. The Agency is responsible for developing e-government
services, ensuring the accessibility of people's data, and meeting the requirements of citizens
throughout life events. The state-run information technology facility The Valtori Corporation is a
ministry of finance administrative entity, which offers the central government data and information
communications and integration services. The Ministry of Finance has proposed dissolving Valtori's
board of directors to better reach the company's strategy with consumer expectations and governance.
Authorities and security operators rely on Virve, a Tetra-based administrative security radio network,
for situational awareness and cooperation. Virve substantially facilitates cross-organizational
collaboration. The Next Generation Virve 2.0 enables future communication and collaboration
between authorities and other parties. Because video, pictures, and data have been intended to be sent
to consumers through broadband in 2022, we may anticipate an increase in service quality. In 202021, Finland and Estonia planned to enhance their X-Road 7 data exchange. The Nordic Institute forInteroperability Solutions is in charge of this website's management (NIIS).
The Fourth Finnish Open Government Action Plan (2019–2023) addresses openness and inclusion inthree dimensions: shared values, long-term security, and healthy growth. The Open Government
Strategy will set long-term goals and objectives that will serve as the basis for future action plans. It
will result in the creation of a Transparency Register that will provide these advantages. These
commitments will be reviewed and appraised during and after the strategy's implementation.
4.7. E-Participation [EPAR]
Demokratia.fi, the Finnish government democratic information portal, aggregates numerous websitesthat provide pertinent information on democratic decision-making, including news articles. The site
assists people in identifying more meaningful ways to participate while also making it morestraightforward for the government to be transparent and engaged. Lausuntopalvelu.fi highlights theeDemocracy online services offered by the Ministry of Justice, including Parliamentvelu.fi,
otakantaa.fi, nuortenideatinsteadParliamente.fi, and kansalaisaloite.fi. Demokratia.fi provides
connections to different public authority websites that describe current projects or developments,
including its own. Additionally, it contains up-to-date information about politics and administration.
The webpage includes links to government organizations that provide services to the general
population.
4.8. Open Government Data [OGD]
There have been three sites for the locals to access to digital administrative producers, as follows:-

Opendata.fi, a service that enables public administrative bodies to share open data, allows themto do so. Opendata.fi is a free site that anybody may use to get open public data. Users,

104

-

-

including businesses and individuals, may continue to use the service. The service describes
and recommends available data sets and interoperability solutions.
Lounaistieto.fi, the Southwest Finland Regional Information Service provides accessible
public information in texts, images, and statistical data to residents and businesses in theregion.
Avoinsatakunta.fi, the Open Satakunta website, has projects centered on data and open
education and initiatives aimed at both people and companies.

4.9. Cyber Security [CYB]
The Finnish government published the most current version of the country's Cyber Security Strategy
in October 2019 by introducing a bill in parliament. The Security Committee monitors the security
environment and general development via proactive security preparation management. The mostrecent version of Finland’s cybersecurity strategy published in 2019 sets goals and creates strategies
for ensuring the safety and security of critical national systems and services. International cooperation
is emphasized, as is enhanced coordination of cyber security activities, cyber security skills, andincreased strategic planning. Additionally, the government has committed to creating a new cybersecurity development strategy to boost government resources dedicated to cyber security. Cyber
security policies and plans for cyber security research and development are more advanced, whichhelps to clarify the complete picture of cyber security initiatives, programs, and projects.
4.10. The use of Emerging ICT [EMG]
Prime Minister Juha Sipilä's administration (2015–2019) prioritized artificial intelligence as asignificant government objective. Finland's Minister of Economics, Employment, andCommunications, Mika Lintilä, inaugurated Finland's AI Initiative on May 18th, 2017. The Artificial
Intelligence Program convenes a diverse group of experts and influencers from various areas,
including business and industry. The group used a "network of networks" strategy to effectively
involve a diverse range of organizations in planning and preparatory work flexibly.
Between September 15, 2018, to February 28, 2019, the Ministry of Finance initiated a research
project dubbed the National AuroraAI Programme. AuroraAI was born out of the early study into how
and what service improvements AI-based services need. The AuroraAI network, as mentioned in the2017 AI Program report, is designed to allow seamless connection across services and platforms. The
government planned to protect and preserve the AuroraAI network's ethical and sustainable growth tosimplify life and business. AuroraAI was announced on February 6, 2020. Although the project is notexpected to be completed until 2022, it sets the groundwork for utilizing AI to improve service andhuman relationships. The AuroraAI service model enables public sector entities to collaborate withprivate sector entities to fulfill the needs of individuals and organizations. It is built on the principleof cross-sector and open networking. Everyone is welcome to apply, regardless of their employment
status in the public, private, or third sectors. The Finance Ministry is responsible for strategy, resource
allocation, and program implementation. The AuroraAI network is based on the foundations
established by the Digital and Population Data Services Agency.
105

France1.

General Information

Area: 551,695 km2
Population: 65,458,303
Government Type: Unitary Semi-Presidential Constitutional Republic
GDP: $ 45,000Internet Users: 83.34
Wired (Fixed Broadband Users): 46.92
Wireless Broadband Users: 99.26
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
France has long aimed to become a 'digital republic' by investing heavily in digital innovation in all
government areas. With an aggregate score of 81.7544, the country was ranked 22nd in the Waseda
International Digital Government Rankings in 2021. Hyper innovation in France is supported by thegovernment, which provides the necessary infrastructure. However, as a global technology player,
France is not on pace with Japan, the UK, the US, or Switzerland when it comes to digitally driven
economic activity. DESI, a measure of digital performance and competitiveness among EU member
states, placed France 16th overall on the list. Also, France ranks 24th in RFID use, 20th in social
media, 16th in cloud computing, 15th in online selling, and 15th in cross-border online selling.

106As a result of the pandemic and COVID-19, many previously reluctant French companies haveaccelerated their efforts to understand and implement digital transformation. By digitizing, permitting
remote work, increasing internet penetration, and growing their online company, several of theseorganizations overcame the obstacles they faced. However, France and French businesses still have along way to go to become real leaders in digital technology and digital innovation in the medium tolong term.
The "Chèque France Num," a 500€ check meant to help companies impacted by Covid-19 start theirdigital transition, including selling online, was formally announced by the French government earlier
this year. There is a special welcome offer for new French eBay sellers that ends on June 30, 2021,
but the check might be a helpful boost for individuals who want to expand their online company.
Around 110,000 assessments will be distributed on a first-come-first-served basis.
3.2. New Trends
To achieve digital transformation, the French Recovery and Resilience Plan (RRP) will contribute
EUR 8.4 billion (21.32 percent) in funding, above the 20% target. A EUR 2 billion investment will
be made in the digitalization of health to boost medical data exchange, build a digital health platform,
and guarantee interoperability among software produced by public and private sector partners.
Additionally, France plans to invest an additional EUR 1.8 billion in developing and implementing
vital digital technologies (such as cybersecurity, quantum computation, and cloud computing) topromote innovation and broader usage of these areas under EU objectives. Additionally, France will
participate in two IPCEIs in cloud and edge computing, microelectronics, and communications
technologies.
In the coming years, education and training systems are expected to become increasingly morecomputerized. In 2022, 45,000 classrooms should be equipped with cutting-edge digital technology,
and 1.4 million students in higher education should have access to hybrid learning. It is part of theinvestment in skills that digital skills training for students and workers will be supported. France Num,the government's initiative to assist 200,000 small and medium-sized enterprises (SMEs) with theirdigital transformation, will also be implemented.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
In 2021, France ranked 11th in the metric of network infrastructure preparedness. France had 59.47
million internet users in January 2021, an increase of 1.4 million over the previous year. France also
had a 91% penetration rate at that time. During the first quarter of 2021, France had 49.60 million
social media users, accounting for 75.9 percent of the population. 67.21 million people, or 102.8
percent of the country's total population, were connected to mobile networks.
The French have made considerable strides in their investment in France's digital transformation path.
ARCEP is in charge of distributing press releases and implementing activities to support the transition
from copper to fiber infrastructure. French citizens will be able to access the internet thanks to a107

service provided by SpaceX. Furthermore, with the help of local governments, Orange Concessions
manages the deployment of fiber optic networks. A piece of Iliad's French tower property is being
sold to raise money for the introduction of 5G. Significantly, decommissioning of the PSTN will begin
in 2023, and regulators have approved 5G testing in the 26GHz spectrum.
4.2. Management Optimization [MO]1.5 million individuals will be taught digital literacy as part of the National Strategy for an Inclusive
Digital Society, announced in 2018 to minimize inequities and guarantee that everyone in the nation
has the same opportunity to succeed. An estimated 13.3 million French people live without access tothe internet, making it impossible for their government to implement digital transformation efforts.
Prime Minister Édouard Philippe launched Public Action 2022 in September 2017 as part of his
modernization initiative for the French government. Public service delivery, staff well-being, andfinancial management are the project's key objectives. An Inter-ministerial Committee on Public
Transformation was convened in October 2018 to create a National Strategy for the Transformationof Public Action. The program's progress can be measured and reported using the metrics stated in theplan. Consequently, French people will be able to track changes over time. Reforms must meet
people’s demands, and full disclosure of all expenditures is a sure sign of reform success.
4.3. Online Service [OS]The FranceConnect sign can be seen on the websites of several public agencies, including
impots.gouv.fr (taxes), AMELI (social security), La Poste (the postal service), and MobileConnect etmoi. The FranceConnect logo has been shown on FranceConnect login pages since January 23, 2018.
Thanks to the site’s new connection method, customers can now use Impots.gouv.fr for all of their
online purchases.
Since the middle of October of last year, the General Directorate of Public Finance (DGFiP) has begun
providing public institutions and customers with better, safe, and current online payment services
under the PayFiP brand. To pay municipal and public sector invoices through bank deposits, PayFiP
was created.
4.4. National Portal [NPR]
The Interministerial Directorate for Digital Affairs has established an API gateway (DINUM).
Administrations frequently use several APIs from various sources to develop a teleservice or a novel
approach. DINUM has created a bespoke application called 'Signup' to assist data providers in theprocess of gaining access to their data. Providers can easily promote their APIs using the catalog.
France’s efforts are underway to centralize personal data held by administrations (such as the National
Family Allowance Fund or the Directorate General of Public Finance) and help administrative service
providers (administrative departments and cities, among others) develop more efficient online
processes.

108

The Interministerial Directorate is developing the FranceConnect Platform for Digital Affairs. Public
service providers just need to maintain one account and one point of contact to offer online public
services. No new public identity providers will be created due to FranceConnect; instead, the current
user accounts will be linked together. After its launch in June 2016, FranceConnect was planned to be
used by 15 million individuals by the end of 2020.
4.5. Government CIO [GCIO]
E-Government policies and initiatives are formulated and coordinated by several establishedorganizations, including the Council for the Modernization of Public Policies (CMPP) and the
Directorate-General for State Modernization (DGME). It is up to the council and directorates tooversee their respective industries' and departments' e-Government duties. All three positions are heldby one agency: the Interdepartmental Agency for Digital Projects (Direction in termsinistérielle dunumérique and the system of information and communication of the State), which is also theGovernment Chief Information Officer, Government Chief Digital Officer, and a member of the
Cabinet's Data Management Committee.
4.6. E-Government Promotion [EPRO]
In 2018, the State Secretary for Digital Affairs established the Coordination of Territorial Digital
Transformation (DCANT). Programs developed together by elected officials and state agency
representatives aim to alter the region's economy via digital technology. The objective is to provide awide range of digital public services that are both complementary and efficient.
When the Digital Bill was brought into law on October 7, 2016, it paved the way for an entirely digital
economy and its accompanying issues. Innovation and the digital economy can help create an open
and trustworthy digital society while protecting people's rights. Additionally, it aspires to guaranteethat everyone has access to all digital technology options no matter where they are. In an innovative
approach, internet users were encouraged to contribute to a document before it was submitted forassessment.
EC 2000/31/EC on internet commerce was implemented on June 21, 2004, by the Law for Trust in
the Digital Economy, passed by the European Parliament. As a result of this legislation, eCommerce
services in France were given legal protection. As of Dec. 12, 2018, a new piece of law has been
implemented. Finally, this law was codified as part of the codification process that concluded in
Ordinance No. 2014-697 on the Development of Electronic Invoicing on June 26, 2014. The
Ordinance mandates that electronic invoicing be accepted by all governmental entities engaged inacquiring goods and services. Invoices must be sent electronically until January 1, 2020, for allcompanies. As of January 1, 2025, if a firm is big enough and engages in industry, electronic invoicing
will be necessary, regardless of its size or sector.
4.7. E-Participation [EPAR]

109

A score of 9.800 earned France 7th place in the Waseda rankings in 2021. The government's
interministerial network facilitates data exchange between and within Ministries. eGovernment dataexchanges are eased and guaranteed by this essential element of the modernization of the state's
information system and, by extension, public activity in France. A goal of 14,000 locations is set for2022 as the French army prepares to deploy, with more than 13,000 linked as of January 1, 2020.
When it comes to safe Internet surfing, the Network will have more features by 2022.
Because of the Secure Interministerial Intranet for Governmental Synergies, government personnel
could discuss and share top-secret information since November 2007. The National Agency for
System and Network Security is in charge of protecting the country's electronic infrastructure against
cybercrime and other threats. The Trans European Services for Telematics Between Administration(TESTA) allowed the EU's agencies, institutions, and member states to communicate digitally.
4.8. Open Government Data [OGD]
Public data reuse is encouraged by legislation governing the repurposing of public sector information
for non-commercial purposes. General information can now be accessed and reused in a relaxed way
thanks to this rule. This idea might be beneficial to both state and municipal administrations. When agovernment agency must give up its resources to open access, there is an exception for digitalized
cultural financing and made accessible online.
There is an open data portal for the French government at data.gouv.fr. The site can access data createdby governments, enterprises, individuals, and non-profit organizations. Anyone can post a dataset,make comments, or publish for reuse on data.gouv.fr.
Since June of this year, DINUM has been studying the usability and user experience of France's 250
most frequently used public services. One of the project's key roles is prioritizing those services'
product roadmap and cooperating with other government entities. According to DINUM, the sole
notion of responsiveness, user delight, and speed and performance are used to assess the quality of theuser experience. Every three months, the data is updated as open data, making it available to everyone
on the site.
4.9. Cyber Security [CYB]
As part of a nationwide awareness effort, all French people must understand and do all administrative
tasks in an entirely secure manner. Affirmatively, even though legitimate state and local government
websites provide the same services free of charge, fake official websites charge for the most basic
administrative duties (accessible from the website www.service-public.fr). Individuals who utilize
these services are subject to intrusions into their private life since they are offered the privilege ofaccessing their most confidential data.
As of February 26, 2018, President Macron signed a new security law into the law. As of July 6, 2016,
European Parliament and Council Directive 2016/1148 specify measures to ensure a high degree of
security for EU networks and information systems.
110With the Personal Data Protection Act's entry into force on June 20, 2018, the 6 January 1978 Law on
Informatics and Liberties was brought into compliance with the information security requirements ofthe European Union (EU). The General Data Protection Rule (GDPR), which went into effect on April
27, 2016, and the Police Directive, which oversees criminal records, went into effect on May 25, 2018,
respectively, in all EU member states.
4.10. The use of Emerging ICT [EMG]
During the AI for Humanity Summit in 2018, the government presented a National AI Strategy inresponse to the Villani AI Report.
On November 28th, 2018, the National AI Research Strategy's core components were unveiled. 665
million € will be invested in the strategy by the end of 2022. Research is the foundation upon which
advances in artificial intelligence (AI) are constructed. French math and computer science institutes
have already made the country a global leader in this field.
There have been two requests for expressions of interest from the Interministerial Directorate for
Digital Affairs (DINUM) and the Interministerial Directorate for Public Transformation (DITP) since
the release of the National Strategy for Artificial Intelligence. Two of them were in 2018 and had six
projects each; the other was in 2019 and included fifteen projects each. A group of judges selected themost acceptable proposals from various administrations, including the federal and state governments
and non-profit organizations. For the next ten months, the AI Lab sponsored by DINUM and DITP
evaluated and developed the selected concepts.

111Georgia
1.

General Information

Area: 69,700 km2
Population: 3,977,776
Government Type: Unitary Parliamentary Constitutional Republic
GDP: $ 4,360
Internet Users: 72.53
Wired (Fixed Broadband Users): 25.01
Wireless Broadband Users: 81.60
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In the Waseda International Digital Government Rankings 2021, Georgia has placed 51st with a total
score of 65.9696. Many more Georgians and businesses found my.gov.ge helpful after the state
declared a pandemic lockdown in March 2020. The Unified Portal of Electronic Services, or
My.gov.ge, is Georgia’s most frequently visited government website. Daily visits surged to 30,000 in2020 and the website's services were used 40 percent more often. My.gov.ge provides people andbusinesses with much-needed access to electronic services, such as obtaining IDs and passports,
forming a new organization, or transferring real estate ownership.
Georgia was a pioneer in using digital methods to provide user-friendly public services even before
the epidemic. To improve service delivery and e-governance, the Government launched the Unified
Portal of Electronic Services in 2012. Because of Georgia's systemic changes in public service and112the rising number of Internet users in urban and rural areas alike, the need for a one-stop-shop
marketplace for all services has grown significantly in recent years.
Between October and December of 2020, Georgians used 122,000 e-public services, a 30% increase
from January to March of the same year. A more comprehensive range of products and services
became available as demand grew. As of 2019, there were 468 e-services public on My.gov.ge, which
has grown to 700 presently. More than 133 new features were added thanks to the support of theUnited Nations Development Program, which included an innovative e-Apostille verification process.
The UNDP's assistance is part of a broader UK-funded project to help Georgia advance public
administration reform at all levels of the state. This support was aimed at increasing electronic services
for people and government personnel, which allowed the public sector to adapt to changing conditions.
3.2. New Trends
By employing digital services, the Georgian health system has been able to keep up with the
pandemic's challenges, according to Tamar Gabunia, Georgia's deputy health minister. After the
pandemic, Georgia was required to speed the development of digital health solutions to manage theefficient supply of health care, assist epidemiological planning, and effectively protect people.
Everything from the first COVID-19 case to today has been based on the coronavirus monitoring
system. Tamar Gabunia believes that the early efforts of the health care system to offer the necessary
platforms for the development of remote virtual services are of critical relevance.
According to Tamar Gabunia, an online consultation between a doctor and a patient is already possible
in Georgia, with the support of the European Union. As in the spring of 2021, this model was planned
to be in use in Georgia. All of these parameters may be measured using the latest telemedicine
technology: BMI (body mass index), weight (in kilograms), height (in feet), glucose (blood sugar),uric acid (blood uric acid), and cholesterol (cholesterol). The fundus of the eye, the throat, the ear, andthe oral cavity may all be studied by large and portable equipment with robust characteristics and theability to examine a wide range of organs. ECG and ultrasound tests may be performed. Use of thedigital stethoscope may identify cardiovascular and respiratory issues. Exam results are forwarded toa centralized database for review and analysis.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Georgia's Network Infrastructure Preparedness was placed 47th with 5.971 points in the Waseda
rankings for 2021. Georgia had 2.74 million internet users in January 2021, up 9.5 percent from theprevious year. Georgia has a 68.9 percent internet penetration rate. In 2021, Georgia had 3.10 million
social media users, accounting for 77 percent of the entire population. Georgia has a total of 5.46
million mobile phone connections. Simultaneously, the number of mobile connections in Georgia
declined by 101 thousand. In Georgia, mobile connections accounted for 137 percent of the entire
population.

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Georgia made a significant effort in 2021 to create input for the country's long-term digitization.
Several of them include the following: the fixed-broadband sector would continue to move fromcopper to fiber, and MVNOs were permitted to establish services beginning in February 2021.
4.2. Management Optimization [MO]The state of Georgia has shown that re-engineering a nation's technology, processes, and organizations
while simultaneously reducing administrative burdens. Despite its limited resources, Georgia's public
sector has become more efficient and open since November 2003, allowing more people to benefit
from public services even in remote areas, reducing administrative burdens, and virtually eliminating
corruption in the provision of public services in all forms. Because of the rise in accessibility,
government and central services have become more necessary.
A political objective and a series of initiatives were taken to reform the public sector, namely between
2004 and 2014. Georgia has an excellent legislative framework and ICT infrastructure, thanks to thebacking of the government. To promote accountability, openness, efficiency, and effectiveness inpublic service, efforts have been undertaken. Understanding the role of ICT in Georgia's eGovernment
accomplishments and the Georgian environment is critical. Two distinct eGovernment phases inGeorgia existed from 2004 to 2014 when ICT usage was dispersed and disorganized; from 2014
onwards, a planned strategy was adopted.
Decentralizing service delivery and local capacity building have recently become increasingly
essential in Georgia Global and regional leaders in ease of doing business and cybersecurity. The
nation surpasses its area and income level on every metric. Georgia was ranked 65th in the UNDESA
2020 EGDI for overall quality, with an OSI score of 0.5882, a TII score of 0.6923, and an HCI scoreof 0.8171. Georgia placed 80th in the EPI with a score of 0.6429. EGDI/EPI rankings in Georgia haveprogressively climbed since 2014, signaling that the country's public sector's ICT usage in its public
administration requires a new approach.
4.3. Online Service [OS]In Georgia, there has been limited development in the provision of D-Government services. It's all
done via static websites for government services like e-tendering and social security benefits, as wellas consular and labor-related activities. Neither electronic payment nor electronic voting is available
at this time. The Georgian Telemedicine Union is vigorously promoting electronic health (GTU). In
addition to telemedicine, teaching, and creating legislation for particular circumstances, such as econsultations in combat zones, the organization's operations include all three. Georgia's e-healthstrategy was also devised as part of the plan. However, this hasn't yet been put into practice. This
indicator received no new information this year. Georgia's government can better serve its inhabitantsby shifting the focus from traditional mail, phone, and written correspondence to digital ones likesocial media platforms. This strategy is supply-side focused, guaranteeing that all Georgians and therest of the world have access to user-friendly and accessible technological services.

114

Life events like marriage or divorce or adopting a new name or surname are increasingly the focus ofdigital passport, identification, and residency services. For example, the government created eNotifications, e-Tendering, Catalogs and Qualification Profiles, e-Orders and e-Invoices, and ePayment. The government's "digital customs" system, which is now being contested, has only
provided a few specifics.
4.4. National Portal [NPR]
User privacy is a top priority for Georgia's government websites. In terms of traffic, My.gov.ge is
Georgia's most popular government website. Forty percent more people used the website's services in
2020, and 30,000 people visited each day. To apply for IDs, passports, new businesses, and real estate
ownership titles, citizens or businesses may utilize My gov age.
For this purpose, the government established the Unified Portal of Electronic Services in 2012. Dueto Georgia's significant public sector reforms and the increasing number of Internet users in urban andrural areas, the need for a one-stop-shop marketplace has grown in recent years. When Georgia issued
a pandemic lockdown in March 2020, the site assisted thousands of individuals and businesses.
4.5. Government CIO [GCIO]The Georgian government does not have a CIO. The Telecommunications and Information
Technology Department of the Ministry of Economic Development is developing an ICT policy. The
Ministry's strategic plan does not emphasize industrial growth.
4.6. E-Government Promotion [EPRO]
As part of the EU's efforts to help Georgia's digital economy and society, EU4Digital is one of thenumerous bilateral initiatives. EU4Digital helps Georgia cut roaming prices and bring them in linewith EU tariffs and build and deploy high-speed internet to enhance the economy and unify digitalframework initiatives throughout society. As part of the EU4Georgia initiative, the Georgian National
Communications Commission implemented EU-compliant electronic communication legislation andoperational capabilities.
4.7. E-Participation [EPAR]
Georgians accessed 122,000 electronic public services between October and December 2020, a 30%
increase from January to March. Since there was an increase in demand, there were more options tochoose from. A rise from 468 e-services in 2019 to 700 now exists on My.gov.ge. As a consequenceof UNDP funding, the website now offers 133 new features, including an e-Apostille, a cutting-edge
method of certifying official documents.
4.8. Open Government Data [OGD]With the OGP's incorporation into the Georgian political landscape, the country's national andmunicipal governments have become more transparent. The Municipality of Akhaltsikhe vowed topromote public engagement in municipal expenditures as one of the first five municipalities to join
the 2016-2018 National Action Plan (NAP). As a part of its 2018-2019 budget, Akhaltsikhe
115

Municipality pledged to develop a strategy and action plan to increase transparency and integrity andopen data policies and include individuals with disabilities. Akhaltsikhe, a member of the OGP Forum,has built a framework for formulating, implementing, and monitoring NAPs with the aid ofgovernment institutions and CSOs.
Georgia's 2019-2020 National Anti-Corruption Strategy and 2020-2025 Decentralization Strategyemphasize anti-corruption and democratic governance reforms at the local level, following the OGP
process. Another emphasis is on creating evidence-based policies and raising the level of public
engagement in decision-making. As a member of the OGP Local cohort, we demonstrate ourwillingness to support Georgia's strategic aims. As outlined in our two strategy papers on combating
local corruption and enhancing the openness and integrity of municipal government, our 2021 OGP
Local Action Plan commitments reflect these goals. For the OGP Local Action Plan for 2021,
Akhaltsikhe and its partners worked with other sectors to monitor the plan.
4.9. Cyber Security [CYB]
The Waseda rankings 2021 rated Georgia's Cyber Security 29th with a score of 9.200. A wide variety
of difficulties may be overcome by digital technology, ensuring that services are accessible whenever
and wherever both individuals and corporations require them. However, the widespread use of digitaltechnologies raises concerns about data privacy and personal information.
UNDP and the UK assisted the PSDA in assessing and upgrading its cyber security procedures toenable Georgia to better protect its electronic data. The Georgia Public Sector Data Authority isdeveloping new criteria for data collecting and management. To help public employees, university
professors, and students learn more about cyber and information security, the Digital GovernanceAgency has developed an educational website that offers online training courses in the areas of cyber
hygiene, risk management, and information security audits.
4.10. The use of Emerging ICT [EMG]
Artificial intelligence has had a significant influence on today's trading. The application of artificial
intelligence has resulted in more efficient completion of routine jobs. AI has ushered in a new way of
doing business, one that differs from the tried-and-true practices of the past. As the need for AI grows
and the market becomes more crowded, it becomes increasingly challenging to choose the top AI
businesses.
IoT (the "internet of things") has sparked a digital revolution. Market competition in the IoT sector is
fierce. In GoodFirms' opinion, it's a good idea to lead from the front. IoT firms that give end-to-end
solutions to their customers are among the finest. Quality, Reliability, and Capabilities are some of
the criteria used to evaluate Georgia's most good internet of things companies.

116

Germany
1.

General Information

Area: 357,114 km2
Population: 83,926,187
Government Type: Federal Parliamentary Republic
GDP: $51,860Internet Users: 89.81
Wired (Fixed Broadband Users): 43.02
Wireless Broadband Users: 90.69
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Germany ranked in 20th place this year with a total score of 82.6809. There has been an increase incorporate digitization in Germany as a result of the coronavirus pandemic. German firms reported that
following the COVID-19 pandemic, digitalization became increasingly crucial to their daily
operations. As a result of the pandemic, digitization creases efficiency and competitiveness in day-today operations and functions as a highly effective crisis precaution.
In the COVID-19 outbreak, telemedicine approaches like video consultations saw a rise in utilizationand effectiveness. Several health insurance funds and the National Association of Statutory Health
Insurance Physicians have increased their capacity to provide video consultations in response to thevirus's widespread distribution. "Kassenärztliche Bundesvereinigung" and "National Association of117

Statutory Health Insurance Funds" The use of video consultation by doctors is now unlimited;
however, psychotherapists may only use video consultation for specific services and may only conduct
telehealth after an in-person consultation that involves a preliminary diagnosis, indication, andsubmission of appropriate data. Doctors and psychotherapists must use one of more than 30 certified
video service providers and usually inform their Association of Statutory Health Insurance Physiciansof this fact to charge for telehealth consultations.
Critics and opponents alike have raised concerns about the nation's ability to motivate and encourage
patients to utilize digital health technology in their care and treatment. Despite this, the law is widely
seen as a game-changer in the medical community. There have been significant revisions made to theGerman Digital Care Act (DVG) and a description of the payment for digital health solutions in the
United States during the COVID-19 pandemic.
3.2. New Trends
In light of the COVID-19 problem, German firms are looking for methods to increase theircompetitiveness, operate more efficiently from a distance, and secure company continuity via digitaltransformations. Several German firms have been forced to reconsider their operations, user
engagement, supply chain management, and product and service development in the wake of theepidemic, according to the 2020 ISG Provider LensTM Digital Business – Solutions and Service
Partners study. Businesses of all sizes engage with digital business solutions and service providers todevelop new organizational structures and ways of working.
Customers, product development, supply chain management, and blockchain applications are all areasin which global and local digital business suppliers advise and assist German companies.
According to ISG, COVID-19 has stressed the need for new systems and processes in supply chain
management more than before. Real-time supply chain monitoring and the ability to make on-the-fly
modifications through a single pane of glass have been highlighted by recent supply chain lockdowns
and spikes in demand for commodities. According to the analysis, these rules are expected to remainin place for the foreseeable future.
According to the poll, while blockchain is becoming more popular with businesses throughout theworld, it is becoming more popular particularly in Germany. It's not only banking, financial services,
and insurance that use distributed ledger technology; it can also be used for supply chain management,
payment services, retail and industrial sectors. With an emphasis on banking, supply chain, andlogistics, several notable blockchain businesses have begun active implementations in Germany.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
On the Waseda Index of Network Infrastructure Preparedness, Germany placed 17th. Germany had
78.81 million internet users in January 2021, an increase of 1.0 million over the previous year.
Germany had a 94 percent internet penetration rate at the time. Germany had 66.00 million social
118

media users at the beginning of 2021, equivalent to 78 percent of the total population. There were
112.9 million mobile connections in Germany, an increase of 1.8 million from 2020 to 2021. 134.7
percent of the German population had a mobile connection by January 2021.
As Germany moves toward complete digitalization, the following are important developments:● Work has commenced on a 50,000-kilometer wholesale fiber access network; the regulator
permits four-year termination rates through 2023 and specifies reduced MTRs until 2022;● Telefónica Germany reported LTE coverage to be 98 percent;● 5G network components are subjected to enhanced security processes by Telekom
Deutschland.
● To reach 25 million places by the end of 2022, Vodafone Germany wants to extend its 1Gb/s
service.
● EWE plans to invest more than €1 billion in fiber-optic infrastructure between now and 2026;● NetCologne has announced a 1Gb/s service in Cologne.
4.2. Management Optimization [MO]The "Shaping Digitalization" implementation plan was approved in November 2018 and intends toinfluence Germany's digital transformation in the future. Germany's constitution stresses theimportance of liberal democratic ideals and the benefits of digitalization for people, according towhich the preservation of these values is vital. The plan's primary objective is to continue improving
the standard of living for all Germans to boost economic and ecological potential and preserve social
cohesion.
This strategy, which the IT Planning Council authorized on September 24, 2010, is reviewed andupdated every few months. In the country's current system, e-Government will be the emphasis of
future development. From government, politics, research, and industry, a broad range of players wasinvolved in developing the plan. With the National eGovernment Strategy, the federal, state, and local
governments will work together to create an appealing eGovernment and IT strategy for residents andcompanies alike.
4.3. Online Service [OS]For the first time in November 2005, electronic passports were put into use in Germany. (ePass). An
individual's name and surname and their birth date are included in this document, which was compiled
under Council Regulation (EC) No. 2252/2004. The microchip also included a digitized representationof the owner's face. In June 2007, the Federal Council approved changes to the Passport Act thatprovided the groundwork for producing electronic passports. In addition to the computerized pictureof the bearer's face. The microchip on the passport's microchip was designed to record fingerprints,
not any other central database, such as those kept by issuing organizations.
A cross-platform eTendering communication standards development project, XVergabe, wasestablished in July 2011. Document and data sharing standards between bidders and eTendering
platforms will be developed for the project's aim. In addition to basic project information, the119xvergabe.org website now gives an overview of the project's activity and a list of the most significant
articles that have been published.
ePayBL (ePayment des Bundes und der Länder) is an essential information technology component
mandated by law for German government entities. EPayBL is a software component developed byfederal (Bund) and state (Länder) authorities. Users can choose from a variety of payment choices.
4.4. National Portal [NPR]
Each of Germany's three levels of government collaborated on a single digital platform. A network ofadministrative portals at the federal and state level was used to create this platform. EGovernment
services are comparable to consumer accounts in online commerce, making them accessible and safe
to use. The portal network expands on current solutions to save time and money. The German Federal
government established a new site in 2018 that gives access to federal government eGovernment
services through a national service account. Because consumers no longer need to know which federal
jurisdiction is accountable for the appropriate process, these eGovernment services have become morestraightforward and quicker to locate on the web.
The “Online Access Act” was passed by the German parliament in August 2017 to encourage thedigitization of public administration. An administrative portal will provide access to processes andservices for federal states and municipalities as part of a more extensive portal network. In Septemberof this year, a test version of the new site went live. The IT Planning Council has a digitalization
program in support of the digitalization goal.
4.5. Government CIO [GCIO]
A new federal agency was created on January 1, 2008, when the Federal IT-Steering Strategy was
implemented. Under the Cabinet's decision, the Commissioner is in charge of formulating federaleGovernment and IT security policy, creating national IT architecture and standards, and overseeing
the central IT infrastructure of the federal government.
The Federal Government Commissioner for Information Technology has been replaced with a Chief
Information Officer for every federal agency (CIO). All federal government IT executives are part ofa group called the CIO Conference, responsible for deciding on laws and regulations about
information technology in the federal government. In addition to chairing the CIO Conference, they
are in charge of coordinating cross-governmental eGovernment activities involving both the federal
and state governments.
4.6. E-Government Promotion [EPRO]On June 17, 2013, the Bundestag passed a bill promoting electronic governance, and it became law.
On August 1, 2013, Germany's eGovernment statute, the Electronic Governance Act (EGovG),
entered. Thus, eGovernment facilitated the administration's electronic connection with the public andmade it more convenient for citizens to utilize.
120

On July 15, 2017, Chancellor Merkel signed into law the Electronic Identification Promotion Act. It
aimed to make the German eID card a more popular and generally accepted means of online
identification. eID cards were launched in 2010 as an electronic form of identification. This featureallows people, governments, and corporations to identify themselves on the internet accurately.
However, the use of EID was lower than expected. Starting on July 15, 2017, all new identification
cards will have an electronic ID capability that may be used immediately. Additional provisions wereincorporated in the Electronic Identification Promotion Act to encourage the use of the national eID
function. Competent data protection agencies are responsible for enforcing data protection laws.
4.7. E-Participation [EPAR]
According to the Waseda rankings of 2021, Germany's E-Participation was rated 13th with 9.500
points. It was created in the 1990s when the German parliament and the federal government moved
from Bonn to Berlin. Until July 2006, the IVBB also provided access to the IVBB intranet, which theFederal Intranet replaced in July 2006. (Intranet des Bundes). The long-term objective is to build afederal government infrastructure that is cohesive. The IVBV and the Federal Administration'sInformation Network have been replaced by the Federal Networks (Netze des Bundes - NdB). The IPbased network that incorporates a firewall system, robust data encryption, and constant monitoring of
connected users and formed connections is the result of the IVBB architecture. In addition to a searchengine for people and government organizations, a trip management system, and access to informationand document databases, the intranet portal offers various services.
4.8. Open Government Data [OGD]The Open Data and Reuse of Public Sector Information Directive on July 16th, 2019, and is now in
effect. Replacement for Public Sector Information Directive, which was updated by Directive
2013/37/EU (Directive 2003/98 EC) By July 16, 2021, Member States must implement Directive (EU)2019/1024. In the long run, this policy will encourage the re-use of all public sector material that is inprinciple free of charge. Open access to publicly sponsored research and high-value datasets and realtime data accessible through Application Programming Interfaces (APIs) will drive innovation andbenefit society and the economy. The German Bundestag voted to alter the eGovernment Act
bypassing the draft Federal Open Data Act.
The legislation stipulates that open data must be provided free of charge and accessible to the public.
However, privacy laws ensure that only publishable information is shared. To make it easier to findthe open data offered by the various authorities, the national metadata web GovData was built.
4.9. Cyber Security [CYB]
On November 9, 2016, the German federal cabinet approved the country's cybersecurity strategy. This
was achieved by drawing on the lessons learned and adhering to the 2011 Cybersecurity Strategy.
Cross-departmental coordination has been established for the federal government's cybersecurity
initiatives. This technique was developed to preserve networked information infrastructures whileallowing for the full potential and advantages of cyberspace.
121

A new agency, the Agency for Innovation in Cyber Security, will be founded to safeguard digital
sovereignty. The agency's primary purpose is to award contracts for innovative, high-risk research
projects in cybersecurity and associated critical technologies to satisfy the State's internal and external
security needs. We'll focus on projects that have the potential to change the market with major
technical innovation.
4.10. The use of Emerging ICT [EMG]
Both the Federal Ministry of Education and Research and the Federal Ministry of Economics and Energy
proposed an Artificial Intelligence (AI) Strategy in November 2018, which was accepted by both ministries.
The German government's artificial intelligence policy established the framework for the country's artificial
intelligence research and implementation efforts.

122

Hong Kong
1.

General Information

Area: 1,104 km2
Population: 7,564,080
Government Type: Devolved executive-led system within a unitary one-party socialist republic
GDP: $ 49,040
Internet User: 92.41
Wired (Fixed Broadband User): 38.30
Wireless Broadband User: 140.43
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Waseda Digital government rankings for 2021 put Hong Kong 28th with 76.5967 points among
another 63 countries. Digital technologies aid this epidemic in several places throughout the world,such as Africa and Asia. In the event of a public health crisis, the government of Hong Kong, China,
was able to respond quickly and adapt to a dynamic scenario.
For this, OGCIO was entrusted with developing technology-based methods to control and prevent
transmission of the infection. Before anything else, it had to ensure that travelers to Hong Kong, China,
could complete the mandatory 14-day quarantine at home. A system has to be developed to keep
quarantined persons in their homes without violating data privacy rules. The StayHomeSafe app uses123

geofencing technology, which is particularly useful for indoor locations, and it also recognizes
signatures via mobile phone technology. To protect people's privacy, engineers avoided monitoring
their site and behavior and employing GPS technology, which is impossible to use with high accuracy
in a city dominated by skyscrapers, as much as possible.
Hong Kong Polytechnic University (PolyU) created a 3D model of a non-reusable face shield wascreated by Hong Kong Polytechnic University (PolyU) for the Hospital Authority. Queen Elizabeth
Hospital made a reusable eye visor for the Hospital Authority. When the quarantine was imposed,
popular location-sharing apps WhatsApp and WeChat were used to activate the monitoring systemswiftly. Staff and volunteers were able to monitor the event from afar using the location-sharing
software, supplemented by surprise home visits and spot-check video calls as needed.
3.2. New Trends
In response to the COVID19 outbreak, several organizations have implemented remote work rules.
Virtual workplaces are now being attempted to be set up at the drop of a hat. Virtual offices are anaffordable alternative to traditional office space for internet-based businesses that do not need aphysical presence. The customs and practices of companies that have been created from the beginning
as remote-only have allowed them to exist without the need for a physical presence. These companies
were unaffected by the outbreak of the coronavirus. For companies, remote work may save money,
enlarge their workforce, and give employees more freedom while still providing a framework formeasuring the performance of projects.
Businesses must continue to build a thriving remote work culture, even as technology has made iteasier than ever to work remotely. There has been a significant rise in the use of virtual workspacesin the workplace. Company owners will have to decide where they fall on the spectrum between virtualand physical offices in the future. More and more people acknowledge that mixing the material anddigital worlds have blurred industry boundaries, linked value chains, and challenged the traditional
paradigm of creating value. According to them, efforts like digital transformation, cyber threat
mitigation, and consistent customer experience are necessary. Each one of these might be valuable tothe company on its own merits.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]For Network Infrastructure Preparedness, Hong Kong scored 10th in the Waseda rankings for 2021,
with a score of 7.690. Hong Kong had 6.92 million internet users in January 2021, a rise of 1.9 percent
from the previous year. At the time, 92 percent of Hong Kong residents had access to the internet.
There were 6.44 million social media users in Hong Kong, accounting for 85.6 percent of the
population at the beginning of 2021. On the other hand, there were 13.80 million mobile connections,representing a decrease of 306 thousand from 2020. 183.4 percent of Hong Kong's population wasconnected to the mobile network in January 2021.

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Digital innovations in Hong Kong to include the following by 2021:●●●●

The regulator has granted 5G subsidies for the first time.
As a first step, HKT has begun rolling out the AirPON network to remote places.
Reserving 2.5 GHz spectrum for 5G use has initiated a public consultation;
Using a branch line to link Hong Kong to the Pacific Light cable network is prohibited by theUnited States.
● SmarTone has announced that 5G services will be available shortly;● The regulator might auction off an additional 80 MHz of 5G spectrum.
● The government sets up a 5G development subsidy scheme.
4.2. Management Optimization [MO]The government’s chief information officer must establish and execute the organization's information
technology policy. The OGCIO is helping government business units plan and implement IT-enabledtransformation projects in a more flexible, cost-effective, and coordinated manner than previously
possible via cloud computing and other new technologies.
4.3. Online Service [OS]A one-stop shop for technology-based enterprises and activities, the Hong Kong Science andTechnology ParksCorporation was established in May 2001. Its crucial emphasis areas include thebiomedical and electronics industries and information and communications technology, and materials
and precision engineering. The Hong Kong Science Park, a 22-hectare site in Pak Shek Kok, is an
essential I&T center in Hong Kong. It is being erected adjacent to the Science Park to provide a
flexible design and ancillary facilities for leasing to Science Park tenants and incubators and theirworkers and visiting researchers from the mainland and beyond.
4.4. National Portal [NPR]
Since its inception in 2010, MyGovHK has offered a range of e-Government services, including
access to government data and e-services. Toward the end of 2019, the Hong Kong government's
website underwent a significant overhaul to make it more accessible to the public. As part of the PSI
portal, the government provides open data in digital forms, such as a map showing numerous datasetson a single map, to encourage residents and businesses alike to build new applications utilizing
available data, benefit citizens and businesses alike. As of the end of 2019, the PSI site has over 4000
datasets. To assist citizens better comprehending municipal data, the OGCIO established four city
dashboards in December 2019.
As of October, governments are expected to make every effort to reveal their data, and this policy
should be implemented. Around 80 government B/Ds issued their first and second annual open dataplans in December 2018 and December 2019, respectively, in compliance with the requirement. The
OGCIO offers technology assistance and develops mobile apps for government agencies to utilize
together to perform public services.
4.5. Government CIO [GCIO]
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Government IT tasks are handled by the Office of the Government Chief Information Officer(OGCIO), which empowers the federal government to advocate for ICT advancements in the local
community actively. There are five main goals of the Hong Kong Chief Information Officer's (OCIO)
office. These are to provide efficient and secure eGovernment services to Hong Kong citizens, todevelop Hong Kong's ICT talent, to improve the competence of Hong Kong's ICT industry, and totransform Hong Kong into a world-class smart city by promoting high-level data centers, cloudcomputing services, big data, and cyber security awareness As a consequence, in terms of GCIO,
Hong Kong was ranked fifth by Waseda in 2021.
4.6. E-Government Promotion [EPRO]As of November 2015, Hong Kong has formed the Innovation and Technology Bureau (ITB) to draft
a comprehensive I&T policy. There are eight key areas where the government may improve its efforts
to support technological innovation and advancement (I&T). The ITB supports R&D and innovation
activities by implementing policies and programs. Provide world-class technical infrastructure forfirms, research institutes, and universities; provide financial assistance to stakeholders in the industry,
academia, and research to commercialize their achievements.
4.7. E-Participation [EPAR]
An ICT Outreach Program for the Elderly to enable the elderly who are institutionalized and "hidden,"
and those who receive daycare and home care services, learn how ICT may enhance their lives andpromote healthy aging. New ICT training programs were launched in February 2019 to encourageolder adults with basic ICT skills to use digital technology in their everyday lives. For the elderly, a
web-based learning site was created in October 2019 to take advantage of the advancements in digitaltechnology in their daily lives. HK Internet Registry Corporation (HKIRC) is a non-profit and nonstatutory organization that maintains and supervises the registration of country-code top-leveldomains (ccTLD). Inclusion in the digital world: OGCIO's Web/Mobile App Accessibility Campaign
was launched in 2011 as part of a multi-pronged strategy of government leadership, fosteringawareness, publishing guidelines and tips, cultivating expertise, and implementing recognition
schemes to encourage the use of accessibility design.
4.8. Open Government Data [OGD]The Office of the Chief Information Officer (OGCIO) is developing a government data center
complex to integrate numerous existing federal data centers, resulting in increased economies of scaleand economic efficiency and more environmentally friendly management of government data center
operations.
4.9. Cyber Security [CYB]
The Office of the Chief Information Officer (OGCIO) implements a rigid management structure, acomprehensive set of information security regulations and processes, and frequent audits to improve
the overall cyber security of the government. The digital assets of the government are safeguarded atmany levels of protection. The Office of the Government Chief Information Officer (OGCIO) has
formed a specialized government computer emergency response team responsible for the effective
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and coordinated handling of information security problems within the government. By using a varietyof channels and approaches, including the Cyber Security Information Portal (www.cybersecurity.hk),
seminars, contests, and school visits, the OGCIO hopes to raise awareness of cyber security in boththe community and industry. A public-private partnership led by the OGCIO called the Cybersec
Infohub, funded by TechConnect (Block Vote) under the ITB and aims to strengthen Hong Kong's
overall cyber threat capabilities. The Cybersec Infohub promotes cross-sector collaboration andinformation sharing in cyber security on a reliable platform.
4.10. The use of Emerging ICT [EMG]
The Hong Kong Cyberport Management Company Limited is in charge of overseeing the port's
activities. It is possible to find high-quality information technology and associated enterprises within
the Cyberport complex. Over the years, Cyberport has assisted several start-up businesses by
providing them with various financial and professional resources. Beyond its technologicalinfrastructure, Cyberport offers internships and incubator programs for ICT students and new startups, and it promotes collaboration and cooperation within the ICT industry. The government of Hong
Kong spent $300 million on Cyberport tenants and e-sports in 2018, which helped the whole industry.
The public also used the e-sports competition facilities at the Cyberport Arcade starting in July 2019.
In addition, an e-sports facilitation program was launched in April of this year. A total of $5.5 billion
has been put aside for the building of Cyberport 5, which is scheduled to open in 2024.

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Iceland1.

General Information

Area: 103,000 km2
Population: 343,794
Government Type: Unitary Parliamentary Republic
GDP: $65,270
Internet Users: 99.00
Wired (Fixed Broadband Users): 41.56
Wireless Broadband Users: 122.85
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Iceland's parliamentary democracy has a long history of protecting citizens' political and civil rights
via their elected representatives. Iceland was the world's most effective defender of Internet freedom
during the coverage period. Users in this island nation have almost universal access to the Internet,
few limitations on online material, and robust safeguards for their online rights. As a reaction to the
COVID-19 outbreak, the government was praised for allowing users to control their data. Iceland
began adopting the EU Digital COVID-19 Vaccination Passport in early June and completed it on
July 1, 2021. The paper was drafted in the case of a pandemic to ensure safe and unhindered travel
across the EU.

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Almost everything in the Icelandic public sector has been digitized in recent years. People now haveaccess to these services through the Internet and submit complaints and suggestions, reviewed by theappropriate authorities. Government digitization contributes to the development of a democraticsystem of self-government in which all citizens participate actively while also enhancing anddemocratizing the overall functioning of government.
In Iceland, websites currently provide the largest share of services, including e-government portals,
tax collection and payment, obligatory voter registration, and other critical public service websites.
Open-source software has been modified for use in more essential public services, such as healthcare.
3.2. New Trends
The government of Iceland has used cloud computing in its administrative processes. From the very
dawn of public cloud computing in 2005, Iceland used a public cloud and has continued to do so todate (IaaS). This had the unexpected effect of significantly affecting Icelandic people’s productivity,
IT costs, and security. In October 2015, Iceland's government declared that it would move its IT
infrastructures to the cloud. From mobile applications to public and private services, everything iscovered. Internal migrations facilitated by governments will be enormous and incredibly complicated.
Iceland's government has been extremely forthcoming about the project since announcing its intention
to migrate to the cloud and adopt a new decision-making model. They have shown to the public thatthey are not concealing their actions. Additionally, they offer a webpage where one may analyze eachtechnical problem on their roadmap.
Iceland had previously tried several feature management systems, but none had achieved the samelevel of success as ConfigCat. While ConfigCat and other feature management systems haveaddressed issues, none have combined tremendous openness with sound governance in an easy-to-use,
install, and update manner. Iceland has migrated from a commonly used feature flagging system to
ConfigCat's platform. This system may easily be scaled up at a minimal cost of installation andmaintenance.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
According to the most recent data, Iceland’s Internet users rose by 0.6 percent to 338.9 thousandpeople in January 2021.
Additionally, there was a 3.6 percent increase in the number of individuals who utilized social media
platforms during the same time. According to estimates, Iceland will have over 479.9 thousand mobile
connections by 2021.
By 2021, 84.7 percent of the population will have mobile devices, even though the number of people
with such connections has increased by 4,058 since 2010.
4.2. Management Optimization [MO]129

While the government manages cybersecurity at the Ministry of Transport and Local Government, all
ICT problems belonged to the Ministry of Finance and Economic Affairs in 2018. In 2020, theMinistry of Local and Economic Affairs released a report on Digital Iceland, raising efforts incooperation with all agencies, municipalities, ministries, and businesses. The plan is a criticalcomponent of the government's goal for a more profitable digital communication strategy for the
public. The establishment of the service processes for Iceland, in cooperation with agency IT teams,
connect agencies to the national data exchange platform Straumurinn, and develop service proceduresfor both businesses and the general public.
Norway, Sweden, Denmark, Finland, Iceland, the Faroe Islands, Greenland, Estonia, Latvia, andLithuania signed a Digital North declaration in 2017 in which they pledged to use digital development
tools. The declaration supports a policy objective of becoming a digital leader in the Nordic-Baltic
area via the following actions:--

Encouraging more international collaboration and advancements in shared infrastructure,including the next generation of mobile communication technologies, dubbed 5G, and the useof artificial intelligence.
Launching a short-term initiative to offer 100 megabits per second (Mbps) wired Internet
connection to 99.9 percent of all households and businesses by the end of 2020. The stateplanned to contribute financially to the project and seek additional funding based on theirefforts. The Telecommunications Fund is the project's supervisor. Fiber network development
helped enhance mobile network reliability, coverage, and data transmission speed, which areessential for improving network reliability, scope, and data transmission speed across all
mobile networks in the nation.

4.3. Online Service [OS]Iceland contributes to the Nordic-Baltic cooperation initiative (NOBID) by implementing and using
the national eID infrastructure. The declared objective of the NOBID project is to offer people andbusinesses borderless access to digital services across the Nordic-Baltic region via the use of theirown national electronic identity cards (eIDs). The project aims to identify technical and legal barriers
to interoperability and establish criteria for enabling interoperability on a national level and in theNordic and Baltic regions.
TendSign is a Swedish eProcurement platform used by a significant number of Swedish andNorwegian public institutions. This solution enables electronic procurement to be implemented fromthe eNotice to the eAward stage. Rikiskaup, Iceland's Central Public Procurement agency forgovernment organizations, has adopted eOrdering based on XML standards at the national level.
Rikiskaup is also considering using this technology on a local level.
The Financial Management Authority (FJS) is a self-contained organization under the Ministry of
Finance and Economic Affairs. Financial management and reporting are its responsibilities.
According to the organization, the FJS has a contract with three service providers and has been
permitted to function as a PEPPOL Authority (PA). The FJS works with the SA Confederation of
Icelandic Enterprise and the SA Confederation of Icelandic Enterprise via the IcePro Icelandic
Committee on Trade Procedures and eCommerce. IcePro is a forum for government agencies,
130businesses, and individuals interested in optimizing commerce and trade processes via the use of EDI(Electronic Data Interchange), ebXML, and other standardized electronic commerce technologies.
4.4. National Portal [NPR]
The government portal offers information on all of Iceland's ministries to the general public andbusiness enterprises. The Internet connects and provides information to all levels of government
agencies.
Island.is is the primary portal for public digital services. It refers to the websites of all Icelandic public
institutions that provide digital services. Each service is highlighted as an information box on the site's
homepage. Apart from the default search options, customers have extra explicit search options to help
them locate the services they need. It has an easy-to-navigate connection to public digital services, aswell as fillable digital forms.
Additionally, the site serves as a toolbox, including information beneficial to all public agencies. Allof them are centralized authentication approaches, central authentication, digital document delivery(C2G and B2G), and digital document dissemination (G2C and G2B). There is also a unique portal
for all Icelanders called MyPages, which provides public information about people in public records
and digital documents. E-mail can be sent to all individuals and is routed via a digital mailbox
accessible to all public entities. To get access to MyPages and the digital mailbox, users must choose
one of two authentication methods.
4.5. Government CIO [GCIO]
Since Iceland lacks a dedicated head of information technology, the Ministry of the Interior is
responsible for the country's whole information technology development. Nordal Löf was named
Minister of the Interior on December 4, 2014, and she is now responsible for building ICT
infrastructure and e-Services throughout the nation.
4.6. E-Government Promotion [EPRO]
The Administrative Procedures Act was released in 2003 to add a new chapter on electronic operations
conducted by the Public Administration. Still, it was not officially implemented until almost two years
later, on July 11, 2005. This modification eliminated many significant impediments to the growth ofelectronic administration. The relevant committee addressed two distinct issues during theamendment's committee debate. First, the committee attempted to establish a fair value that would be
similar across amendment provisions. Second, the committee made a particular effort to maintain theprocess's technical neutrality. The changes made it clear that the government is not required to utilize
paper for administrative tasks completed online.
4.7. E-Participation [EPAR]
The government passed the Information Act in the spring of 2012, and it went into effect on January
1, 2013. It is critical to protect the right to information and freedom of expression, participation in a
democratic society, and the media's and the general public's ability to act as checks and balances on
the power of government.
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In addition to all federal government activities, this law also applies to all private businesses that thefederal government governs. Since Act No. 140/2012, the Information Act has been limited tomunicipalities with less than 1,000 inhabitants. This restriction was lifted on January 1, 2016.
4.8. Open Government Data [OGD]
Iceland is falling behind the rest of the globe in terms of open data availability. Iceland has not yet
developed an official strategy in this field. There is a minor source on data use, and the value createdby the Service Portal OPingogn.is. Meanwhile, it is critical to highlight that Iceland currently lacks
legal difficulties to distribute open data for its implementation. A data exchange layer (dubbed
Straumurinn (X-Road)) and an API gateway service portal dubbed Data Pool will be developed todisseminate data and ease contact between businesses and the general public. The government's efforts
in this area will be concentrated on the national strategy in developing open government data.
4.9. Cyber Security [CYB]
The eIDAS Regulation has been translated into Icelandic legislation via Act 55/2019 and related
regulations 100/2020 and 310/2020. In June 2019, the EU directive on national identification cards incriminal investigations became law. The new legislation, which took effect on September 1, 2020,
reinterpreted Iceland's 2015 cyber security strategy.
In June, the Icelandic Parliament passed the Cyber Security Act No. 78/2019, which had strong
support from the NIS. The new law modified Iceland's 2015 cyber security law, which took effect on
September 1, 2020. The Cyber Security Council planned to have a legal foundation for implementing
the new strategy and action plan.
In 2015, the Minister of the Interior presented the cabinet and parliament with Iceland's first cybersecurity strategy. The plan was designed to last from 2015 through 2026. The Cyber Security Council
was charged with implementing the policy and developing an accompanying action plan (CSC). A
new organization has been established by ministers and officials working in the field of cyber security.
It's an excellent tool for collaborating and exchanging information.
Additionally, the program created a Cyber Security Forum to facilitate cooperation between thecommercial and public sectors. The new rules contain additional restrictions covering cyber security,communication, postal, and registry Iceland initiatives. The government's goal was to create a planfor protecting its computer networks. This new cyber security strategy will replace the previous one,and will run from 2019 until 2033. Parliament similarly passed a similar resolution with a timeline
attached.
The Cyber Security Council was established in 2015 to supervise the implementation of the strategy
and action plan. Numerous ministries and organizations are engaged in cyber issues, and they all playa critical role in resolving these issues. This program is an incredible tool for collaboration andinformation sharing. A third group, the Cyber Security Forum, was established to foster cooperation
between the public and commercial sectors.
4.10. The use of Emerging ICT [EMG]132

The status reports and suggested action plans for the Fourth Industrial Revolution were published in
February 2019 by a government committee established by the Prime Minister. According to the report,
Iceland is well-positioned to deal with artificial intelligence development and application.
According to the status report, the government must develop an artificial intelligence policy that
respects people’s human rights and liberties while also advancing the country's economic interests.
To best serve the Icelandic people, the government should adhere to the following principles: Whileadhering to societal values such as human rights and democracy, the development and use of artificial
intelligence should also ensure fairness and openness in communication and decision-making.
Inspectors are expected as part of their responsibilities to monitor the operation of systems that include
artificial intelligence to ensure that accountability and trustworthiness are maintained. This is criticalfor developing, operating, and controlling such systems.

133

India1.

General Information

Area: 3,287,590 km2
Population: 1,396,104,956
Government Type: Federal Parliamentary Constitutional Republic
GDP: $2,190
Internet Users: 41.00
Wired (Fixed Broadband Users): 1.62
Wireless Broadband Users: 52.54
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
On 1 July 2015, the Indian government set the country's primary and ambitious initiative to convert
India into a digitally empowered economy. Only 19% of the population was online, and only 15%
had access to mobile phones. However, the programme documented a distinct change in popular
perceptions of India's global role—optimism about the country's future orientation was running highafter a couple of years of "deepening economic uncertainties."
Six years later, India's digital journey has come across a lot of barriers, ranging from multiple petitions
challenging the constitutionality of Aadhaar, the biometric identification system intended to control
134

access to government programs, to an apparent data security flaw in Aarogya Setu, the contact tracing
app intended to serve as the government's digital backbone in response to COVID.
The country's USD 200 billion digital economy also plays a big part in the country's worldwide
outreach as well as the permutations and combinations of new regional and international
collaborations to which it has lately been accepted. As India struggles to recover from the effects of adevastating pandemic, its digital growth story, with all of its ups and downs, will continue to be an
important part of the country's global standing.
3.2. New Trends

a. Infrastructure is seen as a public utility by all citizens.
Providing access via fixed-line broadband, mobile connectivity, or Wi-Fi hotspots is the goal of theeffort. Every citizen would be issued with a unique identification that would have a lifetime validity
and could be linked to a mobile phone number and a bank account in order to facilitate online banking.
In addition, shared cloud space on public cloud servers and enhanced access to the Common Service
Center (CSC) are being planned for the future.
b. On-demand governance and services are provided.
The initiative aims to establish seamless integration across various government departments andjurisdictions, as well as future accessibility of services through both online and mobile platforms.
Financial transactions would be purely electronic and devoid of physical cash, while entitlements
would be available through the cloud. The ease with which one may do business in India would beenhanced.
c. Citizens' digital empowerment
The initiative would promote universal digital literacy in order to equip citizens with the skills
necessary to use digital platforms/devices. Universal access to digital resources would be offered, withall papers stored on the cloud. Government services would be given in indigenous languages, andresidents would have access to a platform for participatory government.
4.

Digital Government by Indicators
1354.1. Network Infrastructure Preparedness [NIP]
India ranks 61st out of 64 nations in terms of network infrastructure readiness, with a score of 3.172.
According to the most recent figures, internet users totaled 624 million in January 2021, a growth of
8.2 percent over the previous year. At the start of 2021, 45 percent of the population had Internet
connection. Social media usage was prevalent among 448 million individuals, or 32.3 percent of the
population, in January 2021, according to forecasts. At the time, mobile phone connections accounted
for 79 percent of all connections made by the whole population. India's vast population necessitates agreater investment in the infrastructure network required for the country's digital transformation.
India has made major strides in the years preceding up to the start of 2021. India has taken further
efforts to conclude the postponed 5G spectrum auction. BSNL collaborated with Ciena to conduct 5G
trials, and the underwater cable connecting the mainland to the Andaman & Nicobar Islands was built.
4.2. Management Optimization [MO]E-Government has been adopted by several state and federal administrations in the last few years.
Many efforts have been undertaken to enhance the delivery and accessibility of public services. Indiane-Government now includes citizen centricity, service orientation, and transparency as well as
computerizing government organizations. A former e-Government effort was analyzed while creating
the country's current progressive e-Government policy. e-Government deployment must be
accelerated via a methodical manner guided by a shared vision and strategy at the national, state, andlocal levels. Via the infrastructure support, interoperability may be made possible through standards,
and people will have a unified view of their government.
There are many different e-Gov efforts in the nation, but the NeGP unifies them all under a unified
vision and aim. As a result of this strategy, a statewide infrastructure is being built, as well as a massive
digitization of records to make the internet more accessible and dependable for everyone. NeGP's
overarching goal is to make government services more accessible to the people.
4.3. Online Service [OS]India is well-known for its technological advancements and online service development, with several
online platforms and systems, including the following:--

MyGov.in provides a forum for citizens to voice their opinions on public policy andgovernance. Additionally, it is used to facilitate public engagement.
The Indian government built UMANG (Unified Mobile Application for New-age Governance)
as an Android, iOS, Windows, and USSD (feature phone) software. Tax evasion and Aadhaar
services are also available. The Aadhaar e-Sign framework enables users to electronically sign
documents.
Online registration, fee payment, appointment scheduling, diagnostic results, and blood
availability enquiries are all possible via the e-Hospital service. Attendance of government
personnel in real time.
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-

-

The Digital Locker feature enables users to securely store critical documents such as PAN
cards, passports, mark sheets, and diplomas online. Secure access to government documents
is made possible via the Digital Locker. It makes use of Aadhaar's authentication services andaims to lessen reliance on paper by encouraging electronic document interchange between
government institutions.
The Indian government ordered Gmail, Office, and Rediff to generate regional language email
accounts in order to link rural India to Digital India. The email provider companies havereacted positively and are proceeding in a similar manner. Data Xgen Technologies Pvt Ltd,an Indian firm, has established the world's first free multilingual email account, dubbed'DATAMAIL'. Eventually, Data XGen Technologies will provide email in 22 languages.

4.4. National Portal [NPR]
The Official Portal of the Government of India, india.gov.in, was founded, constructed, and hosted by
NIC, a significant ICT organization of the Indian government under the supervision of the Ministryof Electronics and Information Technology (the national portal of India). The Portal was built as a
Mission Mode Project, according to the government's National E-Governance Plan. The facility was
opened to the public in November of 2005.
The Portal's purpose is to provide citizens and other stakeholders with a single point of access to
Indian government information and services. This site was built in an attempt to provide thorough,reliable, credible, and all-in-one information about India. The present portal is a metadata-driven
portal that is connected to the most up-to-date information from other Indian government portals andwebsites.
The National Portal Content Management Team is in charge of the portal's content and is part of the
National Portal Secretariat. The content coverage, design, and technology of this Portal will be
upgraded on a regular basis, and that is our goal in the future.
4.5. Government CIO [GCIO]
India's Department of Electronic and Information Technology (DEITY), a section of the Ministry ofCommunication and Information, has been instrumental in sponsoring and leading digital government
activities in the country. It is also considered a national GCIO (Government Chief Information
Officer) center, since the head of DEITY performs comparable functions to those of a Chief
Information Officer (CIO) in other nations. In collaboration with the Indian CIO Association, the Srini
Raju Centre for Information Technology and Networked Economy (SRITNE) and the Indian Schoolof Business (ISB) provide a CIO Academy as an add-on to their respective CIO development programs.
4.6. E-Government Promotion [EPRO]
Multiple state governments and national ministries have taken steps in recent years to implement eGovernment. Numerous efforts have been undertaken to enhance the delivery and accessibility of
public services. In India, e-Government has gone beyond the computerization of government offices
to incorporate citizen-centric initiatives, service orientation, and transparency. Prior e-Government137

endeavors were analyzed in order to establish the country's progressive e-Government plan. To
accelerate the deployment of e-Government across numerous government departments at the national,
state, and local levels, a methodical approach guided by a shared vision and plan has been taken. This
concept has the potential to save money by pooling critical and supporting infrastructure, facilitatinginteroperability via standards, and providing people with a unified view of government.
The National e-Governance Plan (NeGP) unifies the country's e-Government activities under acommon vision and objective. This strategy is resulting in the development of a statewide
infrastructure and the massive digitization of documents in order to give quick, dependable internet
access. The ultimate goal of the NeGP is to make government services more accessible to people.
Numerous legislative measures and programs have been launched to enhance the e-core Government's
and supporting infrastructure. The key components of the basic infrastructure are the National eGovernment Service Delivery Gateway (NSDG), the State e-Government Service Delivery Gateway(SSDG), and the Mobile e-Government Service Delivery Gateway (MEGSDG) (MSDG). Among thecritical support components are metadata standards, interoperability, business architecture, andinformation security. The G-I cloud will use cloud computing to support e-Government efforts.
4.7. E-Participation [EPAR]
Since the early 1990s, India's culture and society have been classified as a high-tech adoption society,with both government officials and people benefiting from information and communications
technology (ICT) for mission and business support. Members of Parliament maintain a website thatserves as a way of contact with the public at large. Nonetheless, the absence of an eParticipation site
dedicated to eliciting public opinion has resulted in a reduction in the overall quality of e-Participationin India to date." The presence of a GCIO and an organization, as well as development activities, arethe primary reasons why India receives high marks in this category.
4.8. Open Government Data [OGD]The Open Government Data Platform India facilitates increased access to and use of governmentowned data, therefore maximizing its potential for national growth. The program is a component of
Pillar 6 of Digital India's Open Source Stack. The Indian and American governments collaborated on
the Open Government Data Platform India. Additionally, the Open Government Data Platform India
has been packaged as a product and given open source for international use. The whole product isavailable through "GitHub", which is the external website that opens in a new window. The Open
Government Data Platform India enables many government agencies to submit data catalogs forinclusion on the front end website, subject to approval through a workflow procedure.
4.9. Cyber Security [CYB]
The last 18 months' cyber threat data coming out of India is frightening. India’s Computer Emergency
Response Team CERT-In recorded over 600,000 cyberattacks in the first half of 2021. According to
Kaspersky, remote desktop protocol (RDP) attacks jumped from 1.3 million in February to 3.3 million138

in March 2020. For the month of July 2020, India experienced 4.5 million attacks. 9 million assaults
by February 2021.
In a recent assessment by the International Institute for Strategic Studies of India's cybersecurity
guidelines, in the early this year, 4.5 million passengers of an Indian airline were victimized bymassive hack. A fast-food chain in India discovered 13TB of dark web data. A payments company
suffered a data breach that exposed 3.5 million people's personal data on the dark web.
Orange Cyberdefense combines all the emerging and highest technology to solve all the existing
issues. Orange Cyber Security Operations Center (CyberSOC) in India is also available 24/7 to help
consumers. Cloud computing has helped businesses negotiate COVID-19. Orange Cyberdefense
provides a complete cybersecurity portfolio to assist enterprises safeguard access to cloud andcontainer environments.
4.10. The use of Emerging ICT [EMG]
India's objective is to establish itself as a competent nation to whom the rest of the world can search
for AI-related work. India's AI achievements will benefit the rest of the world. The government iscurrently drafting legislation to preserve Indian residents' personal data. Legislation is being pushed
because the objective is to create a safe and ethical supercomputer with artificial intelligence. Indianswould gain from a data-rich and data-driven society, as well as from lower business costs.
Digital India and the Smart Cities Mission have been using technology to give the Indian people adiverse variety of efficient, sustainable, accessible, and cost-effective smart services. Intelligent
transportation, intelligent infrastructure, intelligent energy, intelligent communications, andintelligent lighting are all enabled by IoT, cloud computing, and artificial intelligence technologies.
Governments, people, and organizations can benefit from these solutions since they allow forsignificant cost savings and labor savings. The Internet of Things (IoT) is rapidly gaining traction asa significant business and industrial application area. Everything will be networked, from power grids
to autos, towns, and manufacturing floors. IoT India will focus on IoT infrastructure for mobile
devices.

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Indonesia
1.

General Information

Area: 1,904,569 km2
Population: 276,933,453
Government Type: Unitary Presidential Constitutional Republic
GDP: $4,260
Internet Users: 53.73
Wired (Fixed Broadband Users): 3.92
Wireless Broadband Users: 89.07
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Indonesia's digital transformation is a result of the government and private sector's significant efforts.
With their strong commitment to digitization, the Indonesian government, in particular, plays a criticalrole in this fast expansion. The Indonesian government has made a significant effort to incorporate
Internet of Things (IoT) technology into one of the country's most well-known smart towns – Bandung.
The local government has developed over a hundred applications to assist citizens while increasing
government efficiency and productivity.
As a combination of multiple success stories and greater firm efficiency and top-line revenue growth,
the digital transformation movement is gaining traction and accelerating in Indonesia. Emtek,
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Telkomsel, Lippo Group, Bank Mandiri, and GO-JEK are just a few of the very successful businesses
that have made use of digital opportunities.
Emtek is an Indonesian media and technology company known for owning television networks andturning BlackBerry Messenger into a mobile payment platform with 63 million users. Telkomsel is asignificant participant in the mobile communications market, allowing customers to make payments
and purchases using their phones. And, speaking of Lippo Group, their foray into the digitaltransformation game has resulted in phenomenal growth. Lippo Group has evolved to become
Indonesia's biggest online retailer, with a sales goal of US$1 billion in two years, thanks to a US$500
million investment in its e-commerce.
3.2. New Trends
While the increased adoption of internet-enabled services during the pandemic is expected to boost
the digital economy's development, the benefits of this expansion may be unequally distributed. If
Indonesia intends to utilize digital technology for greater inclusion, it must emphasize three policy
aims.
● The primary goal is to improve digital connectivity and give universal access to high-quality
internet via actions including clarifying telecom infrastructure sharing regulations.
● The second goal is to make sure that the digital economy benefits everyone. Improved logistics
and more investment in digital-era-relevant skills might help.
● The third goal is to employ digital technology to improve public services, citizen-stateinteractions, and confidence in the digital realm.
Despite substantial progress in improving internet access over the previous decade, Indonesia's coreconnectivity gap continues to be a significant roadblock. Almost half of the adult population still
doesn't have access, and the gap between urban and rural connectivity hasn't narrowed. Indonesians
are beginning to notice how technology is transforming their lives and economic activities, resulting
in improved customer service. However, opportunities are generally limited to a segment of the
population with a higher level of competence. While digital gig work is more valued than other formsof casual work, it is concentrated disproportionately among urban male workers in the transportation,
storage, and communications sectors.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 4.890, Indonesia is ranked 51st out of 64 countries in terms of network infrastructure
preparedness. According to the latest estimates, there were 202.6 million Internet users in January
2021, a 16% percent increase over the previous year. 73.3 percent of the population has Internet accessat the start of 2021. According to statistics, everyday social media use was above 170 million people,
or 61.8 percent of the population, in January 2021. Mobile phone connections made up 125.6 percent
of all connections made by the whole population at the time.
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Indonesia has made significant progress toward national digitalization and achieved several
achievements. Telkomsel signed a lease-back agreement for $950 million on about 6,050 mobile
towers. Additionally, the nation is expected to have steady growth in mobile broadband through 2025,
aided by high smartphone adoption. Smartfren picked ZTE to assist in the development of 5G.
4.2. Management Optimization [MO]For Indonesia to effectively adopt digital transformation, Information, Communication & Technology(ICT) development is a prerequisite. The Ministry of Communications and Informatics has the
responsibility to ensure that Indonesians have fair access to high-quality, low-cost ICT services.
National digital transformation necessitates the deployment of cutting-edge technologies, such as 5G,
together with the expansion of ICT infrastructure. In terms of Indonesia's connectivity, the network
will be transformative, serving as the backbone of digital transformation and the critical driver of
economic growth. While working on an Indonesian 5G implementation policy roadmap, the Ministryof Communications and Informatics is also forming a 5G Task Force to ensure a well-rounded strategy.
4.3. Online Service [OS]Indonesia has a low percentage of credit card usage compared to other countries, even though digital
payments are relatively more popular.
According to Ipsos' February 2020 study, GoPAY has the largest market share in e-wallets, followedby Ovo, Dana, and LinkAja. E-wallets are most often used for payments such as online transportation,
online food and beverage, and offline food and beverage. The use of promotions to reward participants
with points and money is quite prevalent nowadays.
In Indonesia, Tokopedia is the most popular online marketplace, enabling people and companies tocreate and operate their online storefronts in a short period. In addition, Shopee is a significant player
in the area, particularly in nations where "mobile first" is the norm. In terms of functionality, it isessentially a mobile-first, varied online store with a traditional web purchase experience.
Besides Shopee, Bukalapak also provides companies and individuals with an e-commerce platform
for acquiring and selling items over the internet. Bukalapak places a high value on the convenienceand dependability of online trading, and it strives to provide its consumers with an additional layer offinancial security.
4.4. National Portal [NPR]
The National Portal of the Republic of Indonesia serves as the official government website forIndonesia (Indonesia.go.id). A general overview of the country is provided, along with information
on government leaders, legislative and regulatory agencies, public service announcements,
announcements of new initiatives, and news and statistics. Indonesian is the only language supported.
4.5. Government CIO [GCIO]
The chief information officer CIO in Indonesia is appointed as a consequence of a presidential
mandate. Government CIOs collaborate with ministries, businesses, and other IT c-level executives
to ensure the success of national digital programs. All government departments hire a Chief142

Information Officer (CIO) to coordinate technical agendas across several administrations, according
to a presidential mandate issued by Indonesian President Joko Widodo.
Government CIOs collaborate with other CIOs, companies, and ministries to guarantee that digital
initiatives are carried out at the national level, according to PANRB Deputy Assistant of Policy
Formulation and Coordination for Administrative System and e-Government Implementation Imam
Mahdi. The presidential order's purpose was to bring together different technology systems fromvarious ministries and agencies. It requires that government organizations share and utilize the same
electronic services for a new e-governance system at the national level.
4.6. E-Government Promotion [EPRO]
The Ministry of Communications and Informatics has been increasing efforts to build considerable
information and communication technology infrastructure in Indonesia, both on the ground and inspace. Providers of information and communications technology infrastructure (ICT infrastructure)
are a means of enhancing Indonesia's territorial integrity to the point where ICT infrastructure
becomes a societal requirement. Technology has improved to the point that using information andcommunication networks is no longer considered a luxury or privilege. The Ministry ofCommunications and Informatics will expedite the construction of ICT infrastructure by at least ten
years compared to the previous plan, which was initially scheduled to begin and end in 2032.
4.7. Open Government Data [OGD]
The National Action Plan (NAP), which describes the country's strategy to open government
implementation, is important in Indonesian politics. Resources have been promised to the National
Action Plan by government ministries and agencies and civil society organizations (CSOs). Certain
milestones have been established for each member to guarantee that all promises are maintained. The
Open Government Indonesia National Action Plan promotes political stability while also modernizing
public services, which is in line with the 8th president's vision of "Clean, Effective, and Reliable
Government Management." It's part of the country's long-term development strategy. The plan is also
an essential aspect of the government's attempts to advance the global agenda, particularly the
Sustainable Development Goals.
The Open Government Indonesia National Action Plan was created in response to the spread of the
COVID-19 virus in Indonesia. Since then, the focus has shifted to post-epidemic COVID-19 recovery
and how to expedite Indonesia's recovery. Various strategic goals, such as boosting public services,
decreasing corruption, promoting budgetary transparency, expanding access to justice, and supporting
gender-sensitive public policies, will also be enabled.
4.8. Cyber Security [CYB]
Recent policy developments in Indonesia show a growing awareness of critical national infrastructure
vulnerabilities to cyber-attacks and the need for comprehensive regulatory and legislative solutions.
Australia's security services may be able to help Indonesia enhance its cyber security basis.
On April 13th, Indonesian President Joko Widodo issued an executive order to enhance the National
Cyber and Crypto Agency, also known as the "State Cyber and Signal Agency," abbreviated as BSSN.
Under Presidential Decree 28/2021, BSSN is directly responsible to the president, allowing additional143

flexible space and influence outside the usual ministry structure. Concerning the organization,
activities, duties, and financial foundations of the agency. The BSSN's efficiency and effectivenesswill be increased, and rules governing "national security, sovereignty, and data protection" will be
reinforced.
Following the BSSN order, three further decrees will be published, including one on the country's
national cybersecurity plan for 2020–24, one on dealing with cyber crises at home, and one on thesignificance of critical information infrastructure throughout the country. Indonesia intends to utilize
these instructions to improve the country's geopolitical and economic competitiveness and develop,
secure, and deploy cyberspace for national goals.
4.9. The use of Emerging ICT [EMG]
Indonesia's digital innovation business is rapidly expanding. With a population of 264.2 million
people, Indonesia is the world's fourth most populous country. The "digital economy" is predicted togenerate US$133 billion in yearly income by 2025, with Internet penetration at 64.8 percent.
Smartphones are the most popular platform, with 96 percent of internet users using them.
Indonesia has one of the most diverse and extensive start-up ecosystems in the ASEAN region, thanks
to the country's 215 million internet users and largest economy. Within the more extensive economy,
Google/Temasek estimates Indonesia's "internet economy" to be worth US$40 billion in 2019, after
growing at a 49 percent annualized rate since 2015 and is expected to reach US$130 billion by 2025.
This amounts to almost 45 percent of ASEAN's total projected.
Entrepreneurship is essential in the fast-growing "digital economy" e-commerce, digital health,finance, and education technology industries. It is also a driving factor for modernization in traditionalbanking, telecommunications, agriculture, logistics, retail, natural resources, and public services. A
wide range of accelerator/incubator programs, co-working spaces, and venture investors helped makethis possible.

144

Israel1.

General Information

Area: 20,770 km2
Population: 8,816,691
Government Type: Unitary Parliamentary Constitutional Republic
GDP: $47,600
Internet Users: 86.79
Wired (Fixed Broadband Users): 30.06
Wireless Broadband Users: 115.53
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In recent years, Israel has achieved significant progress in terms of online government services.
Furthermore, the government maintains a map of all available services. According to Government
Resolution No. 20974 of October 10, 2014, the most valued government services to the public will be
digitized by 2019. To accomplish this, all government services were mapped, assessed for usefulness,and other criteria. Government agencies devised a strategy for digitizing the most beneficial services
to make their services available digitally to consumers and companies to decrease bureaucracy andenhance government services. All government services, information, and websites are centralized on
the website gov.il. The website is also mobile-friendly, including Arabic and English sections.
The E-Government Unit of the Government ICT Authority collaborates with government departments
to digitize paper forms and remove red tape. The documents revised a standard template and are
145

accessible and cross-browser compatible. Online transactions are far less expensive than phonetransactions, let alone dealing with a government clerk in person. Customers' reliance on government
service offices is reduced due to digital services, which reduces expenses. Citizens may pay
government agencies and organizations online utilizing an e-commerce system with a single
responsive interface compatible with all browsers. You may pay with a credit card or with a banktransfer. This channel provides access to services such as printing government papers (such as adriver's license, automobile registration, and ID card supplement) and other available services via ahome computer.
Individuals or organizations may be securely identified, allowing for more customized services. A
secure identification infrastructure assures that the person who requests a digital service is authorized
to get it. In line with Government Resolution 29605 of August 6, 2017, the Government Information
and Communications Technology Authority developed a comprehensive identification system. The
system enables quick and easy, safe identification from any device.
3.2. New Trends
Times of Israel reports that NIS 500 million ($154 million) would be spent by the government over
five years to increase high-tech and scientific activities among the Jewish people of Israel. Incubatorsand business accelerators and science museums, and educational programs are all part of the strategy.
This initiative is believed to be part of the funding Ra'am received during coalition discussions that
included Arab-Israeli businesses, even though the budget has not yet been decided. The campaign will
get underway as soon as the state budget is passed. Science and high-tech activities will be fundedwith a total of NIS 628 million over the next five years ($193 million).
By agreeing on an approach that incorporated high-tech educational initiatives, Abbas and Farkash
Hacohen of Blue and White came up with a plan to create 30 technology centers in Arab countries.
According to the report, a cooperative space initiative with the United Arab Emirates might include
Arab Israeli students. Incubators, entrepreneurial centers, and angel investor programs are all part ofthe plan, which calls for creating two R&D facilities in northern Israel and the Negev. The Innovation
Authority will give initiatives that assist the Arab community priority, and programs that help
researchers and developers advance their careers will be supported.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 7.228, Israel is ranked 24th out of 64 countries in terms of network infrastructure
readiness. The overall number of Internet users climbed to 7.68 million in January 2021, up 6.7 percent
from the previous year. The proportion of persons having access to the Internet remained steady at 88
percent of the population at the start of 2021. Social media use is predicted to be used among 6.81
million people, or 78.1 percent. Mobile phone connections accounted for 116.9% of the population at
the time.
146

In addition to the statistics, Israel has accomplished tremendous feats up to the start of 2021. The
telecom regulator has completed the 5G auction, suggested abolishing all interconnection fees, andset a deadline for GSM and 3G networks to be decommissioned by 2025. Bezeq unveils its fiber
network, which will provide data transmission rates of up to 2.5 gigabits per second. The ResearchCommittee awards second-round funding to innovative companies developing 5G technology. The
Universal Service Obligations of Bezeq and HOT Telecom contribute to broadband supply to 99
percent of residences.
4.2. Management Optimization [MO]The Israeli government acknowledged the need for a national digital strategy in 2013. At the sametime, the government established the "Digital Israel National Initiative," which aims to design andexecute a national digital plan for ICT usage. In its strategic socio-economic review, the National
Economic Council listed "Digital Israel" as one of six significant challenges the State should solve.
With the National Initiative and its goals in mind, the government formed the Digital Israel Bureau
inside the Ministry for Social Equality. The Bureau was given the mission of creating a National
Digital Program, executing intra- and inter-ministerial digital projects, and supporting crossgovernment cooperation by the government.
Israel has progressed through time to become a worldwide high-tech powerhouse, thanks partly to theIsraeli people's entrepreneurial spirit and rapid adoption of new technology and services. Now is themoment to make a long-term investment in Israel's leadership ambitions. Some of the Ministry forSocial Equality’s goals are to reduce disparities between demographic groups, close the "gap" between
the periphery and the center, and promote equal opportunity. Promoting technological advancement
and innovation in Israel's digital sector can be a significant engine of economic development, job
creation, and improved public services. There is also the potential to enhance digital infrastructuresand public access to state and local government services.
4.3. Online Service [OS]In terms of Online Services, the rules controlling electronic signatures, data transfer, and anti-spamremain to ensure that Digital Government applications are used fairly and securely. The sitewww.gov.il, a new one-stop government website, provides people with easy access to various services
ranging from electronic tax and payment processing to form downloads and license registration.
Despite the presence of a national portal, the proliferation of government websites makes information
access more difficult. Transfers between the portal site and the applicable department and between
English and Hebrew locations have not been optimized in some instances, resulting in error pages.
Furthermore, no completely optimized online transaction experience has been built since some
applications need users to download forms and email or send them to the appropriate agencies.
4.4. National Portal [NPR]
In 2010, a Ministerial Committee resolution created a revamped website gov.il/data to deliver accurate
and authorized government information for the general public. The report provides open-source accessto government datasets, enabling users to build applications and systems at will. The government ICT
Authority inaugurated the new consolidated website gov.il, based on the open code of the British
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gov.uk website. The website was established to provide the public with easy and rapid access to all
government information and services. The most commonly used services have been redone in thewebsite's style.
4.5. Government CIO [GCIO]
Ms. Carmela Avner, at the time of her appointment as the country's first national chief information
officer, was a director in the Finance Ministry. There has been no mention of a replacement in the
English-language news media since Avner's departure at the end of 2013. Currently, there is little tono emphasis on CIOs in the country's educational system; nonetheless, CIO jobs and CIO panels andforums are still accessible in the private sector.
4.6. E-Government Promotion [EPRO]
The construction of digital human capital infrastructure for Israeli local administrations is the firstcomponent of the Digitization of Local Government and Advancement of "Smart Cities" plan. As aresult, two critical training programs have been designed to assist participants in learning about theadvantages and prospects of shifting to a digital-based economy, providing them with vital knowledge
and skills and allowing them to start and complete digital initiatives. The initiative also encourages
building a network of digital transformation leaders to foster shared learning and cooperation for thesector's success.
Additionally, digitization gives Israeli local governments horizontal municipal digital platform
options. This component aims to provide local governments a standard minimum foundation forenhancing and increasing access to services for individuals and businesses, with a particular emphasison those that cannot establish or buy the necessary systems. The third component helps local
governments achieve the Smart City goal by supporting advanced digital activities. Local
governments will benefit from digital solutions tailored to their specific requirements anddemonstrations of how the digital age can aid them in achieving their strategic objectives.
4.7. E-Participation [EPAR]
Free expression and public involvement are promoted across all government agencies in Israel, afoundation of open government. By continuing to expand public sector data accessibility, theadministration hopes to increase citizen engagement in decision-making. As a result, ministers' contact
information may be obtained on the official website of Israel's Knesset, www.knesset.gov.il. Both
Israel's Prime Minister and President have official websites with connections to their respective social
media platforms such as Twitter and Facebook. There is, however, no standard or agency in place toassess public satisfaction with D-Govt. services.
4.8. Open Government Data [OGD]The Internet's improved platform allows for unprecedented cross-entity communication, as well as
increased openness and accessibility. The foundation for creative democracy is built on open
government ideals of transparency and accountability, and public participation. Government agencies
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devised a strategy for digitizing the most beneficial service station and new technologies in publicprivate interactions. The International Open Government Partnership, a partnership between
governments and civil society organizations in over 70 countries, including Israel, supports theseideas.
Promoting data-driven innovation, where the government is an information supplier, and public accessto government databases provides economic and social advantages is possible with Open Government.
This opens up the vast amount of data collected by the government and allows for new services that
benefit individuals and the economy. In 2012, the Ministry of Transportation launched the Public
Transportation Database, which collects trip data from buses. Many applications based on data werecreated quickly to provide excellent and up-to-date information to public transport passengers.
The Government ICT Authority promotes actions that align with the Open Government Partnership's
goals. The government departments take measures to allow public access to government databases,
and efforts to improve public engagement in decision-making processes will be promoted. The
Government ICT Authority is also working on an open code policy with the Accountant General
Division and government departments. The government will also open and make accessible thenecessary infrastructure to ensure the success of these measures, such as portals for current andreliable government information and public participation platforms.
4.9. Cyber Security [CYB]
Israel, after the United States, is the second most favored nation for organizing InfoSec events. Israel
has traditionally maintained a formidable military due to its political context, which includes
Offensive and Defensive Cybersecurity capabilities. Israel's Security Services and leadershipbenefited from the United Kingdom's blunders after World War II.
On the other hand, the Israelis did the exact opposite of what the British did in 1945. Their government
has long recognized the value of reusing and recycling top Cybersecurity specialists who obtained
essential expertise and knowledge while serving on both the offensive and defensive sides of themilitary and applying those talents in a business context. Israel fulfilled a target set by Benjamin
Netanyahu in 2015 of becoming one of the world's Top Five Cyber Security Powers. Israel accounts
for about one-fifth of all private cybersecurity investments worldwide. Unit 8200, akin to GCHQ or
the NSA, specializes in recycling its military Cyber Warfare ingenuity into the business realm.
4.10. The use of Emerging ICT [EMG]
Israel's government aspires to be one of the world's top five artificial intelligence developers. The
government anticipates investing $300-600 million to accomplish this aim. To further examine thisconcept, a coalition of academic, industry, and government leaders were created. On the other hand,
Israel continues to be the leader in terms of talent and AI startups, with a sector ecosystem totalingover 1500 firms.

149

Numerous information and communication technology (ICT) businesses are software-based. Israel's
primary supply of software, information technology equipment, and services is in the United States.
Israel is a critical player in the digital world, particularly in information technology, software, and theinternet has grown 400 percent in the previous decade. Globally, Israeli software is used in a wide
variety of corporate, consumer, and technical applications. Over a hundred Israeli software businesses
are involved in cloud computing, widely viewed as the next information technology revolution.
Priority was given to communication infrastructure by the Ministry of Communications in 2020. In
June 2021, the Ministry deemed the fiber optic infrastructure plan effective. The Ministry ofCommunications has advocated for subsidized fiber-optic infrastructure expansion in economicallydepressed regions. Americans may immediately contribute to the 5G ecosystem, beginning withcomponents that communicate with 5G infrastructure, such as mobile chipsets, modems, data center
equipment, and IoT devices. The network will also allow smart cities, improved transportation, digital
healthcare, and increased industrial output and manufacturing.

150

Italy1.

General Information

Area: 301,336 km2
Population: 60,351,444
Government Type: Unitary Parliamentary Constitutional Republic
GDP: $35,000Internet Users: 76.10
Wired (Fixed Broadband Users): 29.53
Wireless Broadband Users: 94.09
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The digitalization of the Italian government has progressed at a remarkable pace in recent years. TIM
is being sued for €1.1 billion by Vodafone Italy and Fastweb for abusing its dominant position in the
fixed broadband market. An official website dedicated to coronavirus preparedness has been launchedby the Italian Ministry of Technological Innovation and Digitisation (MID) to showcase the efforts
being made by operators, businesses, and organizations across the country to reduce the impact of theoutbreak on the general public. Companies may sign up on the government's Digital Solidarity website
to provide free online publications, high-speed Internet, and e-learning platforms.
Italy has launched a campaign to convince Internet companies and publishers to provide free services
that allow people to work and study from the comfort of their own homes. Following the call for
digital solidarity issued by Paola Pisano, Italy's Minister for Technological Innovation and151

Digitisation, all of the country's leading telecom providers have already announced several incentives
for residential and business customers. Additional data allowances, access to cloud computing
platforms, online meeting services, and free magazine subscriptions are just a few of the benefits
available via the Digital Solidarity website. Other countries that may be forced to put substantial
restrictions (such as pandemic measures) on their citizens may emulate this public sector initiative.
3.2. New Trends
The National Innovation Plan 2025 calls on the government to step up efforts in three critical areas:
digitalization, innovation, and long-term sustainability. In light of the present state of the pandemic,
it is essential to develop new methods of operating collaborating beyond national borders. The
National Innovation Plan 2025 emphasized the need for speeding digital transformation, rethinking
public service administration and delivery systems, and increasing the use of artificial intelligence toachieve the stated goal of improving public service delivery. Developing personal assistant skills,
advising on small and innovative start-ups, preventing the use of inexperienced or obsolete technology,
and monitoring outcomes are all examples of what may be done. The local governments must take anactive role in citizenship promotion efforts to ensure that people are digitally included and competentby helping them gain access to digital services and resources. This is essential. Initiatives such as
Bread and Internet Points, Assisted Access Points, and Roma Easy Points have been established inthis respect.

4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
It was estimated that 50.54 million people in Italy used the internet in January 2021, a rise of 1.1
million people over the same month the previous year.
In January 2021, the percentage of Italians who used the internet was 83.7 percent. At the same time,
the number of social media users in Italy reached 41.00 million, equal to 67.9 percent of the country's
entire population.
In early 2021, there were 77.71 million mobile connections in Italy, equal to 128.6 percent of thecountry's entire population.
4.2. Management Optimization [MO]The Council approved the National Broadband Strategy and the Ultra-Wideband Plan of Ministers on
March 3, 2015. Digital Italy and the Ministry of Economic Development had a collaboration in the
plan's implementation. Individuals and governments alike may invest beyond the European minimum.
The Italian Ultra-Wideband Strategy seeks to bridge the gap between fixed and mobile
telecommunications infrastructure.

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The Three-Year Plan for Public Sector IT concentrates public sector ICT investments on government
standards and European goals and initiatives. The plan proposes new digital technology management
and use paradigm. The Plan requires a balance of innovative technologies, flexible management, andan effective governance model. In addition to executing the Plan, the Agency for Digital Italy
coordinates federal and municipal support. In March 2019, former Simplification and Public
Administration Minister Giulia Bongiorno approved the 2019-2022 Three-Year Plan for Information
Technology in Public Administration. The new approach will enable individuals and businesses to be
active innovators.
4.3. Online Service [OS]SPID is a method for verifying a person's or business's digital identification. SPID allows consumers
to access all PA online services through a single digital title from any device (username and password).
It enables people to access public services throughout the EU. Collaboration between the public andcommercial sectors is needed to develop national systems. There were 5,736,164 SPID IDs active inJanuary 2020.
After two trial runs, all citizens over 15 were granted access to the Italian electronic ID card (CIE). It
contains users' tax identification numbers, blood type, and fingerprint scans. A unique identifier, abiometric key, and a digital signature are all included. The microchip stores the cardholder'sfingerprint template. Additionally, the microchip allows electronic payments between people andvendors. Italians may now travel across the EU and utilize public services thanks to CIE.
A few websites have been established to provide online services. Buyers and sellers may utilize an
eCatalogue to place direct orders or get quotations from the platform's certified suppliers. Also, Buy
Smart, the national website, provides free green purchasing advice and educational materials. Agencia
Nacional de Nuevas Tecnologías, E (ENEA).
The public sector has made tremendous strides in terms of digitalization. Through an IT exchange
platform, electronic invoices are transferred between public administration entities. By January 2020,
150 million e-bills will have been issued. Individuals and companies may make electronic payments
to government agencies by following the regulations, standards, and technologies established by AgID
(payment service providers - PSPs). Numerous cities have signed on to the platform. PagoPA is astandard method of paying waste taxes in Milan.
4.4. National Portal [NPR]
In March 2005, the eGovernment Portal for Businesses was created for businesses and entrepreneurs.
This contains data from the federal government, regions, provinces, and municipalities with apopulation of more than 25,000 and mountain and health authorities and chambers of commerce. The
National Services Card (CNS) or a smart card that complies with the CNS's criteria is required toaccess the integrated services area, which enables simplified procedures, unique data transmission,and coordinated procedure result communication.
The website serves as a one-stop-shop for free access to Italian legislation. As of March 2010, the site
includes all laws passed since 1981; in 2014, the site included Italian government legislation (about153

75 000 pages). On October 22, 2010, this page was accessed. It was a new website created by the
Ministry of Labour and Social Programs to strengthen ties between business, education, training, andsocial programs. Its main objective was to facilitate and expedite access to a comprehensive catalog
of detailed employment information and services via the use of a shared and collaborative information
system.
The National Tourism Portal of the government provides information about the country's main cities.
Tourists may get travel ideas, articles, and movies about Italy's main attractions on the web.
Additionally, a calendar of activities is included to ensure that all thrilling experiences are maximized.
4.5. Government CIO [GCIO]
The positions of General Counsel and Chief Information Officer are not specified. In Italy, no formal
rules or standards govern the chief information officer job. AGID is the primary organization in chargeof Digital Italy, and it is housed inside the Prime Minister's Office. The AGID team supports andadvises Italian public sector organizations as well as the Italian government. Additionally, the Directorof AGID makes a passing reference to the GCIO function in his comments.
4.6. E-Government Promotion [EPRO]
By allocating EUR 5 million for two years between 2020 and 2021, Law 160/2019 seeks to bolster
the Italian Digital Agenda. Additionally, the Law establishes a new function for the Department of
the Presidency of the Council of Ministers in identifying, promoting and managing initiatives
involving innovation, technology, and digital transformation. Finally, the Law calls for theestablishment of a platform for digital notifications. All government agencies will utilize this platform.
The Legislature adopted Legislative Decree No. 133 on 12 September 2014 to boost the national
economy and eliminate bureaucracy.
On 5 September 2019, the Ministry of Innovation, Technology, and Digitalisation were established todevelop a coherent plan for Italy's modernization according to the rest of the European Union. The
Ministry's objective is to allow Italy to close the technological gap with other EU member states andto develop new business models to complete the country's digital transformation and make up for the
deficit in compliance with international standards identified by the European Commission. The Digital
Transformation Department (DTD) is responsible for implementing the Digital Agenda (2017-2019)and inherits the former Innovation Technology Department's competencies within the Ministry. The
Digital Transformation Department was established to assist the Prime Minister in promoting andcoordinating government initiatives to develop a unified strategy for digital transformation andcountry modernization via digital technology. Since January 2020, the department has been
operational.
4.7. E-Participation [EPAR]
The 2025 National Innovation Plan was introduced in February 2020 by the Ministry of Innovation,
Technology, and Digitalisation. A digital infrastructure, public services, and public-private
154partnerships are promoted. The Plan aims to encourage high-tech industries such as robots, smart
mobility, artificial intelligence, and cybersecurity inside the Italian economy and solve all humanrelated problems presented by the fourth industrial revolution. The Plan will foster inclusive,transparent, and long-term innovation that benefits the whole community.
With the help of the Agency for Digital Italy, public and EU-wide information systems planned tohave interoperation. Complete European integration ensures the technical consistency of public
information systems intended to serve people and companies. The Agency also promotes Italianinvolvement in European and national digital agenda projects. The new measures of open government
culture, corruption prevention, simplification, digital services, digital citizenship, and skills
demonstrate the maturity of available government processes while improving action convergence andresource optimization.
The third Action Plan enhances and extends initiatives to promote government investment
transparency, including Soldipubbici, OpenCoesione, ItaliaSicura, and Opencantieri. Local
governments also help fight corruption and safeguard digital rights.
4.8. Open Government Data [OGD]The Fourth Open Government Partnership Action Plan, released in June 2019, aims to transform how
citizens engage with the government. The Plan includes new measures on consultation processes, thebeneficial ownership register, and stakeholder guidelines. It contains twenty significant digitization
initiatives that must be completed by 2025 to promote better democracy, ethics, and inclusion.
Directive 2003/98/EC on the re-use of public sector information was incorporated into Italian law inJanuary 2006 by Legislative Decree 36. Following a discussion about the appropriate implementationof Directive 2003/98/EC on the re-use of public sector information in Italy, the Italian government
suggested amending Legislative Decree 36 of 24 January 2006 to re-use public sector documents. In
2015, Italy enacted Legislative Decree No. 102/2015 to bring national legislation into compliancewith Directive 2013/37/EU. It set new requirements for electronic access to and re-use of government
data. Additionally, it set the standard for Open Data.
Italy's open data standard is established by the eGovernment Open Data Portal which provides accessto and descriptions of about 150 publicly accessible databases. The data is made available in acomprehensive, timely, and accessible way to anybody interested in developing applications foranalysis or study. Open data is a term that refers to publicly available information that must be readily
reusable. Access trusted to applications and licensing are critical in this context. Each administrative
entity must publish open data following international and nationally relaxed trusted data laws tocontribute to the public information heritage. There are 27 911 datasets as of January 2020.
4.9. Cyber Security [CYB]
On November 18, 2019, the Official Gazette published new legislation on urgent cybersecurity
measures. The Law was enacted to guarantee that nationally public and private information systems
that provide critical public services are secure. Legislative Decree 65/2018 established the ItalianComputer Emergency Response Team (CSIRT) by transposing NIS Directive EU 2016/1148.
155

The AgID created beneficial techniques for enhancing the resilience of the public administration's
national IT infrastructure. The goal was to increase the responsiveness and efficiency of public sector
cybersecurity systems to prevent events such as accidents or hostile activity that jeopardized expected
service delivery. In 2018, a risk management strategy was developed based on solutions previously
utilized in the commercial and governmental sectors on a national and international level. PAC and
PAL have begun testing AgID's self-assessment tool for cyber risk.
The Law 133/2019 on Immediate Measures to Strengthen National Cybersecurity aims to guarantee
a high degree of security for public and private information systems that provide critical public
services. Within four months of the law's passage, the President of the Council of Ministers is required
to issue a decree specifying the entities impacted by the law. Additionally, the Cybersecurity Portal
provides tools for evaluating and controlling cyber risk.
4.10. The use of Emerging ICT [EMG]
The first White Paper on Artificial Intelligence at the Service of Citizens was delivered in Rome in
March 2018 by the IA Task Force of the Agency for Digital Italy. The White Paper illustrated theguidelines and recommendations for the sustainable and responsible use of Artificial Intelligence inpublic administration. As described in the previous section, it represented the first step in establishinga link between public administration bodies and the private sector. The goal was to find a way tomatch the supply and demand for new services in the marketplace. These expert groups were convened
in January 2019 to develop national strategies, which included defining each group’s goals, schedule,
and working procedures. The discussions focused on artificial intelligence, blockchain technology,
and distributed registers.
The ideas of distributed ledger technology and smart contracts were first brought into Italian law by
Decree-Law No 135 of December 14, 2018, modified by Law No 12 of February 11, 2019. They werethen codified in Law No 12 of February 11, 2019. These definitions reflect the first official effort by
the Italian government to define and incorporate blockchain technology within the country's legal
frameworks. Furthermore, the Law may serve as a starting point for more comprehensive national
regulation of blockchain technology in the future.

156

Ireland1.

General Information

Area: 70,273 km2
Population: 4,991,658
Government Type: Parliamentary Democracy
GDP: $94,560
Internet Users: 92.00
Wired (Fixed Broadband Users): 30.71
Wireless Broadband Users: 103.82
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The Covid-19 outbreak has altered Ireland, as well as the rest of the world, ushering in a new era ofdevelopment. Ireland needed to make a larger effort to integrate technology into its economic andsocial life in order to overcome the pandemic and recession. Digital governance is considered as thecatalyst that will lift Ireland from its downward spiral. The government made actions to close thedigital skills gap and build an education and training system supporting adults to acquire digital skills.
Additionally, the government has made major investments in the country's workforce's digitaltransformation. Prior to obtaining any work, all labor forces must meet critical skill and knowledge

157

standards. This is followed by an aim of producing citizen-developed technology to meet the next
era's expectations.

Figure 1

Figure 2

Figures 1 and 2 illustrate the level of technology required to meet Irish job standards. Practically alllarge sectors require moderate talents, which include the use of a word processor and/or the generationof papers and/or spreadsheets.
Ireland's immigration and business registration processes have been streamlined and resourced to meetinternational standards. To develop their infrastructure and public services, the government
harmonized policies and programs across Departments. They advocate for free international dataflows and work with the European Commission to advance practical and legislative initiatives in thedata management and artificial intelligence sectors
3.2. New Trends
To educate and encourage the use of new technologies, the Irish government actively advertises,
interacts, and consults with the general public. In 2018, they conducted an exercise that included
meetings and face-to-face contacts with members of the public, which was attended by Minister for
eGovernment Patrick O'Donovan TD. The government wants to encourage innovation by increasing
the participation of start-ups and small and medium-sized enterprises (SMEs) in the creation of
government solutions. This is accomplished via the usage of GovTech.
To push all five components of its Public Service ICT Strategy, the Irish government devised an 18step program that includes eighteen major projects. Each of the eighteen initiatives has been
programmed to take advantage of the standards in their respective fields. The development of the158

Gov.ie website, the passage of legislation, the creation of a Government Private Cloud, and theintroduction of an ICT Apprenticeship program are all examples of these efforts.
The government wants to increase the number of people who use MyGovID as well as the service's
value and capabilities. Mobile-based authentication, for example, will be a good example of this. They
want to transition their private cloud to a hybrid cloud environment so that they may take use of theadvantages of public cloud services while keeping costs down. They also want to redouble their efforts
in the future in the area of open data.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Ireland had 4.51 million internet users in January 2021, a 242 thousand increase from 2020 to 2021.
The Internet penetration rate of Ireland as of January 2021 was at 91 percent.
The number of social media users in Ireland increased by 3.1 percent in January 2021 compared to
January 2020. By the beginning of 2021, social media users in Ireland would account for 76.4 percentof the total population. Ireland had 4.69 million mobile connections in January 2021, which showeda decrease of 192 thousand from January 2020 to January 2021. The statistics accounted 94.6 percentof the total population.
2021 witnessed some significant development in Ireland' digital government, which include:-

National Broadband: Ireland advances the national broadband network;
Starlink begins satellite broadband trials;
eir expands 5G services to 57% of the population;
regulator directs eir to make fiber networks available to altnets;
Vodafone launches a commercial NB-IoT service and expands 5G services to additional cities.
SIRO's Gigabit Hub Initiative continues to expand its retail client base.

4.2. Management Optimization [MO]Ireland has been creating an eHealth strategy to demonstrate the value of eHealth to both individuals
and the Irish healthcare delivery system. Electronic prescription, online referrals and scheduling,
Telehealth, and the creation of summary patient data are just a few examples. The Health Service
Executive (HSE) released the Knowledge and Information Strategy in May 2015, highlighting theadvantages of eHealth in Ireland. The Strategy's goal is to offer integrated care that is patient-centered,safe, and high quality. The Strategy, which builds on Ireland's eHealth Vision, is designed to fulfill
the requirements of the population across all patient routes and care settings. Additionally, thisStrategy describes how to change the organization's knowledge and information to meet futuredelivery challenges and promote the HSE Corporate Plan's Vision and goals.
The Irish government released an Action Plan, a strategy for meeting Ireland's need for high-level
information technology expertise. The plan aims to improve Ireland's supply performance via targetedmeasures that will help the country retain its position as a worldwide hub for high-level information
159

technology talent. The government, business, and education and training sectors are cooperating toachieve this goal.
Local governments carry out their responsibilities in line with national policies and LGA initiatives.
The Local Government Management Agency, a state-funded agency that answers to the Housing,
Planning, Community, and Local Government Department, assists municipalities in achieving theirobjectives (LGMA). The LGMA supports the coordinated and cost-effective implementation ofmunicipal services and initiatives within the limits of its legislative mandate. The Government Chief
Information Officer's Office (OGCIO) develops and maintains an enterprise-wide business support
software portfolio. As a cost-cutting strategy, the Public Service ICT Strategy stressed the need tocentralize creating a uniform software suite for all departments.
4.3. Online Service [OS]Government agencies and other authorized users effectively use the Personal Public Service Number(PPSN) to enable secure access to public services. The Department of Employment Affairs and Social
Protection, the Revenue Commissioners, and the Health Service Executive all use PPSNs (HSE). A
PPSN is required for child vaccination, public health (including medical cards and a payment systemfor prescription medications), revenue (including mortgage interest reduction), housing grants, anddriving theory and licensing exams. The Public Service Card (PSC) eliminates duplication andprovides the highest level of privacy whether receiving public services online, over the phone, or inperson.
A typical “Irishman's It” allows citizens to log in to many online government services with a single
password. In February 2020, customers intended to access public services more securely andeffectively via MyGovID. MyGovID is required to access the following online services.
Irish people may renew their passports or apply for new ones online. The service is available 24/7. It
allows Irish people to travel inside the European Union, the European Economic Area, andSwitzerland. Any Irish citizen above the age of 18 with a valid passport is eligible to apply.
Applications are accepted online or through the free app. Passport holders who obtained their Irish
passports recently may now renew online.
4.4. National Portal [NPR]
The gov.ie website acts as a single point of access to online government services, enabling users tosearch for available services quickly. The Irish Government News Service Portal offers an insider'sview of government by reporting on significant events as news. The site's primary aim is to provide
objective coverage of a wide variety of events. In other words, the Portal enables people with interestin government issues to stay current on a single website. All government news releases are available
through RSS feeds or direct links to the Departments. Additionally, the Portal has an 'Issues' sectionthat contains useful topical information. It was created collaboratively by the Government Information
Service, the Government Press, and IT.
Citizens Information is operated by the Citizens Information Board, Ireland's official organization forproviding information and advice on social services. The website offers information on employment
rights, homeownership, international relocation, and education. The subjects are divided into 14160

categories that correspond to significant events and activities in one's life. Case studies, accompanying
documentation, and downloadable forms from different service providers and organizations bolster
the data.
4.5. Government CIO [GCIO]
The mission of the Irish Government Chief Information Officer (GCIO) is to develop and implementa unified IT strategy for the government that ensures the usage of technology across all departments
and agencies. The Health Service Executive (HSE) created the Office of the Chief Information Officer(OCIO) at the second level of the organization to oversee the eHealth Ireland Strategy and guaranteethat technological improvements help enhance healthcare.
4.6. E-Government Promotion [EPRO]
The European Commission proposed in April 2018 a proposal to amend the regulation on the use of
public sector information after an analysis. The Data Sharing and Governance Act took effect in early2019. The GDPR and the Data Protection Act 2018 allow public organizations to freely share data
without fear of violating the law. The SDG will provide EU members with online access to
information, administrative procedures, and support services to help them initiate business operationsin another EU member state. EU individuals and companies were able to quickly check theapplicability of local laws and assistance while traveling across EU borders by the end of 2022. Within
one year, every EU member state is expected to conduct basic activities such as vehicle registrationand pension collection without physical documents.
4.7.

E-Participation [EPAR]

4.8. Open Government Data [OGD]
The government adopted and released an eGovernment Strategy 2017–2020 in July 2017. A
commitment to openness, adaptability, and collaboration with people and companies is reaffirmed in
the eGovernment Strategy. The EU's 2016–2020 eGovernment Action Plan and guiding principles arelinked to the Strategy's ten key themes. A few of Ireland's most vital activities are as follows:-

Make a Digital Service Gateway
Set up an eGovernment Minister-led Digital Programme to improve digital identification anddigitize the whole administrative process
Enhance current digital identity strategies to enable business and location identification;
Expand data-sharing capabilities
Introduce laws to encourage data sharing
Update the Open Data Portal

A new Open Data Strategy for 2017–2022 was announced in July 2017. This approach builds on the
progress made since the Open Data Initiative began in 2014. The Accessible Data Portal encourages
innovation and openness by making public sector data open, accessible, and reusable. The Open Data
Maturity Benchmark ranked Ireland first among the EU28 in 2019.
4.9. Cyber Security [CYB]
161

The National Cyber Security Centre (NCSC) has been running as the department's operational arm
for information security. NCSC members are chosen from the state's national/governmental Computer
Security Incident Response Team (CSIRT-IE). The project aims to minimize Internet infrastructureand services risks to provide a stable, secure, and trustworthy online environment in which individuals
and businesses may conduct social and economic activities. The collaboration with other government
agencies, critical industries like energy and telecommunications, and international partners helps
protect critical digital assets and the infrastructure that relies on them.
The Minister publicly launched a new National Cybersecurity Strategy for Communications, Climate
Action, and the Environment in 2019. The Cruinni GovTech Report was published in November 2019with Future Jobs Ireland's (FJI) annual Report for 2019. The Report emphasized how new technology
could be utilized to develop public service delivery.
4.10. The use of Emerging ICT [EMG]
In 2018, the new Research Priority Areas 2018-2023 were released, allocating most governmentfunded research. Ireland commits to evaluating essential areas monthly to keep them relevant andupdate and modify them as needed. Ireland must be prepared to capitalize on global possibilities now
and in the future by responding to global trends and challenges that influence the global economy andits position. Since 2012, the themes and areas of emphasis have been changed to reflect changing
circumstances.
Ireland established the European Blockchain Partnership in April 2018 to establish a European
Blockchain Services Infrastructure (EBSI). Ireland participated extensively in the Partnership's policy,
technical, and use case workgroups in 2019, emphasizing the Self-Sovereign Identity case use
workgroup. Ireland is a member of the Organization for Economic Cooperation and Development andthe Blockchain International Association for Confidence Applications (INABTA). Ireland will join
the INABTA government consultative board, adding to the global blockchain conversation.
Blockchain Ireland is a public-private partnership in Ireland that brings together the blockchain
business and academia.
The EU Social Security Coordination Regulations require the Member States to establish an electronic
data exchange system. The system's objective is to make it easier to handle benefits claims under EU
regulations. In Ireland, the EESSI Access Point is presently operational.
Project Ireland 2040 is allocating a €500 million Disruptive Technology Innovation Fund (DTIF) to invest in
disruptive technology research, development, marketing, and applications. Advanced and intelligent
manufacturing and sustainable and intelligent food production and processing are critical areas.

162

Japan1.

General Information

Area: 377,930 km2
Population: 125,965,924
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $42,930
Internet Users: 92.73
Wired (Fixed Broadband Users): 34.50
Wireless Broadband Users: 206.43
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Japan has done relatively well compared to many of its Western rivals during the COVID-19 crisis,
despite its population density and super-aging population. A total of 87.6184 points earned Japan ninth
place in the Waseda International digital government rankings for 2021. Former Prime Minister
Yoshihide Suga decided to establish the agency early in his tenure as prime minister. It was designed
to overcome the “digital war loss” that had previously occurred. Getting rid of the bad taste left behindby the previous digital firm is a daunting undertaking for the new one.
Fax machines transmitted handwritten information among medical institutions, regional public healthcenters, and local governments. Cash rewards were distributed to Japanese citizens over months, butdeveloped countries like Germany, South Korea, and the United States completed payouts in days.
163

During the pandemic, system improvements were often unsuccessful. Because medical facilities had
to enter more than 100 data points when resources were few, critics have decried the Health Center
Real-Time Information Sharing on the COVID-19 system, which the health ministry quickly createdto gather real-time patient data. Incompatible with Android OS updates for months, the COVID-19
Contact-Confirming Application was finally fixed. Shortly after it was introduced, an online
application system for job adjustment subsidies was shut down. Local governments in Japan need four
unique systems to administer immunization programs: the Vaccination Record System, which
manages individual data, the Vaccination Allocation System, the Local Government Ledgers, and the
Vaccination Distribution System.
3.2. New Trends
The coronavirus outbreak has completely disrupted Japan’s economic growth. The time has come forJapan to go forward with its Digital Transformation (DX) plan. The DX policy will be a determining
element in the upcoming house elections, is beginning to be recognized by the administration, led by
the Liberal Democratic Party (LDP). The Japanese bureaucracy acknowledges that DX has sped things
up. Former PM Abe notified the media that he would be attending a web-based conference of the
Ministry of Justice in April 2020 to promote the digitalization of legal administration and AI and ICT's
use. There will be regular web meetings at the Ministry of Justice, according to the Minister.
It was imperative that a video conference system in use by the Ministry of Justice, which could only
be reached from inside the Ministry, be upgraded as soon as possible. As the Minister pointed out,
bureaucratic sectors have a troubled history. Perhaps the coronavirus outbreak prompted thesebureaucratic organizations to realize that they must become digital. Japan has entered a new era inwhich the DX process must be accelerated after the coronavirus outbreak.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]The Waseda rankings 2021 placed Japan's Network Infrastructure Preparedness at position 12th, with
7.574 points. Over the year, the number of internet users in Japan increased by 890 thousand to 117.4
million people. At the time, Japan had an internet penetration rate of 93%. More than 74.3 percent of
the country's population was on Facebook in January 2021.
There were 201.1 million mobile phone connections in Japan as of the beginning of 2021, an increaseof 6.1 million over 2020. 159.3 percent of the population in Japan had a mobile phone in January of2021.
Japan's digitization strategy includes a tax adjustment to encourage rural 5G networks. It is expectedthat NTT DoCoMo's 5G service will be available to 55 percent of the population by March 2022 andthat the company will have complete control of it by 2023. The shift to FttP in the fixed broadband
industry continues as DSL is phased out.
4.2. Management Optimization [MO]164

The Japanese government is aware of the need to examine governance model changes. Regulations
are reviewed utilizing frameworks and assessments for regulatory changes that combine digitaltechnologies and data in the areas of consumer protection and security linked with credit and otherproblems. As a result, Japan was in the top 5 countries with the highest score of Management
Optimization indicator in the Waseda rankings 2021.
A meeting of the 31st Council on Investments for the Future held in 2019 decided to conduct
demonstration projects on the development and implementation of regulations based on the use ofdigital technology in our societies, with a particular focus on the following three areas: to identify
problems and challenges associated with achieving the optimal forms of future regulations, etc.
4.3. Online Service [OS]The government aims to build a cashless payment platform for joint use by administrative services
and private-sector services and enhance cloud services utilizing the individual authentication functionof My Number cards from the standpoint of expanding use of My Number cards while rigorously
protecting personal information, as a national platform for Society 5.0.
4.4. National Portal [NPR]
e-Gov, the official website of the Japanese government, is run by the Ministry of Internal Affairs andCommunications. Projects include online management of administrative procedures, electronic
information supply, work, system optimization, enhanced procurement of government information
systems, and the Japanese government promoting information security measures. Additionally, thissite includes connections based on visitors' goals, as well as Japanese-language resources.
4.5. Government CIO [GCIO]
According to the Waseda rankings, Japan was one of the top three nations for Government CIOs. As
part of the Director-General of Administration, each central ministry has a chief information officer(CIO) and an associate information officer (ACIO). Many laws are created by the Federal CIO
Council, which is composed of Ministry CIOs. Prefecture-level and municipal-level CIO
appointments exceed 90%, respectively. In November 2012, the government created a single point ofcontact for all Ministry Chief Information Officers. To replace Mr. Endo on the Federal CIO Council,
Akihisa Miwa, a former executive vice president of Obayashikumi Construction Company, has been
selected.
4.6. E-Government Promotion [EPRO]
In the information society, humans and computers acted as intermediaries, connecting physical spaceand cyberspace. Vast amounts of data collected in this way are automatically analyzed by highly
developed artificial intelligence (AI). The development of AI technology has been remarkable inrecent years, particularly the development of technology such as deep learning. "Society 5.0" is what
the government of Japan calls its vision of a human-centered society that can promote economic
growth and solve social issues.
1654.7. E-Participation [EPAR]
Japan has proposed the concepts of "Governance Innovation" and "Data Free Flow with Trust" at theG20 meeting. Japan is in a position to drive the formulation of international digital rules going forward.
The establishment of a governance model that promotes digital innovation is the key to economic
growth.
4.8. Open Government Data [OGD]The Open Data program, which has the support of the Japanese government, argues for the release of
public data in machine-readable forms and the permission to use that data for commercial benefit orother reasons once it has been made available. It is anticipated that because of this initiative, people's
lives will be enhanced, and business activity will be stimulated. Data from the Japanese government's
website, https://www.data.go.jp/, can be found in a searchable database. Fortunately, the website's
search engine is rather broad.
4.9. Cyber Security [CYB]
The construction of a comprehensive and transparent system for data collecting, storage,administration, and distribution in Japan is essential to constructing a framework for global data
dissemination. It's not a one-size-fits-all approach. There is a slew of ministries and agencies working
on various specific issues, including the development of general-purpose data formats, data cleansing,
the promotion of data security, the assurance of privacy and security for data distribution, and aSociety 5.0 cybersecurity framework.
Thus, the government proposes to create an expert organization on local and international dataexchanges and digital markets based on experts from various ministries and agencies. This institution
would be called Digital Market Competition Headquarters (provisional). Data portability and API
disclosure will be addressed by this organization, as well as the ability to obtain survey results andother reports under the Act on the Prohibition of Private Monopolization and Maintenance of Fair
Trade (the Antimonopoly Act) and other applicable laws and regulations, to establish a framework fordefining and measuring the global market.
While the secretariat will assemble a team of experts from the General Secretariat of the Japan Fair
Trade Commission, the Ministries of Economy, Trade, and Industry, and International Affairs andCommunications to assist with digital-related policymaking, the expert organization will assemble ateam of legal, economic, information technology, and systems theory experts. When developing astrategy for a data-driven society, many ministries and organizations will interact with the DigitalMarket Competition Headquarters (provisional). To execute service changes and bulk requests andbookings of funding for digital government infrastructure in mind, the Cabinet Secretariat should
begin operating a government information system throughout the year.
4.10. The use of Emerging ICT [EMG]166

Japan is a hotspot market for tech innovation, and 5G is no exception. According to NTT Docomo, in
February 2021, a basic agreement was signed to establish a consortium to provide 5G solutions. The
new technology will be tested in Thailand, with commercial services being officially launched in
2022. Japan pledged to commit $2 billion (￥218 billion) to strengthen digital competitiveness indeveloping 5G and beyond 5G technologies. Quantum computing is a bold new frontier in digitalcomputing power, with particles representing qubits able to take on 0 or 1 valued bits simultaneously.
According to a Japan Times article, the government estimated that Japan's organic food market wasworth ￥185 billion based on a consumer survey in 2017. Yano Research Institute estimates that themarket will hopefully expand to somewhere around￥196 million in 2022. Current agricultural policychanges beginning in 2016 have been a driving factor toward innovative strides among ICT companies
such as NTT AgriTechnology. As of March 2021, RIKEN, the Research Organization for Information
Science and Technology (RIST), and Fujitsu announced the beginning of shared use of an A.I.-driven
supercomputer Fugaku. The green energy market in Japan is a sure bet, with the government pledging
to take Japan carbon neutral by 2050.
New A.I. supercomputing will also lay the groundwork for developing next-generation electric vehicles, fuelcells, solar batteries, etc. Japan has an excellent opportunity to get back on its feet with its ambitious projects
and fill the gaps in the global chip market.

167

Kazakhstan
1.

General Information

Area: 2,724,900 km2
Population: 19,038,796
Government Type: Unitary Dominant-Party Presidential Constitutional Republic
GDP: $ 9,830
Internet Users: 85.94
Wired (Fixed Broadband Users): 13.93
Wireless Broadband Users: 83.66
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Kazakhstan ranked 31st in the Waseda International digital government rankings for 2021, with an
overall score of 75.2545. Because of the COVID-19 outbreak in Kazakhstan, personal data security
has become a significant concern. As part of the "Digital Kazakhstan" national digitalization program,facial recognition, artificial intelligence, and biometrics have been applied haphazardly in several
public domains, including healthcare. In contrast, despite their optimistic and successful outcomes,
technical solutions have disconcerting and far-reaching ramifications for privacy, secrecy, and data
security.
Since COVID-19 conflicts with biometric technologies like SmartAstana and Ashyq, the discrepancy
between their apparent benefits and the collection of our biological features is likely to linger for168

years. With an eye on long-term solutions for collecting, processing, and storing personal data formillions of Kazakhs, technological innovations spurred on by the country's epidemiological situation
will continue to develop.
The coronavirus pandemic in Kazakhstan has harmed the protection of personal data, despite a
specialist agency. Every facet of everyday life has been transformed into an online format, includingcommerce, banking, and online shopping. There have been grave violations of universally protected
human rights and freedoms such as privacy, freedom of movement, and access to information about
infected individuals due to COVID-19. The Kazakh government had anticipated this rapid andshocking change through large-scale digitalization efforts.
3.2. New Trends
Kazakhstan became a member of the World Bank Group in July of 1992. Investing more than $8
billion in a wide range of policy sectors, from banking and social services to critical infrastructure,
the World Bank has grown to be Kazakhstan's most significant development partner during the past
29 years. Under Kazakhstan's comprehensive reform strategy, the Country Partnership Framework for2020-2025 provides a broad range of financial instruments and analytical tools to help Kazakhstan
recover from and mitigate the impacts of the COVID-19 crisis.
One of Kazakhstan's main goals is to make the economy more sustainable and inclusive by adopting
a new approach to listening to people's concerns and implementing reforms to achieve this goal. This
shift toward a green economy will need significant adjustments in Kazakhstan's energy output, withconsequential effects on employment and regional development and the generation of new sources ofrevenue and growth. An Emission Trading Scheme (ETS) is a market-based tool for helping
Kazakhstan fulfill its Nationally Determined Contribution (NDC) goal of limiting global warming,
implemented in Kazakhstan. As global green import limits tighten on carbon-intensive goods, thisgadget would be necessary for preserving the country's export competitiveness.
An additional focus is on the country's prospects for a rebound once the COVID crisis ends. The
Sustainable Livestock Development Program for Results has a loan agreement signed at 460 million
euros. The government's long-term goal is to increase beef production and exports while employing
cutting-edge agricultural and agri-environmental approaches to safeguard the sustainability of thecattle industry.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
A score of 6.118 rated Kazakhstan 45th for network infrastructure preparation in 2021. Over a year,
the number of internet users in Kazakhstan grew by 741 thousand. There was also an 81.9 percent
Internet penetration in the nation at that time. Social media users accounted for 63.5 percent of the
population at the time of the survey. In the country, 24.44 million mobile connections were found, adecrease of 4.8% from 2020. In January 2021, 129.4 percent of Kazakhstan's population had accessto a mobile phone.
169

For the last several years, Kazakhstan has been preparing for the introduction of 5G. For this purpose,the country has launched its Digital Kazakhstan program. The government supported the ITU-funded
GIGA initiative. Investors have come up with a proposal for building the Caspian Digital Hub cableproject between Kazakhstan and Azerbaijan. A pilot Internet of Things agricultural service has also
been set up by Kcell, which uses its LTE and NB-IoT networks.
4.2. Management Optimization [MO]By the end of 2009, the government's initiative planned to expand Kazakhstan's population of Internet
users by 20%. Internet access costs in Kazakhstan were reduced, and social PCs were made available
at low rates as one of the program's key goals. Many publications were issued to residents, "roundtables" were held, and individuals were given free training in e-Government. This is the fourth andlast stage of development for the Kazakh e-Government system, referred to as the "transformational"
stage. Efficiencies will be gained by combining most of the services provided to people.
Kazakhstan's position has risen twice in the last decade, making it one of the fastest-growing countries
globally. As a result, Kazakhstan's place in our rankings seems to be deteriorating over the previous
four years. In 2018, Kazakhstan's economy was in the same predicament as it was in 2009. The
worldwide financial situation has worsened as a result of the coronavirus pandemic in 2020. When
faced with an unusual circumstance, the IT system has been forced to assist many individuals with
communications, distance learning, remote working, and so on. As a result, users are being compelled
to learn and use more e-services.
4.3. Online Service [OS]Eligible nationals of Kazakhstan can apply for an eVisa from the government of Kazakhstan toaccelerate the visa application procedure. For a maximum of 30 days, the Kazakhstan visa online canbe used to enter the country. Applicants can fill out the form in a matter of minutes by providing theirpersonal and passport details. Non-tourist, business or medical visitors to Kazakhstan must get a visa
from their closest Kazakh embassy or consulate before arriving. In the first six months of 2021,
Kazakhstan's total volume of cashless payments was expected to be 29.6 trillion tenges, a 2.4-foldincrease over the same period in the previous year.
Nearly three-quarters of all cashless payments in Kazakhstan were done over the Internet and on
mobile devices. There were 16 million cellphone customers in the nation having Internet connectivity
by July 2021. By the Bureau of National Statistics in Kazakhstan, 21.8 percent of internet users madetransactions using mobile payments. People must get a visa from the closest Kazakh Embassy or
Consulate if they plan on visiting the country for reasons other than tourism, business, or medical
treatment. In Kazakhstan, 83% of all cashless transactions are conducted online.
4.4. National Portal [NPR]
In 2006, the government created the one-stop-shop www.egov.kz website. There are online services
in Kazakh, Russian, and English languages. Kazakhstan's D-Government provides access to morethan 2,000 online information offerings and 219 interactive and transactional services (www.egov.kz).
It is possible to get in contact with any federal government agency using the portal's online counseling170

service Additional features, such as "Mail Me," "Simple Scheduling," and e-mail accounts can beavailable to those that join.
D-Government development initiatives and program implementation outcomes are also accessible on
the website. There are no voice-overs or font size modifications on this site, making it inaccessible topeople with impairments. Even though more complex functions such as multimedia programming
have not yet been implemented, social networking has been incorporated.
4.5. Government CIO [GCIO]
The government does not name a Chief Information Officer. The National ICT Holding Zerde and
JSC National Information Technologies share the responsibilities of the Chief Information Officer.
4.6. E-Government Promotion [EPRO]
The government's "Digital Kazakhstan" initiative aims to improve the quality of life for all citizens
by using digital technology. The Program's key aims are to accelerate economic growth, improve
people’s living standards, and provide a fundamentally new route for financial, business, and citizen
development.
4.7. E-Participation [EPAR]
Public engagement is encouraged via the website http://e.gov.kz/, which includes several features. It
consists of a section for public input on government policies and services and an area for formal online
conversations between government officials and the public at large. Meeting times for state authorities
with the public can be found on their websites as well. An official government blog is available to the
public, where residents can post comments, questions, and proposals for the government toimplement.
4.8. Open Government Data [OGD]
There are several parts to the Open Government project in the United States. For the Law on Accessto Information, "open data" refers to publicly accessible electronic information resources that aremachine-readable and can be used for further processing. Kazakhstan's Transition to Open
Government There is an option to arrange the published sets by the date they were generated andupdated, as well as a sophisticated search engine.
4.9. Cyber Security [CYB]
Kazakhstan's National Security Strategy for 2021-2025 has determined that the selected strategy
addresses the most critical national security concerns, including safeguarding the state from various
existing and future threats. It is important to stress that Kazakhstan's fundamental national interests
are unchanging. All the independence victories made by Kazakhstan in the previous 30 years,
including its sovereignty and territorial integrity, must be safeguarded to ensure national security.
Public health and maintaining biological safety are two of the most pressing issues in our country, and
it is no coincidence.
171

The plan calls for the creation of a National Security Risk Management Action Plan for Kazakhstan.
The government has established a risk management plan for food safety, transportation, logistics, andthe financial sector. In recent years, large-scale cyberattacks have shown that the protection of
personal data and information infrastructure is becoming more critical to preserving security.
Kazakhstan ranked 17th in the Waseda rankings 2021 for the relevant indication, despite its best efforts
in Cyber Security.
4.10. The use of Emerging ICT [EMG]
Even if a coronavirus pandemic breaks out in Kazakhstan, the country's IoT industry will continue todevelop and expand at a rapid pace. The increase of utilities, innovative home solutions, and theavailability of energy will help it flourish. Kazakhstan's M2M business has been active for over a
decade, but the country's IoT sector is a direct descendant. In addition to sensors, software, andexecutive devices, an inter-machine network is a collection of vertically integrated industrial solutions
that can be utilized in conjunction with one another.
Astana-based ISSAI was founded in September 2019 to act as a catalyst for AI research and innovation in
Kazakhstan's digital sector. At Nazarbayev University's C4 Research Building, it works to tackle real-world
challenges in business and society via multidisciplinary research on artificial intelligence. For the sake ofAmerican artificial intelligence research, Asian, European, and American perspectives must be included.
ISSAI's adaptable platform for research, innovation, and engagement with national and international partners
in academia, business, and the government is helping Kazakhstan achieve its digital ecosystem and national
development objectives.

172

Kenya1.

General Information

Area: 580,367 km2
Population: 55,230,681
Government Type: Unitary Presidential Constitutional Republic
GDP: $2,130
Internet Users: 22.57
Wired (Fixed Broadband Users): 1.25
Wireless Broadband Users: 46.76
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In Kenya, digitalization has functioned as a driver for transformation. Kenya is one of Africa's mosttechnologically sophisticated nations. It creates the conditions for digital engagement, including asolid Internet infrastructure and a well-developed innovation ecosystem with an increasing number ofstart-up incubators. The nation birthed M-Pesa, the crisis mapping program Ushahidi, and the iHub
innovation hub. Kenya is East Africa's most journalist-friendly nation. Since 2010, the constitution
has included a provision guaranteeing freedom of expression. The court has lately delivered a slew ofdecisions confirming fundamental rights. Civil society groups responded angrily, rallying opposition
to the amendments via petitions and campaigns. In 2018, many divisive Computer and CybercrimeBill provisions were placed on hold indefinitely for review.
173

What distinguishes Kenya from other countries is how its citizens use social media to take control of
their lives. Twitter, Facebook, and Instagram have given people formerly ignored by the mainstream
media a voice. Kenya has successfully used digital media to engage citizens via educational reforms.
The educational system is very well structured and primarily reliant on textbooks. According toexperts, critical thinking should be taught to foster the talents essential for individuals to participate
in the digital world and produce their ideas.
3.2. New Trends

The Strategic Pillars of the ICTA Strategy for the Fiscal Years 2020-2024 define the strategicemphasis areas in which ICTA must excel to accomplish its mission.
- The Authority's strategy is predicated on the development of the Digital Infrastructure. A
strengthened connection and secure information would enable the integration of government systems
to provide citizens with high-quality services. The Authority will foster an inventive climate thatencourages the development of the assets necessary to fulfill dynamic demand.
- Digital Services is the process of transforming government services and information via the use ofdigital technology. These upgrades will improve service delivery and contribute to the expansion of
the digital economy. ICTA will provide appropriate identification and verification methods that fostertransparency and confidence, ultimately enhancing service delivery.
- As seen by emerging digital talents such as artificial intelligence, big data, cloud computing, andmobile robots, the digital revolution has continued to impact people's lives. ICTA will promote a trustbased digital culture to foster good digital skills, attitudes, and culture. Initiatives and activities havebeen launched to develop a globally trusted and digitally skilled workforce and people for the digital
economy.
174

-Digital inclusion is essential to the success of a developing economy. ICTA will address the threats
to user privacy posed by technology, the potential of new technologies, and the unintended
consequences of technology in general through research and innovation. ICTA will conduct appliedresearch to acquire further information and experimental development to enhance its goods.
Numerous strategic initiatives, programs, and initiatives have been launched to improve company andservice performance.

4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 2.353, Kenya is almost at the bottom of the 64-country list in terms of network
infrastructure adequacy. The overall number of Internet customers has risen to 21.75 million in
January 2021. The proportion of persons having Internet access stayed steady at 40% of the population
at the start of 2021. The use of social media is anticipated to be widespread among 11 million people,
or 20.2 percent of the total population. Mobile phone connections accounted for 108.9% of the total
population at the time.
In addition to the numbers, Kenya has accomplished notable accomplishments. A few of them are as
follows.
●

Telkom Kenya and Airtel Kenya have announced that their merger plans have been scrapped.

●

The Universal Service Fund improves mobile coverage in northern rural regions.

●

The M-PESA Global payment service is now available on Safaricom;●

The government proposes raising the mobile money transfer fee.

4.2. Management Optimization [MO]On the African continent, digital technology has aided both governments and the private sector inmaintaining operational efficiency in the face of the Covid-19 outbreak's disruptions. According to
the President, African nations must unify their information and communications technology standards
to secure the interoperability of their digital infrastructure to hasten the process of creating a single
market.
4.3. Online Service [OS]President Kenyatta said that the government has made strides in the digital delivery of public services
and that the country is relying on technology to modernize its economy. All frequently used systems
provide one-stop access to critical services such as applying for passports or national identification
cards and registering enterprises, births, and deaths. Kenya is also gradually digitizing essential
government services such as tax filing, land registration, judicial proceedings and verdicts, and public
service records," the President said.
4.4. National Portal [NPR]175

Kenya's digital Government site (http://www.mygov.go.ke) provides the public information on
countries and government issues, supplemented by data from the government's opendata.go.ke.
On July 8, 2011, President Mwai Kibaki inaugurated the Kenya Open Data Initiative, making critical
government data freely accessible to the public through a single internet platform. The website is a
simple-to-use platform that enables data visualization and downloading and quick access for softwaredevelopers. The purpose of opendata.go.ke is to make critical Kenyan government development,
demographic, statistical, and spending data accessible in a usable digital format for scholars,
policymakers, information technology developers, and the general public.
4.5. Government CIO [GCIO]
Any formal rules or criteria do not govern the post of chief information officer in Kenya. This
department, part of the Ministry of Information, Communications, and Technologies, is in charge of
information and communication technology (ICT). Its responsibilities include developing national
ICT policy, promoting e-government and the use of ICT agencies, and providing technical help in
ICT. The ICT and Communications Authority of Kenya is a government-owned organization thatreports to the Ministry of Communications and Information Technology.
4.6. E-Government Promotion [EPRO]
To guarantee that all business sectors utilize technology holistically, misuse and abuse must be
minimized. The Blueprint for the Digital Economy lays forth a strategy for Kenya (and Africa) toaccelerate economic growth. The Big Four Agenda and Kenya Vision 2030 are at the heart of thestrategy. ICT is widely acknowledged as a fundamental enabler of economic pillars and a key driverof our country's economic, social, and political development.
The plan emphasizes five critical pillars for the digital economy's development. Some of thecornerstones are innovator-driven entrepreneurship, digital skills, and values. The Blueprint also
underlines cross-cutting issues that must be addressed to ensure the long-term viability of the digital
economy. According to President Kenyatta, the Blueprint is part of Kenya's support for an Africanwide digital economy for all Smart Africa Alliance members.
4.7. E-Participation [EPAR]
Currently, the Kenyan Government has over 200 digitized services offered through Huduma Centres
countrywide and an online self-service E-Citizen platform.
4.8. Open Government Data [OGD]
Kenya has become an OGP participant from the program's inception. Kenya is anticipated to makesignificant progress in reinforcing its commitment to an open and transparent global governancesystem. International governments are confronted with their world's most serious crisis in decades,
endangering development and global collaboration. Each country's health care system, governancenorms, and social capital have been harmed by the COVID-19 outbreak.
Global partnership is more critical than ever to safeguard communities from long-term economic andhealth impacts. To do this, more involvement and transparency in decision-making and a better anti176

corruption ecosystem are essential. The Kenyan Constitution ensures that everyone has fundamentalsocial and economic rights and freedoms. Kenyans are still encouraged to exercise their rights andliberties under the OGP, as shown by the country's third National Action Plan. It aimed to increase
corporate transparency via beneficial ownership, anti-corruption measures through open public
procurement, and overall open government and OGP sustainability through increased government
sector involvement and cooperation.
4.9. Cyber Security [CYB]
The Communications Authority's Quarterly Statistics Report (July–September 2020) showed a 152.9
percent increase in Kenya's cyberthreats between July and September 2020. This was attributed to the
expansion of e-commerce, cashless payments through mobile money platforms, and the shift to remotework. The survey also found a rise in online child abuse, cyberbullying, internet trolling, and fraud.
Cybersecurity has become a vital priority concern with the spread of COVID-19 and the resulting
economic and social disruptions.
Before May 30, 2018, Kenya lacked effective security laws, with weak cybersecurity protections andpenalties. The National Kenya Computer Incident Response Team is a multi-agency association
framework charged with the national harmonization of cybersecurity reporting and incident response.
A thorough regulatory and legal framework was required to address the emotional aspects ofcybersecurity in Kenya, which led to adopting the Computer Misuse and Cybercrime Act 2018. ThisAct became law on 30 May 2018 to protect computer systems, programs, and data from unauthorizedaccess and prosecute cybercrime.
4.10. The use of Emerging ICT [EMG]
As a consequence of the COVID-19 pandemic, more people are embracing tablets and smartphones.
As a result, mobile devices manufactured in the United States are now widely available and affordable
to individuals in medium and higher income levels. Prices are sensitive in the lower to medium market
sectors, resulting in the widespread use of low-cost, frequently counterfeit mobile devices that arereadily available and occasionally advertised as genuine. Since most internet users are teenagers andyoung adults, smartphones and smart gadgets are expected to develop rapidly.
Higher demand for computer hardware and computer systems across a wide variety of businesses will
result in increased software adoption. Cybersecurity software will be required to protect public andprivate data, as well as online applications. Banks and service providers will continue to invest in
cyber solutions to tackle cybercrime and security concerns. Kenyans will continue to wanttelecommunications technology, most notably 3G/4G or mobile data-enabled gadgets that allow
machine-to-machine communication. Cellular telephony is the fastest expanding telecommunications
subsector. In Kenya, roughly 95% of mobile customers use one or more mobile payment systems.
Governments, utilities, and other service providers progressively integrate mobile payments into basic
banking programs, making payments more straightforward for end-users.

177

Lithuania
1.

General Information

Area: 65,300 km2
Population: 2,683,316
Government Type: Unitary Semi-Presidential Republic
GDP: $ 22,240
Internet Users: 83.06
Wired (Fixed Broadband Users): 29.27
Wireless Broadband Users: 117.19
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Lithuania has a high proportion of citizens who utilize government services available online. This isdirectly related to the fact that Lithuanians are among the most technically competent Internet users
in the world. On the whole, the proportion of completed forms that are transmitted to governmentorganizations over the Internet is relatively high. The quantity of online services offered in the country
is somewhat greater than the average for the EU. Individual ministries' performance has been shown,
but the overall efficacy of the concerted effort to develop a widely used entry point to online
government services is also demonstrated. The site’s success may be partly attributed to the extensive
use of the Internet and the broad use of digital signatures.
By embracing innovation reform, Lithuania has helped harness the country's scientific potential for
creating specific commodities. Less regulation has enabled start-ups, the country's future, to attract178

more investment. The European Commission praised Lithuania's Industry Digitization Roadmap as
one of the first among the EU member states to establish a national artificial intelligence strategy. The
government has designed and begun executing a life sciences plan in Lithuania, which foresees life
sciences accounting for 5% of GDP in 2030.
3.2. New Trends
Lithuania's digitization has advanced significantly in the recent decade. In the 2021-2030 National
Plan for Progress (NPP), skills are highly concentrated. Since 2010, Lithuania has improved its skills
strategy by supporting formal education, reforming the education network, upgrading teacher
education, regulating vocational training, and changing labor laws. The Lithuanian government has
identified four critical areas for improving skills.
Priority 1: Providing job and life skills to Lithuanian youth
Children's and adolescents' cognitive, social-emotional, and technical abilities are vital to theirpersonal and future achievement, as well as to national economic and social success. Lithuania's youth
enrollment in all levels and forms of education and training continues to rise.
Priority 2: Promoting adult and business education in Lithuania
Professional demands for adults of all skill levels have increased due to technological breakthroughs,
job transfers, non-traditional jobs, and longer working lives. Adult education is crucial for adults’ skill
development because of the COVID-19 issue and its impact on job markets. The systems for assuring
the quality and attractiveness of non-formal education and training should be improved.
Priority 3: Increasing talent effectiveness in Lithuanian workplaces
Using skills effectively at work leads to happier and more productive workers, which leads to higher
economic and societal benefits.
Priority 4: Improving Lithuania's skills policy governance
Effective governance frameworks are essential for Lithuania to create and use human capital andachieve its medium effectively- and long-term goals. Evidence-based policymaking, skill assessment,
and forecasting tools have come a long way in Lithuania, but there is always room for improvement.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Lithuania is placed 27th out of 64 nations in network infrastructure preparation, with a score of 7.078.
In January 2021, the total number of Internet users dropped to 2.22 million, a decline of 0.06 percent
from the previous year. At the start of 2021, the percentage of people with Internet connections
remained unchanged at 82 percent of the population. Social media usage was prevalent among 2.04
million persons or 75.4 percent of the overall population. At the time, mobile phone connections
represented 141.2 percent of the entire population.
Lithuania has achieved fantastic progress up to the beginning of 2021, including the following:179

● A draft strategy for the development of 5G services throughout the nation has been authorized
by the government;● Preliminary dates for 5G auctions have been announced.
● A trial 5G mobile network has been deployed, securing interim frequency permission.
4.2. Management Optimization [MO]The Ministry of Economic and Innovation is now responsible for the digitalization policy incollaboration with other government ministries, which premium security, resilience, andinteroperability. This effort intends to improve Lithuania's quality of life and corporate efficiency.
The State Information Resources Management Law regulates interoperability between registries andState information systems. The purpose of the Law on State Information Resources Management is
to guarantee that State information resources are created, managed, disposed of, used, supervised,interacted with, planned, financed, and appropriately protected.
Lithuanian National Audit Office's objective is to help in the administration and use of cash and otherresources to assist the legislature in carrying out parliamentary control and to promote efficient public
services. The country’s legislation created the Lithuanian Population Registry and regulated its
administration methods, data types handled, and data policy. The statute established the registration
as the primary State registry charged with collecting, preserving, and processing personal data about
Lithuanian citizens and residents. Additionally, the legislation defined the types of fundamental
personal data that the Registry must handle. The Ministry of Justice administers the Registry.
4.3. Online Service [OS]Three qualified trust service providers that have been formed and closely overseen in Lithuania are
as follows:● Personalization Centre for Identity Documents to grant suitable electronic signature
certifications● Centre of Registers issued qualified electronic signature and seal certifications and createdqualified electronic time stamps.
● SK ID Solutions, an Estonian qualified trust service provider, produces qualified electronic
signature certificates utilizing mobile SIM cards and the Smart-ID app.
Lithuania started issuing biometric passports with essential access control on August 8, 2008. The
Ministry of the Interior's Personalisation of Identity Papers Centre is in charge of customizing andcoordinating the creation of such travel papers. Also, the Central Public Procurement Information
System (CPPIS) is Lithuania's official procurement platform, which is the requirement of all publicpurchases. CPPIS oversees the whole procurement cycle, from tender notifications to contract awards,
and serves as a data repository for buyers and economic operators.
4.4. National Portal [NPR]
State Information Resources Interoperability Platform (SIRIP) was created and is presently governedby the Committee on the Development of the Information Society. It is separated into two key
sections: a data exchange platform and an eGovernment provider site. Residents and businesses180seeking government information and services would use the eGovernment gateway portal. The
eGovernment gateway connects people and businesses to government websites. In 2019, the site
provided reached over 603 eServices.
The Network for Interoperability of Information Systems Among Public Administration Institutions(PASIS) enables state and municipal governments’ one-stop-shop delivery of electronic public
services. It also provides centralized person identification and payment for services through secureinter-institutional data exchange.
4.5. Government CIO [GCIO]
The Advisor of the e-Government Policy Division is the closest Lithuanian counterpart to a GCIO in
terms of responsibilities. Dr. Vytautas Krasauskas is the person currently in charge of the GCIO
position. He reports to the Interior Minister, who is now Tomas Ilinskas and is responsible to him.
They are held accountable for the entire strategy, implementation, and development of eGovernment
programs and initiatives.
4.6. E-Government Promotion [EPRO]
Lithuania's primary goal is to encourage secure, technologically advanced public and electronic
administrative services by residents and businesses. The government has made a determined effort todigitize as many public and administrative services as possible and improve the operation of thosealready available. The authorities use ICT to enhance transparency and public involvement.
ICTs have been utilized to promote Lithuanian culture and language through creating digital content(both written and spoken), digital goods, and eServices. As a result, Lithuania has been able to digitize
its cultural heritage and generate digital goods and electronic services for the public.
The multi-fund Operational Programme (OP) was launched in 2014 to support Lithuania's economic
development while tackling social issues like unemployment and energy security. A strong emphasis
on research and innovation, SME competitiveness, the transition to a low-carbon economy, humancapital development, especially among young people, and poverty reduction are all part of thestrategy's aims.
4.7. E-Participation [EPAR]
The "Bailiff Information System," "The Electronic Enforcement File Portal," and "The Cash
Restrictions Information System" have been all developed in parallel with Lithuania's digitalization
efforts. The Bailiff Information System facilitates in the creation of an enforcement file, themonitoring of a debtor's financial situation, the result of procedural documents, the validation witheSignature, and their electronic and postal delivery to recipients, as well as the submission of cash
restrictions or write-offs to the Cash Restrictions Information System. Citizens and companies canengage in the enforcement process by familiarizing themselves with enforcement files using theElectronic Enforcement File Portal. Bailiffs and bankruptcy administrators can promote forced
auctions of property sold online using electronic services. This solution improves public sector
solutions and procedures' openness, as well as general accessibility and transparency.
4.8. Open Government Data [OGD]181

The Beta version of the Lithuanian Open Data Portal, which serves as a single point of access to all
available data sets in Lithuania, was introduced in January 2020 as a pilot project. The site is intended
for use by public sector organizations, companies, and any other open data users interested. In
addition, it provides a venue for the sharing of best practices, solutions, and use cases related to open
data and information. It is possible for users of the data to make comments on current data sets or to
submit requests for new data sets, depending on their needs.
City and municipal open data portals will be included in the National Open Data Portal shortly. For
the time being, however, it is the responsibility of each municipality to gather and make available data
sets available to users and citizens interested in using them. Residents and the broader public may
already access open data portals in the Lithuanian cities of Vilnius, Kaunas, and Klaipeda.
For policy creation in digital governance, the Lithuanian Ministry of Economic and Innovation is the
key actor in the country. More specifically, it seeks to design rules that will encourage the use of
emerging technologies, enhanced service delivery to customers and businesses, and the use of publicly
available data.
4.9. Cyber Security [CYB]
The National Cyber Security Strategy sets Lithuania's national cyber security strategy's key aims in
the public and private sectors. The plan’s implementation seeks to strengthen the state's cybersecurity
and promote the development of cyber defense capabilities. The policy also intends to assure theprevention and investigation of cybersecurity-related criminal crimes and the promotion of cybersecurity culture, all while encouraging innovation and tighter collaboration between the public andcommercial sectors and worldwide cooperation.
On July 3, 2019, the Lithuanian government changed the interinstitutional action plan for executing
the National Cybersecurity Strategy. The objectives, planned measures, and division of resources andresponsibilities among institutional actors were described in the action plan’s first appendix.
The Cybersecurity Law of Lithuania, which went into effect in 2014, established the organization,
management, and control of the cyber security system, as well as the competence, functions, rights,
and obligations of State institutions charged with the formulation and implementation of cybersecurity policies, as well as the duties and responsibilities of cyber security entities. It also put in place
processes for ensuring cyber security. The act concentrated on creating and enforcing cybersecurity
policy under one roof: the Ministry of National Defense.
Lithuania has been encouraging people to use electronic identification tools and services that ensure
the security of electronic transactions, improve the ICT infrastructure used by national governments,
and provide the intuitive interaction of federal information systems and registers. Furthermore, cybersecurity of critical information infrastructure and State information resources (SIR) has beenemphasized to allow the government to carry out its duties.
4.10. The use of Emerging ICT [EMG]182

In the first quarter of 2019, the Lithuanian Ministry of Economy and Innovation produced thecountry's first Artificial Intelligence plan. Among the recommendations in the program, which
detailed a vision for the growth of artificial intelligence in Lithuania, were policy recommendations
for public administration entities and academics in the nation. The primary focal areas in the strategy
are legal and ethical issues, artificial intelligence, research and development, skills, and qualifications.

183

Macau1.

General Information

Area: 30 km2
Population: 660,309
Government Type: Devolved Executive-Led System within a Socialist Republic
GDP: $58,000Internet Users: 86.47
Wired (Fixed Broadband Users): 30.56
Wireless Broadband Users: 345.32
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The end of January 2020 saw the first verified case of COVID-19 in Macau. As a result of data andresearch, Macau is leading the way in Guangdong-Hong Kong-Macao Greater Bay Area efforts to
reduce incidents to zero. There is a considerable risk of infection due to Macau's peculiar
circumstances, which see many people arrive and exit every day. Good data collection will help withcontact tracing and clustering and reduce medical staff’s effort in screening and monitoring.
According to the Waseda International digital government rankings 2021, Macau came in the 50th
position with an overall score of 66.2558.
On Friday, February 26, 2020, a system for automated personal health declarations was created. An
upgraded version of the private health declaration was brought to Macau on May 3, 2020, under the184auspices of the new Macau Health Code. Enabling closed-loop community entry, the code
consolidates and replaces the old health declaration mechanism at the port. Residents can now call a
hotline to receive up-to-the-minute information on the epidemic and report any new findings.
To keep Macau's citizens informed about the Covid-19 pandemic situation and response measures,
Macau has established a coordination center to provide timely updates on the situation and response
measures via textual, visual, and audio information, as well as images, on websites, television, radio,
and mainstream social media platforms. With Hong Kong Polytechnic University and several otherlocal institutions, the Macau University of Science and Technology is developing an artificial
intelligence (AI) system for rapid case detection using epidemic data. Using regional data, this AI canhelp detect and forecast COVID-19 in its early stages.
In-depth data and information, such as the most recent pandemic news and announcements, pandemic
prevention advice, testing statistics, pandemic prevention facilities, and vaccine information, areavailable on the Macao Health Bureau's specialized pandemic prevention site. Data on each case is
updated daily at 4:00 pm and includes the patient's gender, age, diagnosis date, and current healthcondition. The website also provides a comprehensive directory of mask retailers in Macau, including
their location, contact information, and operating hours.
4.2.

New trends

Developing cities have extra challenges because of the COVID-19 outbreak. Creating intelligent cities
requires more attention to data collection and application, which should apply to all cities, no matter
their population size. Because of the high population density and high mobility of Macau as a mediumsized Chinese city, the pandemic there has been well handled, and this is directly tied to the city'scomprehensive data collection and data application practices. The construction of new structures will
no longer be the only focus of city planning in the future. Large-scale digital "new infrastructure"development, accurate data collection, and applying different kinds of urban challenges following
local conditions are the primary goals of smart city construction.
The new COVID-19 strain continues to spread over the world, evolving into the Delta virus. It's
becoming more and more commonplace to collect data about epidemics. Mutated viruses spread fasterand offer more significant pandemic risks in medium-sized cities. For cities with a population of
100,000 or more, epidemiological data is hard to come by. To be effective, epidemic prevention
methods must nonetheless comply with municipal regulations at the highest levels. Information ismore varied and scattered in the post-epidemic era. The development of data collection and application
systems in medium-sized cities is not only dependent on the aid of larger cities. Macau has a highdegree of resistance to the epidemic because it is a relatively independent city that cooperates with
Guangdong's large-scale system and has its data sources and application platforms.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]185

With 6.593 points, Macau's Network Infrastructure Preparedness came in 42nd place in the Waseda
rankings for 2021. The number of internet users in Macau grew by 25 thousand during the year,
reaching 565.6 thousand persons. 86.5 percent of Macau's population had access to the internet at thetime. During the first week of January 2021, more than 64.2 percent of the country's population was
on Facebook. At the beginning of 2021, there were 1.77 million mobile phone connections in Macau,
a reduction of 18% from the previous year. In January of 2021, 270.1 percent of the nation's population
had a mobile phone.
Investment in Macau's digitization advancement was seen as a success. The first phase of CTM's 5G
network deployment has been completed, with the debut of a 10Gb/s home broadband service. The
deadline for registering a SIM card has gone. Furthermore, Macau's innovative city initiative hasreceived a significant deal of attention.
4.2. Management Optimization [MO]Law 2/2020 provides the tools for modern, paperless proceedings in Macau. Under the law, if it ispossible to execute an entire proceeding and prepare the corresponding final decision electronically,
the relevant public bodies can cease any related paper-based processes. Public bodies can now performthe following acts electronically instead of producing paper copies, sending official communications,processing documents, and issuing certificates and titles for any legally permitted purpose.
4.3. Online Service [OS]One of Macau's five-year goals is to create a "cashless society." It has already been developed by the
Macau Monetary Authority (AMCM) as an all-in-one payment instrument for the region. Banking
and other financial organizations have started working on integrating payment systems among
themselves and with merchants, according to AMCM.
Like Mainland China's success for many years, COVID-19 has pushed for a cashless society in the
United States. The area already has a considerable number of international, regional, and local players.
It is expected that this corporation sector will become an anchor for IT-innovative enterprises andother businesses shortly.
4.4. National Portal [NPR]
The aim of the Macao SAR Government Portal (www.gov.mo) is to provide an easy-to-use andcentralized window for government information and services. The government portal is supported bysoftware applications to allow users to enjoy a variety of services. There are catalogs of job matching,social benefits, vehicles, public libraries, mainly providing documents and searching, applying, andpaying. The revamped website will be service-oriented, with improved functionalities and a more
comfortable-to-use interface to provide personalized service. With the use of the unified government
service account, the user will be able to view ongoing government applications, receive personalized
reminders, etc.
4.5. Government CIO [GCIO]
186

All government agencies have formed a dedicated working team that includes the agency leader, IT
head, and personnel of its IT and related business units. SAFP, with its coordination role in the EGOV
development of Macao, assumes the role of GCIO for the whole government. Government and agency
are divided into two levels: government and agency. Training for IT personnel will be tailored towards
the capacity of a modern GCIO.
4.6. E-Government Promotion [EPRO]
This Strategic IT Planning for Public Enterprises project aims to develop a standard for strategic IT
planning based on worldwide best practices and the lessons learned from IT planning initiatives in
Macao's public sector firms. The purpose of this effort is to allow agencies to integrate their IT plans
horizontally and vertically with higher-level, government-wide goals and strategies. The strategic IT
planning framework will support Macao's e-Government agenda. Consequently, Macao's government
agencies will be better positioned to achieve COBIT Level 3 maturity in IT strategic planning
operations due to this initiative. Developing an IT strategic planning policy is necessary to guaranteethat all relevant agency workers are aware of and adhere to a systematic approach to IT strategicplanning.
4.7. E-Participation [EPAR]
Households with Internet access accounted for 92,3 percent of all local families in 2013, increasing
to 6,900 homes. There were 554,000 Internet users aged three and older, an increase of 5% year-overyear. 98.6 percent and 98.0 percent of those 35 to 44 and 25 to 34 years old used the Internet,
respectively, while 69% of people 55 and older used the Internet, an increase of 5.3 percentage points.
According to a majority of those surveyed, the Internet is used for both personal and professional
reasons. To put it another way, the number of internet consumers grew by 30% in 2020.
4.8. Open Government Data [OGD]A user's personal information will not be collected if they just browse the Macao Special
Administrative Region Government Data Open Platform (hereafter known as "this website") without
submitting an application or utilizing any of the website's services. Consequently, this website's
computer system automatically logs the user's Internet domain name, IP address, and region of origin,together with the dates and times of surfing and the websites the user views. Most of the time, theAdministration and Public Service Bureau (hereafter referred to as "this Bureau") will only utilize thisinformation for statistical reasons. A violation of the law (such as an assault on this website) cannecessitate providing law enforcement with the recorded data so that they can trace down and punish
the perpetrators, for example.
This website's software uses "cookies" technology to keep track of a user's preferences and provide amore personalized experience. Browsers that allow "cookies" display a warning message to users
when "cookies" are saved. When a user tries to submit personal data through this website, it ispresumed that the user has read and agreed to the terms of this privacy statement and that the collection
and use of data on this website are under applicable legislation. Personal information like name, phone
number, and postal address can be requested from visitors while using this website's electronic
services. For example, the government agency responsible for delivering the service share thisinformation with the service provider to improve the customer experience. Sharing such information187

is permissible by law. The administration and Public Service Bureau's policy is to never disclose users'
data with non-governmental organizations unless it is allowed by law.
4.9. Cyber Security [CYB]
Public and private critical infrastructure operators from a wide range of enterprises must adhere to the
Macau Cybersecurity Law (MCSL) provisions established in 2019 to protect critical infrastructure
information networks and computer systems.
The MCSL, like China's Cybersecurity Law, introduces the concept of necessary infrastructure. As
defined by the MCSL, critical infrastructure includes systems and networks that, if disrupted, might
have a detrimental effect on the health, safety, and order of society. MCSL protects essential operatorsof infrastructure and Internet service providers against cyberattacks and other threats such as utilities,
transportation, banking and finance, insurance, gaming, and medical.
The maximum penalty for private operators that breach the MCSL is MOP 5 million. Other instances
include being denied access to government procurement, subsidies, or other advantages, and so on.
Long-term damage to a company’s public image also can consider.
4.10. The use of Emerging ICT [EMG]
Artificial intelligence (AI) is a subfield of computer science that aims to create robots that can mimic
human behavior and responses. There are several benefits to mixing blockchain technology with AI,
generating revenue (AI). As a consequence, the inclusion of new data aids the system's development.
AI is also becoming better and better at its job as time goes on.
Students, researchers, and industry professionals worldwide who are interested in AI and Blockchain areencouraged to attend AIBC 2021. It would be helpful to get together a varied group of experts from many
sectors to assess current advancements and exchange ideas on unsolved issues. Each of the conference's
significant sessions will feature a different keynote speaker from across the globe.

188

Malaysia
1.

General Information

Area: 330,803 km2
Population: 32,857,842
Government Type: Federal Parliamentary Constitutional Elective Monarchy
GDP: $ 11,600
Internet Users: 89.56
Wired (Fixed Broadband Users): 10.38
Wireless Broadband Users: 119.99
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Malaysia is rated 33rd with an overall score of 73.2088. The Malaysian government recognized thepotential and challenges of the digital economy as a new economy. Through digital governance,
Malaysia can increase productivity, stimulate innovation, and improve lives by providing service toall types of customers, minimizing costs, increasing efficiency for current enterprises andentrepreneurs, and encouraging innovation and scale economies, allowing for the creation of new
kinds of business and entrepreneurship.
Malaysia's government has already conducted considerable reforms in several industries, with theprofitable market and consumer behavior improvements. Since the end of 2018, regulatory changes
have reduced fixed broadband costs by half and doubled speeds. Because of increased competition in189the previously failing fixed broadband market, the number of ultra-fast (>100Mbps) broadband
connections more than doubled in 2019.
Malaysia is one of the first developing nations to expand indirect taxes to non-resident digital services,which helps balance the digital economy’s expansion while safeguarding public finances. A primarylegislative recommendation from the report was adopted by Penang in 2020, mandating broadband
Internet to be considered as a utility, like water and electricity, for new infrastructure building.
3.2. New Trends
Malaysia's primary digital transformation agency, MDEC, has revealed its 'Digital Investments
Future5 (DIF5) Strategy,' a five-year strategy concentrated on five key initiatives to attract
investments and strengthen the country's digital economy. The five-year program, which runs from2021 to 2025, intends to ensure high-quality digital investments while also enabling new development
drivers in the digital economy.
Malaysia intends to spend RM50 billion in the digital economy, focusing on five important sectors,
core technologies, emerging technologies, and digital global business services. AgTech, HealthTech,
Islamic Digital Economy and FinTech, CleanTech, and EduTech are highlighted as critical features
since they are based on the country's vital digital industries and are linked to its priority sectors. The
digital revolution in these areas will significantly influence investment, employment, and GDP
creation.
Furthermore, the DIF5 Strategy will concentrate on five major emerging technologies to foster
innovation and assist Malaysia in becoming a more attractive digital economy. All of the technologies
will contribute to the country's economic complexity by aiding in the development of new and existing
economic clusters, which will result in the creation of high-wage jobs and the expansion of domestic
economic links.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]Malaysia is placed 39th in terms of network infrastructure preparation, with a score of 6.664. In
January 2021, the total number of Internet users had increased to 27.43 million, a 2.8 percent increaseover the previous year. At the start of 2021, the percentage of people with Internet connections
remained unchanged at 84.2 percent of the population. Social media usage would be prevalent among
28 million persons or 86 percent of the total population. At the time, mobile phone connections
represented 122.8 percent of the entire population.
There have been many significant advancements in Malaysia's NIP progress. Broadband penetration
is expected to continue growing gradually over the next several years. Additionally, the government
increased its focus on national fiberization. New multi-spectrum auctions will contribute to thecommercialization of 5G.
4.2. Management Optimization [MO]190

The nation places a high value on providing individuals and companies with innovative, efficient, andhigh-quality ICT services. The ultimate goal is to create a cross-government public service that iscentered on the needs of citizens. Government agencies may use the "1Gov*Net" network architecture
to optimize resources and get the most bang for their buck while also improving the quality of
government services. Malaysia's Administrative Modernization and Management Planning Unit has
also established a government cloud called "1GovCloud" (Mampu).
To improve e-Government program management and development, the Project Monitoring Systempromotes cross-agency cooperation. On top of that, Malaysia's federal government has created ahuman resources management information system (HRMIS). There was also the use of GOE by the
Malaysian government to enhance communication and cooperation among employees. The
government created the “1GovEA” template for enterprise architecture to actively encourage backend
business and IT usage in government businesses.
In May 2015, the Malaysian government unveiled its eleventh plan, underscoring its dedication to avision of development centered on the prosperity and well-being of the rakyat, the country's people.
Six Strategic Thrusts were outlined in this vision, each of which represented a fresh approach.
Expanding opportunities for social inclusion, general well-being, and human capital development, as
well as green growth for long-term resilience.
4.3. Online Service [OS]Even though Malaysia's e-commerce sector is growing fast, there are several barriers to overcome.
Malaysia's efforts to catch up with more established markets regarding product availability, payment
choices, delivery, and regulatory requirements on the frontlines of the online shopping revolution.
Shopee, Lazada, and PG Mall are Malaysia's top three e-commerce websites in Malaysia's market.
Shopee is the most visited, followed by Lazada and PG Mall. eBay and Sephora, both of which are
based in the United States.
Following the conclusion of COVID-19, the Malaysian government is promoting the spread of ecommerce. According to the government's national economic recovery strategy, the expansion of ecommerce is a priority. When it comes to government and public services, e-Paying is a cashless modeof payment that accepts a range of different payment methods. The government's primary focus has
switched to developing an electronic payment infrastructure compatible with the community's
transition to a cashless society.
4.4. National Portal [NPR]
Information (content), technology, and functionality all make up the National Portal's overall
performance. Government agencies, legal papers, and current news may all be found on the National
Portal, accessible from anywhere in the country. In all, there are sixteen languages available on thewebsite.

191

For desktop computers and mobile devices, the website is responsive and fast, according to Google
PageSpeedTM Insights. Additionally, the portal provides various communication options, such as theability to get email alerts when new material is posted on Facebook, Twitter, YouTube, and Flickr.
4.5. Government CIO [GCIO]The Government Chief Information Officer GCIO's role is well defined on the MAMPU webpage.
Through the Public Sector CIO Information Systems, ministerial agencies also have CIO-equivalent
positions. The Malaysian GCIO's office has always been at the forefront of educating andacculturating CIOs in the most recent technologies and ICT tools for public service delivery via
seminars and CIO summits. Concerning establishing and appointing CIO roles, the Malaysian
government is considering this. They researched how public officials see, demand, and motivate ICT
skills acquisition and mastery.
4.6. E-Government Promotion [EPRO]
e-Government initiatives are currently being used to make significant changes to governance, with theprimary goal of increasing the overall productivity of public services. As a result of the E-Government
program, states are rethinking how they operate and improve relationships with citizens andcompanies by strengthening communication, expanding access, providing high-quality services, andstreamlining existing systems. In today's digital age, governments all over the globe may makegovernment resources and incentives more easily accessible. By providing rural communities with
Internet connectivity and a variety of services like e-Government, telecenters also play an essential
role in the administration and development of the area. Most telecenters will eventually offer eGovernment services since they have evolved into centers for rural development support services intheir metropolitan catchment regions. In 2000, Malaysia established a set of e-government services
known as MyEG, which included services from the government to businesses, employees, othergovernments, and citizens. All Malaysians are included in government-to-citizen communication,
creating a broad reach.
4.7. E-Participation [EPAR]
Malaysia stands in the middle range of The EPAR indicator list with a score of 8.5. The Malaysian
Government's e-Participation policy is meant to investigate the culture and practice of electronic
engagement to encourage transparency and public participation in developing the quality of services
offered by the government of Malaysia. Involvement by the Malaysian public is highly valued since
it allows authorities to explore a broader perspective, information resources, and alternative ideas toimprove results and services. Furthermore, it lays the groundwork for good relationships, increased
debate and discussion, and a more ordered political system of administration.
This effort aims to include citizens in the policy-making and decision-making processes via the useof information and communication technologies. Communication strategies that have been used
include a portal poll, public participation, portal feedback, a customer satisfaction survey, and social
media platforms such as Facebook, Twitter, Instagram, and YouTube, among others.
192

4.8. Open Government Data [OGD]The 11th Malaysia Plan strives to enhance service delivery by prioritizing people’s needs above otherconsiderations. The government aims to do so by strengthening the function of the Malaysian
Administrative Modernisation and Management Planning Unit (MAMPU), a cabinet-level
organization entrusted with driving the modernization of Malaysia's government.
A one-stop-shop for government data in Malaysia, the Malaysian Administrative Modernisation &Management Planning Unit (MAMPU) manages the Malaysia Open Data Portal (data.gov.my), which
is operated by the Malaysian Administrative Modernisation and Management Planning Unit
(MAMPU). As part of its efforts to help all federal, state, and municipal government agencies andlocal governments, the agency produced a General Circular: Public Sector Open Data Implementationin 2015. The three goals for open government data are as follows:● To increase the productivity of the country's digital economy via the development of new
industries or technological advances that include both the public and private sectors.
● It is necessary to bring Malaysia's digital government initiatives to the same level as those ofother countries.
4.9. Cyber Security [CYB]
Until 2013, MyCERT had recognized a total of 10.636 security incidents, which included a wide rangeof cyber security risks such as fraud, intrusion into systems, spam, and malicious code, among others.
It is no doubt that Malaysia’s CYB score reached 9,500, raising the country to the top 20 of the OECD
list. Malaysia's role in national information security coordination has been strengthened by order ofthe Ministers of the Federal Government (Vol.53, No.13) dated June 22, 2009, which designates
Cybersecurity Malaysia as a national information security coordination center that provides ICT
security specialist services and continuously monitors threats to national security. Digital Signature
Act, Computer Crimes Act, 1997 Telemedicine Act, 2006 e-Commerce Act, Electronic Government
Activities Act, 2010 Personal Data Protection Act are only a few of Malaysia's cyber-legislation
highlights.
4.10. The use of Emerging ICT [EMG]
The EMG indicator of Malaysia ranks the 42nd in the 64-country list, with a score of 2,500. The#MyDigitalMaker movement aims to shift Malaysian youth from digital consumers to digital creatorsin the digital economy. Coding, app development, 3D printing, robotics, embedded systems, and data
analytics contribute to today's and future generations' problem-solving and creative abilities.
Focusing on micro, rural, and young entrepreneurs, the eUsahawan app aims to train and equip people
with digital entrepreneurship skills. The initiative aims to teach digital entrepreneurship to kids andmicrobusinesses. So far, the industry has aided around 400,000 Malaysians. As part of the initiative,
all public Technical Vocational Education and Training programs and institutions will include digital
entrepreneurship.
193

When the MSC was founded in 1996, it had seven flagship programs. The main application,"Borderless Marketing," was designed for better customer services despite the time zone or the
distance differences.

194

Mexico1.

General Information

Area: 1,964,375 km2
Population: 130,530,046
Government Type: Federal Presidential Constitutional Republic
GDP: $ 9,250
Internet Users: 71.97
Wired (Fixed Broadband Users): 16.45
Wireless Broadband Users: 77.23
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Mexico was ranked 47th in the Waseda International digital government rankings in 2021, with an
overall score of 68.1738. Many Mexican firms have taken advantage of the Covid-19 epidemic toinvest in new technologies. According to Dell Technologies' Digital Transformation Index, othercompanies have difficulties adopting and developing a digital transformation strategy. At least one
technology has been hastened in the adoption process in nine out of ten Mexican companies. Four out
of 10 companies have expedited the adoption of all technologies they use.
Cybersecurity, remote work, edge computing, service and consumption models, digital experiences
for customers and employees, data management evolution, and the expansion of the business's digitaldomain are the digital transformation programs that have accelerated the most significantly in 2020,
mainly due to the pandemic. As a result of the COVID-19 pandemic, Mexican businesses face two195significant obstacles: a lack of IT skills and experience, as well as an immature digital culture, data
security and privacy concerns, a lack of resources, a lack of economic growth due to the virus, and an
inability to extract value from data.
A growing number of firms are reinventing themselves using Artificial Intelligence to maintainprofitability due to the pandemic, which has accelerated Mexico's digital transformation. A clear
picture emerges: Mexico is in the midst of a technological revolution, and the industry is benefiting
in ways that have never been seen before, including the optimization of supply chains, the accelerationof the implementation of high-value processes, and the recognition of the critical importance of'human skills' such as creativity and problem-solving.
3.2. New Trends
Mexicans’ food purchasing habits can have changed as a result of the outbreak. Similar to othercountries, COVID-19 helped to increase online supermarket sales. Online grocery sales are expected
to soar in the next two years, maybe by more than 50% year over year, and will account for more than
2% of all grocery sales. Customers' online grocery buying habits are changing, and supermarkets must
modify their operations accordingly. The increase in sales is a good indicator that online grocery
shopping is becoming more popular with consumers.
During the COVID-19 problem, the number of new digital customers who accessed platforms andapplications grew. During the outbreak, one in four consumers who purchased food online were firsttime purchasers. About 60% of Mexican households belong to the lower middle class, comprising
50% of all customers. A total of 43% of consumers said that they purchased food online at least oncea month before COVID's release. Beer, wine, spirits, and frozen food are the most often out-of-stock
items for online customers. There is a new generation of Mexicans that purchase online for their foodbecause of the epidemic. Retailers face these challenges to maintain client trust and grow their online
grocery customer base.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 5.522, Mexico came in 53rd place in the Waseda International digital government
rankings 2021 regarding network infrastructure preparedness. At the beginning of 2021, Mexico had
92.01 million internet users, an increase of 4% over the previous year. Internet use was 71% of the
population in Mexico. At the time, 77.2 percent of the population was using social media, 100 million
people. Despite this, the country's 115.4 million mobile subscribers, accounting for 89.1 percent of
the people, saw a dropping of 407 thousand.
As a result of Mexico's digitalization initiatives, a few key achievements have been made, comprisingof a merger of COFECE, IFT, and CRE by the Senate; the return of 800MHz mobile spectrum by
AT&T Mexico; Movistar's complete surrender of its 1900MHz and 2500MHz spectrum holdings; andthe acquisition of another 50MHz of 3.5GHz range by Telcel from Axtel by Codi, allowing customers
to make NFC and QR payments with their mobile devices.
196

4.2. Management Optimization [MO]Data security and technical sovereignty are included in the government's 2021-2024 digital plan tocombat poverty and corruption. Despite what it states, the plan does not have specific objectives ormeasures of success. Program components include federal general administration and social policy.
To improve and harmonize the regulatory framework for digital policy, public administration aims toarticulate the country's technological guidelines comprehensively and simply; to standardize ICT
purchases through transparent, cost-effective actions that generate savings and maximize theresponsible use of public resources; and to promote autonomy and technological independence toestablish the state's leadership in its digital policy.
Digital plans concentrating on the state-owned energy supplier CFE will use public networks andservices in public locations like health centers, hospitals, or community centers to increase capacityand encourage open connection. Internet deployment in rural and underserved regions will beachievable using the country's Red Compartida network and the private sector. To increase the qualityof social services, the strategy uses technology to support and enable population-based activities.
4.3. Online Service [OS]Mexicans with bank accounts prefer debit cards by a large majority. Credit or debit cards are used inaround half of all transactions in the nation, resulting in sales of $10,2 billion. Meanwhile, a JP Morgan
research on Mexican e-commerce trends found that the country's debit card penetration rate was 1.12
cards per person, while the credit card penetration rate was 0.25 cards per person. An upward trend in
Latin America will be reversed, when card payments would account for half of all internet sales.
The JP Morgan forecast predicts that digital wallets will control the B2C payments sector. Increased
internet shopping for home goods is expected in light of the COVID-19 Pandemic. Many people use
PayPal, but there are also plenty of people who pay using MercadoPago, Visa Checkout, andMastercard.
In Mexico, online payments now account for 16% of all transactions. This percentage is anticipatedto climb in the coming years as more people use smartphones to make purchases. Soon, the popularityof this way of payment will be determined by two factors: the desire of banks to provide better options
for low-income Mexicans and the government's efforts to bring people into banks. As a result, if
newer, more creative, and more inclusive opportunities emerge, this one can become obsolete.
4.4. National Portal [NPR]
Gob.mx provides a platform for government innovation and efficiency improvement by providing
individuals with information, processes, and a place to be involved. Users can consult and complete
jobs fast and effectively without waiting or losing time using this service. With these modifications,clients can now access all of their government-issued papers from a single location. Innovative digital
media allows consumers to engage and cooperate in decision-making processes and improve public
policies.
197

4.5. Government CIO [GCIO]The Mexican government appoints a national CIO. The Director of the Ministry of Public
Administration's eGovernment and Information Technology Policy Unit is GCIO's counterpart. This
article does not include any reference to CIO associations or organizations. None of Mexico's schools
provide CIO certification training.
4.6. E-Government Promotion [EPRO]
New skills are needed in every area and industry as a result of digitalization. The Mexican government
has unveiled its new Digital Academy, an online learning tool for federal personnel. The Digital
Government Unit of the Ministry of Public Administration also offers information on how to get
access to in-person digital government training sessions. Retraining for digital possibilities and using
agile or DevOps approaches instead of waterfall project management is possible for project managers
and other key positions. The use of open standards, reusable components, digital identities, andinteroperability requirements make this more successful.
Increase the number of suppliers who participate in these agreements, reduce concentration, andbroaden access to business prospects by streamlining procurement processes. However, the ICT
Policy urges project managers to specify service needs and functionality in advance, but it does notprovide clear guidance on managing digitalization activities. There is also a software frameworkagreement that will help the government react to public organizations’ software demands.
4.7. E-Participation [EPAR]
For inhabitants of Mexico, the site www.gob.mx provides a one-stop shop for all government services.
Participation in Mexico's growth is now possible via various ways, including forums, surveys, and coedition activities.
4.8. Open Government Data [OGD]
Mexico was ranked 31st in the Waseda rankings in 2021 with 9.000 points. Since OGD makes it
possible for the government to serve as a platform for co-creating public value, it is an essential partof the digital revolution. Governments can employ outside expertise to improve government
accountability and the public sector's performance, and the development of new social and economic
breakthroughs.
The Organization for Economic Co-operation and Development and Mexico collaborated to conduct
an Open Government Data Review of Mexico. The evaluation was conducted by the Ministry of
Public Administration, the National Digital Strategy Coordination, and the Open Data General
Direction. Open government data policy in Mexico was examined using the OECD's open government
data framework, and the country's digital transformation possibilities were revealed.
4.9. Cyber Security [CYB]

198

Digital development has seen an increase in use as a tool for enabling remote work. New cloud-based
solutions and significant changes to digital platforms and the software supply chain have resulted ina recent attack surface that is more vulnerable to cyberattacks. The vast majority of remote employees
in Mexico have more than six devices linked to their home networks. Many confess to utilizing
personal devices to access personal data such as client data, bank records, and other financial
information. According to a survey of security executives, six out of ten had no idea what their remote
employees were doing to secure themselves at home.
Cloud-based solutions were used extensively by businesses to keep their operations operatingsmoothly. 77% of Mexican organizations have transferred business-critical services to the cloud,while 90% of non-business-critical activities are now hosted in the cloud. Most of the Mexicanorganizations updated their digital platforms during pandemics, while 23% built new ones. It is
expected that enhancing digital platforms would be a top concern for security and business experts in2017. There has been a significant rise in software supply for 63 percent of respondents, and another14 percent intend to install new software over the next year or two.
4.10. The use of Emerging ICT [EMG]
Mexico is using artificial intelligence to transform itself. The epidemic has expedited Mexico's digitaltransformation, and more and more businesses are retooling using AI to remain competitive. Shortly,
Mexicans can expect to see the arrival of artificial intelligence and two other new digital technologies.
According to KPMG, cloud (77 percent), artificial intelligence (70 percent), and 5G mobile networks
are the three significant digital breakthroughs that will determine the future of Mexican businesses(31 percent).
Expected to be worth $4 billion in sales by 2022, the Internet of Things (IoT) is taking off in Mexico.
Using the Internet of Things, devices can be connected, integrated into a data analysis and security
ecosystem, and then automated due to these three aspects. When IoT is combined with AI, augmented
reality, and distributed computing, companies can transition from "responding to exceptions" to"predict and prevent. The Internet of Things (IoT) is vital for both cost savings and new income
possibilities.

199

Morocco
1.

General Information

Area: 446,550 km2
Population: 37,431,741
Government Type: Unitary Parliamentary Semi-Constitutional Monarchy
GDP: $3,410
Internet Users: 84.12
Wired (Fixed Broadband Users): 5.70
Wireless Broadband Users: 75.16
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Morocco has set its goal for all public sectors to be digitally modernized by integrating technology
into government operations and service delivery. The government needs strong leadership and agovernance framework to enable coordinated implementation of its digital transformation plans. A
cost-benefit analysis, business cases, monitoring, and impact assessment mechanisms, as well as thenecessary financing policy instruments, are all required to support Morocco's public sector digitaltransformation and reap the benefits of this resource.
The Covid-19 epidemic inspired technological innovation in various areas, including banking,agriculture, and education, with confinement increasing e-commerce and the habit of contactless
payment becoming highly ingrained. As a result, internet payments grew 31.3% in the first half of200

2020 compared to the previous year’s same period. The governmental and private sectors responded
to the outbreak by retaining output while keeping social isolation.
3.2. New Trends
The Innovation Initiative, the National Strategy for Scientific Research Development (Horizon 2025),
and Digital Morocco are Morocco's current innovation initiatives. The Innovation Project is agovernment-led initiative in Morocco that supports research and development. As the government
continues on its digitization journey, it places a great emphasis on the following priorities:
The Strategic Plan for the Advancement of Scientific Research in the United States of America:● A strong emphasis on scientific research has a significant impact on the creation of newtechnologies.
● Spending on R&D should be raised to enhance GDP by the end of 2025.
● Implementing methods to guarantee that scientific research and development-generated
inventions and intellectual breakthroughs are connected to the innovation process.
● Proposing for funding to build a National Award for Science and Technology Innovation andResearch● Tourism, agriculture, and textile manufacture are among the nine industries that should beprioritized.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Morocco is ranked 54th in terms of preparedness for network infrastructure, with a score of 5.423. The
overall number of Internet users reached 27.62 million in January 2021, a 9.1 percent raise over theprevious year. At the start of 2021, 74.4 percent of the population had Internet access. Social media
use would be widespread among 22 million people, over half of the entire population. Mobile phone
connections accounted for 117.1 percent of the total population at the time.
Morocco's NIP has made several notable strides. The World Bank's Digital Inclusion Development
Policy Financing initiative provides a $500 million loan to assist Morocco in transforming its economy
and increasing economic and social inclusion. A new mobile payment option, MT Cash, wasannounced, and the Wi-Fi 6E 6MHz spectrum was cleared for usage by telecom authorities.
4.2. Management Optimization [MO]Morocco’s e-governance structures were issued on October 21, 2009, with the three departments tobe concentrated, CIGOV, SPGOV, and DPGOV.
The Minister of Industry, Trade, and New Technologies serves as the chairman of the Interministerial
e-government Committee (CIGOV). This group is in charge of mapping out the path and evaluating
the program's progress toward its objectives.
A group of ministerial departments and public institutions active in e-government activities make up
the Steering Structures for E-Government (SPGOV). These are the organizations tasked with201

evaluating the execution of e-government projects inside their respective organizations' respective
organizations.
The Steering Department of the e-government program (DPGOV), which comprises a variety of
specialists, is responsible for assisting CIGOV and SPGOV in implementing the e-government project.
It is also responsible for helping CIGOV and SPGOV in executing the e-government priorities.
4.3. Online Service [OS]Recent technical advancements are also benefiting online shops. In 2019, cash on arrival accounted
for more than 90% of online transactions. In November 2018, the National Agency of
Telecommunications Regulation ANRT awarded electronic payment licenses to financial firms
collaborating with the country's central bank, Bank Al-Maghrib. Since its legalization in 2015, thecentral bank has only recorded 360,000 e-wallets. Inwi will be the country's first telecom provider,with Inwi Money set to begin late 2019. Inwi Money handled Dh7m ($730,000) from over 140,000
customers during the year’s first quarter.
4.4. National Portal [NPR]
Morocco comes in at 61st place with a score of 5.867. Morocco Numeric 2013 has declared the egovernment program as a strategic priority plan and the primary purpose of egov.ma is to educate
visitors about that e-government program. The portal egov.ma is one of the most well-known websites
dedicated to promoting Morocco's information technology industry and teaching users about online
services offered by the Moroccan government. Through access to the roadmap for all services and egovernment initiatives, the program gives users a better understanding of its overall development.
Furthermore, it is an interactive environment in which every user has the opportunity to express an
opinion or remark on the performance of the site and the relevance of operational and ongoing
operations by responding to often updated online surveys. The website acts as a central point of contact
for all program participants.
4.5. Government CIO [GCIO]
There is no policy or plan for Morocco’s government CIOs. As a result, Morocco received a score of
2.500, placing it among the ten nations with the lowest GCIO indicator ratings.
4.6. E-Government Promotion [EPRO]
The government's ongoing efforts to adopt digital solutions have risen dramatically in recent years.
By 2020, it was expected that practically all Ministry of Interior activities and PortNet services would
be digital and all Moroccan port operations for international commerce. The country's priority has
been to develop human capital and increase population knowledge. The country's court system also
improved as a result of new laws and transparency-promoting initiatives.
Additionally, platform interoperability among government agencies has been promoted to foster
cross-institutional collaboration. In 2019, the agency proposed legislation to combine digitaladministration across several public sector agencies to serve customers better.
4.7. E-Participation [EPAR]
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The advancement of information and communication technology (ICT) has reshaped social andpolitical life. These technologies provide various benefits, including high speed, cost savings, and thepower to reach a greater number of individuals. It is becoming more important for public
administration to provide services and interact with the general people more personally. ICT increases
public engagement by enabling people to interact with government authorities more effectively. The
government prioritized promoting electronic participation to improve access to information and public
services while boosting their engagement in shared decision-making.
The two components of e-participation are e-access and e-inclusion. E-Access provides access topublic infrastructure and the Internet and training and dissemination of information andcommunication technology-related activities. In contrast, e-Inclusion is the process by which atargeted audience participates in public decision-making using information and communication
technologies.
4.8. Open Government Data [OGD]
Morocco has implemented structural reforms to boost participatory democracy, transparency, andanti-corruption to adopt new government models responsive to the preferences of Moroccan residents.
In April 2018, the government, the House of Representatives, and local government, represented by
the Tangier-Tetouan-Al Hoceima Regional Council, joined the Open Government Partnership (OGP).
As a result, the Moroccan government established www.gouvernement-ouvert.ma, a national open
government website, to advertise and monitor the country's aims. This website also has digital sections
for submitting recommendations and comments on national open government action plans and a toolfor improving public-administration communication. A turnover system and equal representation ofcivilian society and government agents on the management committee promoted effective andinclusive civil society participation. This strategy emphasized complementarity, collaboration, andinteraction among several partners. This exciting collaborative effort yielded open Government
initiatives in the first National Action Plan for 2018–2020.
This cocreation area was created alongside the events on the national open government website"www.gouvernement-ouvert.ma" to stimulate interaction and involvement in the preparation of thesecond national action plan, as well as registration for theme-based cocreation events. It also allowed
significant local and regional players to take part in this critical national initiative. Over 800 people
and civil society players participated, submitting 230 proposals. These recommendations were sent toeach institution and department for processing, study, and inclusion in the draft commitments for2021-2023.
4.9. Cyber Security [CYB]
Morocco ranks at the bottom list in terms of Cyber Security [CYB] with a score of 5.200. However,the country's attempts to strengthen its cyber security framework were evident. In November 2003,
the Moroccan criminal law was maintained by Law 07-03, which defined computer piracy. Legislators
addressed privacy protection in February 2009 with Law 09-08. It created a National Commission for203

Personal Data Protection (CNDP). Since then, businesses that collect personal data have been required
to notify and get permission from persons affected.
The National Defense Administration established a General Directorate of Information Systems
Security (DGSSI) to prepare the National Information Systems Security Directive (DNSSI). The
House of Representatives enacted Law 05-20 on cyber security in July 2020, authorizing thegovernment to exert control and protection over computer systems and data belonging to both publicand commercial entities.
4.10. The use of Emerging ICT [EMG]
The Moroccan government is attempting to transform public perceptions of artificial intelligence as
disruptive technology becomes increasingly critical to economic development and business efficiency(AI). According to a recent Microsoft and EY report, the Middle East and Africa's governments spentan estimated $7 million on artificial intelligence between 2008 and 2018. The Dh50 million ($5.2
million) attempt will develop an artificial intelligence-based solution for agriculture, tourism, andhealth.
CIoT'21 is the place to learn more about managing Internet of Things applications across 6G and nextgeneration data centers. For real-time applications on the next generation of telecommunications
networks, more complex terminals such as smartphones, sensors, and other connected devices areneeded. 6G will accomplish these goals via artificial intelligence, the cloud, and edge computing.
While maintaining QoS and allowing M2M, M2H, and H2M coexistence, the 6G network will becapable of managing billions of flows created by networked items. After being examined by data
centers, this information is subsequently utilized by applications. The IoT and Cloud domains will beconnected through the 6G network to resolve associated with sensors/machines and end-users
connected to the Cloud.

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Netherlands
1.

General Information

Area: 41,850 km2
Population: 17,180,676
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $58,000Internet Users: 91.33
Wired (Fixed Broadband Users): 43.92
Wireless Broadband Users: 125.28
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The Netherlands' digital infrastructure has long been a cornerstone for European progress. Thus, theoverall score of the Netherlands is 86.0419, ranking 14th out of 64 countries. The government
undertakes the advancement of public sector digitalization while reinforcing digitalization
fundamentals, including cybersecurity, privacy, digital skills, and open competition.
The digital infrastructure advancement makes the Netherlands' internet speeds among the world’s
fastest. AMS-IX is one of the world's largest internet exchanges, enabling Amsterdam to be one ofEurope's most digitized cities. For over 25 years, AMS-IX has helped internet service providers,
telecom companies, and cloud providers route global traffic effectively, securely, and reliably. The
Netherlands' AMS-IX and NL-IX networks support everything from businesses worldwide to daily
205

lives. A stable digital infrastructure also helps the Netherlands improve AI and quantum technology
applications.
The Netherlands is developing a digitally proficient workforce to support major technology-driven
enterprises' expansion. A large percentage of Dutch citizens are skilled at using computers and related
software. Working from home – or anywhere else – is possible for the Dutch because their networkand people are adaptive and adequately equipped.
3.2. New Trends
The Dutch government has proposed a comprehensive digitization plan that would involve almost
every area, From e-health to smart transportation, from education to public safety and administration.
The government expects the Netherlands to be a leader in advanced technology deployment by:● Maximizing economic and social potential.
Healthcare, transportation, education, energy, agriculture, and food are all included in this sector. The
government's job is to help these industries accelerate and support their digital transitions. This isaccomplished, among other things, via targeted projects and collaborations with businesses,
institutions of higher learning, and local and regional governments. Stabilizing the essential
foundation in five key areas:- New technologies and science- Career changes, new skill development, and long term education- A digitally energized and sophisticated economy:- Improving individual and organizational resilience- Fundamental rights and responsibilities in the digital world
In conclusion, the Netherlands are 100% dedicated to the social and economic benefits of digitization.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]The Netherlands ranks 7th in terms of network infrastructure readiness, with a score of 7.842. In
January 2021, the total number of Internet users reached 16.47 million, a 1.3 percent increase over theprevious year. At the beginning of 2021, 96 percent of the population had access to the Internet. Social
media would be used by 15.10 million individuals or 88 percent of the total population. Cell phones
were available to 99.2 percent of the population at the time.
In conjunction with the introduction of NL DigiBeter2.0, the policy framework for the future
expansion of digital government infrastructure has been revealed. The policy system defines
guidelines for developing standards for the fundamental infrastructure of the digital government andimproving the general functions of the national infrastructure of the digital government.
4.2. Management Optimization [MO]206

The Independent Consulting and Project Management Unit (ICTU) is a government-funded firm. The
ICTU is a for-profit corporation that oversees the country's future development on behalf of the
Ministry of the Interior and Kingdom Relations.
The 2019 Digital Government Agenda evaluates progress, actual accomplishments, and predicted
outcomes for each action line in the next few years. Personal data management empowers people tocontrol how their data is collected and utilized by the government. Individuals must be allowed toinspect, update, and share their data with non-governmental groups digitally. On the other hand, thegovernment has been grappling with the implications and limits of Artificial Intelligence for present
and future legislative efforts.
The Personal Identification Number Law was enacted to increase administrative efficiency and citizen
services. The Act covers number administration, development, and assignment. Law requires the
Court of Audit to undertake performance (or value for money) audits of government administration
and activities. Its tasks, powers, and legal status are outlined in the Constitution and the Government
Accounts Act.
4.3. Online Service [OS]The Netherlands ranks 16th in terms of Online Services, with a score of 10.86. The administrative
facility for citizen service numbers (BV BSN) is responsible for designing, issuing, managing, andadvising concerning citizen service numbers. The BV BSN governs access to the identifying data of
the actual underlying registers. It also limits access to records, which are used to prove identity at thecounter. Furthermore, eRecognition (eHerkenning) is a Trust Framework that enables government andbusiness authentication. eHerkenning authentication tokens are accepted by government and businesswebsites. Because authentication tokens are technologically neutral, a user may choose from a rangeof alternatives.
PKIoverheid is a highly secure infrastructure that is based on digital certificates. The Dutch
government may securely interact digitally by activating PKI Overheid. PKIoverheid certificates, inaddition to safeguarding websites, secure data transfer and give legally recognized electronic
signatures.
PIANOo, the Dutch Public Procurement Expertise Centre, was established to increase the efficiencyof government procurement and tenders. Professional procurement may assist a policy's
implementation while also protecting government cash. PIANOo gathers procurement and tendering
specialists to share ideas and best practices.
Tenderned is the Dutch government's online procurement platform, making the whole procurement
process easier for contractors and suppliers (central, regional, and local). Because it automaticallypublishes contract notifications that exceed the daily threshold, it is a vital tool for accomplishing the
EU's eProcurement objectives.
4.4. National Portal [NPR]
The Netherlands has made remarkable progress in the national portal advancement. The number ofsites is getting higher and upgraded year to year, which lifts the governance's quality and eliminates
207all administrative burdens. For that reason, Netherland stands at the 10th position in National Portal
indicators, with a score of 7.733. Overheid.nl, the government site of the Netherlands, was launched
in 1999 as part of the first e-Government action plan to increase the openness of public administration.
The website organizes personal and corporate offerings by topics, events, and areas. The site offers
the publication of unified national legislation, official documents, regional laws, and online
consultation.
Furthermore, Ondernemersplein serves as a gateway for information on legislation, financing, andlicensing. The data is available to all levels of government and is accessible through websites, email,phone, and chat, emphasizing the requirements of the business community. Residents may get
individualized information and digital communications from the government by registering with
DigiD, which allows them to record and check personal data such as their address, family, income,pension, real estate, and automotive data.
A digital ecosystem is being developed to assist firms in doing business with the government. It would
enable companies to monitor multiple registrations, acquire customized information, and engage withthe government online. The platform will be produced on demand and tested online, with an emphasison business requirements. In the future, municipal, regional, and private services should be included.
4.5. Government CIO [GCIO]In February 2019, the Minister of the Interior presented to Parliament the Strategic I plan for 20192021, which aimed at achieving digital development at a federal level. CIO council processes were
outlined in the I agenda. The plan is all adequate, consistent, reliable information and communication
technologies (ICTs), knowledge and skills, and strategic governance.
4.6. E-Government Promotion [EPRO]The Dutch Digitization Strategy, released in June 2018, addressed all aspects of digitization. The
digitization strategy attempts to optimize social and economic benefits, strengthen digitalization
fundamentals, raise people and organization resilience, and promote fundamental digital rights andprinciples.
The Open Government Vision and Action Plan discussed many advances surrounding open
government and stressed increasing openness’s economic, political, and social advantages. Threesignificant concerns are government transparency, public engagement, and accountability. The Action
Plan for Open Government 2018-2020 emphasized open decision-making at the municipal andprovincial levels, the openness of political party financing, and building an innovative Network forOpen Government for Municipalities.
The Dutch government promotes open standards to maintain supplier autonomy. The Netherlands
requires specific open standards and recommends others. The International Standards Organisation(ISO) has published a list of open standards. The Standardisation Forum may assist the Dutch
government in ensuring the use, development, and implementation of open standards for electronic
trade.
4.7. E-Participation [EPAR]
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The Netherlands falls behind other indicators in terms of E-Participation. Despite a promising scoreof 8.5, the nation is ranked 24th out of 64 countries.
An Application Programming Interface (API) approach provides a connectivity interface to an
application and is an essential part of the country's digital transformation. A national API alliance has
been formed in the Netherlands to build a national API strategy. Knowledge Platform APIs help the
Dutch government overcome strategic and tactical difficulties linked to the creation and usage of APIs.
Diginetwerk is a network that links all government organizations. From that, a virtual government
network has been brought under control. While GovNet enables governments to share information
securely, Diginetwerk enables a single organization to share data with many government agencies
through a single network link. The TESTA network, which acts as the central cross-borderinfrastructure for digital communication between EU agencies, institutions, and member states, isactively used in the Netherlands.
4.8. Open Government Data [OGD]
The growth of digitization has propelled Netherland’s Open Government Data to the 10th position on
the list with a score of 9.750. On July 16, 2019, the European Union's Open Data and Reuse of Public
Sector Information Directive, sometimes known as the "Open Data Directive," came into force. The
Public Sector Information Directive, approved in 2003 and revised by Directive 2013/37/EU, has been
overtaken by this directive.
The database of all publicly available datasets held by Dutch public sector institutions can be foundon the open data website, updated regularly. The Ministry of the Interior and Kingdom Relations in
the Netherlands is in charge of creating and administering the website and registration process. The
Netherlands Publication Office is responsible for the maintenance and development of the website.
Data from approximately 150 Dutch government institutions are included in around 15,000 files. The
data site is updated daily due to cultivation practices, user submission, and API updates.
4.9. Cyber Security [CYB]
With a relatively high score of 9.700, the Netherlands is rated 16th in terms of cyber security. In June
2018, the National Cyber Security Agenda was unveiled in conjunction with the digitalization
strategy. The National Cyber Security Agenda aims to avert new cyber threats. This is accomplishedby defining the necessary cybersecurity protections. The government placed a higher concentration
on securing the economic and social benefits of digitization while safeguarding national security inthe digital domain; providing sufficient digitalization to diagnose, mitigate, and respond appropriately
to cyber threats; contributing to digital peace and stability; and being at the forefront of innovation in
the development of digitally reliable computer systems.
4.10. The use of Emerging ICT [EMG]
The Ministry of the Interior and Kingdom Relations released a policy letter on Artificial Intelligence
AI in October 2019. The letter covers current and future legal actions and the potential and limits of
AI for human rights ideals, which were created in collaboration with the Ministries of Economic
Affairs, Justice, and Security, as well as the Ministries of the Interior and Kingdom Relations.
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The new Self-Driving Vehicle Experimental Law, which went into effect on July 1, 2019, permits
restricted public road testing of self-driving automobiles. Before being authorized by the Minister ofInfrastructure and Water Management, these applications were reviewed by The Netherlands Vehicle
Authority RDW, the police, municipal road authorities, and the Dutch Institute for Road Safety
Research (SWOV). They weigh the costs and benefits of avoiding road accidents. This will place theNetherlands at the forefront of nations considering self-driving automobiles.

210

New Zealand
1.

General Information

Area: 270,467 km2
Population: 4,868,514
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $47,500
Internet Users: 90.81
Wired (Fixed Broadband Users): 34.72
Wireless Broadband Users: 114.46
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
New Zealand has always made significant investments in industrialization and digital governance.
Years of hard effort have resulted in New Zealand's ranking as the world's seventh best digital
government, with a total score of 90.0918.
New Zealand was successful in creating and executing multi-agency services focused on importantlife events, ranging from health care to commercial services. Additionally, New Zealand was the first
country in the world to use a completely online passport renewal procedure, ensuring thatadministrative processes are efficient and reliable. To make data infrastructure investments morefunctional, the Data Investment Framework was developed. The country has also invested much in211cyber security measures that protect all personal information while building trust in individuals andenterprises.
Aside from that, the government offers comprehensive guidance and help to people and businesses inthe design and development of digital services and systems. Everyone who interacts with thegovernment will have a better experience due to increased standardization, information exchange, andthe promotion of best practices as a result of these efforts.
3.2. New Trends

Three pillars of action are necessary to use New Zealand’s digital advantage properly.
● First, choosing appropriate technologies for each industry, providing small firms with digital
capabilities, and expanding ICT infrastructure to assist enterprises with digital setup expenses.
Renewable energy and climate-friendly solutions will be promoted as a means of achieving
sustainable development.
● Second, existing and prospective workers must be technologically savvy. New Zealand has
provided technical training and has integrated technology into business and everyday life.
● Third, it is critical to expand access to digital export potential. The New Zealand Government
has aided firms in expanding into international markets by lowering internal border tensions
and supporting open domestic and international data flows. The government intends to expand
R&D spending, develop industry-academic engagement, and enable partnerships between
local start-ups and global technology corporations to stimulate domestic innovation.
4.

Digital Government by Indicators
212

4.1. Network Infrastructure Preparedness [NIP]
With a score of 7.518, New Zealand is ranked 15th in terms of network infrastructure readiness. In
January 2021, the total number of Internet users reached 4.55 million, increasing 84 thousand users
over the previous year. Internet penetration remained constant at 94 percent in early 2021. In January
2021, 3.97 million individuals had access to social media, accounting for 82 percent of the entire
population. Mobile phone connections reached 6.56 million at the start of 2021, accounting for 135.6
percent of the total population.
4.2. Management Optimization [MO]The New Zealand Cabinet approved the Government's ICT Strategy and Action Plan in the middle of2013. Due to the general changing nature of the ICT environment, the plan strives to achieve thegovernment's objective of using ICT to change public services for New Zealanders.
The Government ICT Strategy is being executed via a partnership structure comprising important
stakeholders from several government ministries. The present New Zealand e-Government Strategy
addresses practically the necessity of governance and leadership, an assurance framework, programs
and initiatives, and ICT system assurance. Overall, New Zealand received such a high score of 11.800,
the 8th position, in terms of Management Optimization.
4.3. Online Service [OS]As credit cards and internet transfers have developed, specific systems for direct bank transfers, suchas POLi, have been designed and implemented. Consumers don’t need to leave the website and visit
their bank with either of these methods since they both use their internet banking to enable speedy
online payments. Direct bank transfers increased transaction volume while simultaneously improving
payment security, resulting in a positive economic impact.
Additionally, in recent years, the practice of 'Buy Now Pay Later' has gained popularity in New
Zealand. Online shopping portals or mobile apps that allow consumers to purchase things online andget them instantly without paying the whole amount are known as marketplaces. When a consumer
uses a service provider such as Afterpay, the retailer receives a one-time payment, and the customer
makes monthly payments to the service provider. This may be particularly enticing to customers who
are unable or reluctant to make the entire payment at the time of the invoice submission. Furthermore,unlike credit card payments, there is no interest imposed on cash advances.
4.4. National Portal [NPR]
New Zealand's National Portal is ranked 6th, among the top ten nations with the highest National Portal
indicator ratings. Govt.nz is the national site for New Zealanders who need to contact the government
daily and those who want to move or visit New Zealand. Govt.nz attempts to promote agency
collaboration and trustworthiness to interact with the government more efficiently. Individuals may
use the website to discover what they need to do and how the government can help. They don't needto know which agency to call since information is categorized.
213

Digital.govt.nz is another site to provide information, resources, and guidance to digitally help the
public sector transition. This site will replace the Web Toolkit and ICT.govt.nz. For international
audiences and other interested parties, this website is designed to: define New Zealand’s digitalstrategy and approach; promote public sector skills in a digital context. Although divisions contributeto the site, the material may be controlled by the government.
4.5. Government CIO [GCIO]The GCIO is responsible for liaising with organizations to help them better understand standard ICT
services, assisting organizations in advancing their utilization of ICT services, and tracking
organizational adoption and the benefits produced. Businesses obliged to submit four-year plans to
the Treasury must include ideas to utilize shared information and communications technology (ICT)
services.
The GCIO is responsible for assessing an organization's ICT investment case. The GCIO performs
reviews to see whether or not enterprises are using or planning to use shared information andcommunications technology (ICT) services. In addition, the GCIO is also responsible for ensuringthat the benefits of information and communications technology investments are coming to realization.
4.6. E-Government Promotion [EPRO]
The government's digital literacy work program begins with an idea to create the tools necessary toengage in, contribute to, and profit from the digital world. This approach reflects the way the majorityof people today engage with the digital world and the fact that an increasing number of services anddaily activities are moving online.
Besides, improving Government Payroll Systems included collaborating with government entities tostreamline payroll procedures. The program's objective was to reassure Ministers that the payroll
system spending is justified, the payroll project risks are addressed, and the payroll systems are fitfor-purpose and offered at a fair cost. Government agencies may save money by simplifying theacquisition of payroll systems.
The Alternative Zealand government committed in 2018 to a two-year initiative headed by the
Department of Internal Affairs to explore new approaches to digital identity. That transition program
analyzed how the government could provide the relevant legislation and environment to leverage newtechnology and fulfill people’s demands and expectations. The Digital Identity Programme Team
conducted significant research and worked with essential stakeholders and related bodies in otherjurisdictions within 2019 and 2020.
4.7. E-Participation [EPAR]
The development of New Zealand's culture and society has evolved in the context of a hightechnology civilization. These factors have driven New Zealand to the forefront of the next generationof e-Government. Both people and governments may take advantage of information andcommunications technology (ICT) in their daily lives. Despite the successes mentioned above, New
Zealand's progress in this area is limited due to the lack of an e-participation site. However, its scoreis still remarkably high as 9.5, ranked 10th in the list.
214

4.8. Open Government Data [OGD]
Because of the interactions with the government at various points in life, such as at home, at work,
and in their leisure time, everyone is influenced differently by open government. A considerable
number of nations worldwide are undertaking open government projects based on the requirements of
their populations and governments. The purpose of open government is to strengthen New Zealand's
democracy by allowing individuals to participate in and influence the government’s responsibilities.
The underlying principles of open government are transparency, participation, and accountability.
4.9. Cyber Security [CYB]
New Zealand's Cyber Security Strategy has four main goals:● Cyber Resilience — The goals are to protect New Zealand's most basic capabilities, ensurethat authorities use cyber technology to promote the country's security and maintainpreparation for catastrophic cyber-attacks.
● Cyber Capability- to guarantee that all New Zealanders have the knowledge and tools
necessary to protect themselves online, making it more difficult for cybercriminals to stealvital information regardless of their educational level.
● Cybercrime Prevention, Investigation, and Response - to prevent, investigate, and react tocybercrime. Avoiding and resolving the difficulties around this situation and taking actions tominimize and reduce harm to New Zealanders have become the country's goal.
● International Cooperation—especially in the Asia-Pacific region—to create international
relations. Being regarded as a cyber-safe country enhances the country's global image,
particularly the capacity of its businesses to compete internationally.
Establish a national CERT to minimize the damages caused by cyber-attacks and raise the country's
ability to adapt to these attacks. The CERT will operate as a single interface for all organizations andindividuals who need support, providing information on protecting themselves from cybercriminals.
4.10. The use of Emerging ICT [EMG]
Greater human engagement is being encouraged by a desire to understand better and forecast client
behavior. The main goals for increasing work productivity and efficiency are effective automation
and big data analytics.
Earlier this year, Vodafone Additional Zealand unveiled additional Internet of Things (IoT)
capabilities for New Zealand enterprises. Vodafone New Zealand's XONE innovation laboratories
will provide Connect, a localized version of the company's IoT Global Data Service Platform (GDSP).
Spark, a rival provider, has put money into creating Internet of Things solutions for Kiwi enterprises.
Spark also offers productized asset monitoring and management solutions to SMEs and big
businesses. By June 2020, Spark has seen a 60 percent year-over-year rise in IoT connections,regaining lost ground. On the other hand, Vodafone NZ dominates the market in terms of connections
and maintains a worldwide edge thanks to the global networks of its member firms. Localization of
the solution will now assist domestic-only clients in growing their businesses by increasing offerings.
215

Nigeria
1.

General Information

Area: 923,768 km2
Population: 212,461,203
Government Type: Federal Presidential Constitutional Republic
GDP: $ 2,430
Internet Users: 33.60
Wired (Fixed Broadband Users): 0.03
Wireless Broadband Users: 41.69
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Nigeria has made significant progress in the transition to an open economy throughout the years, in
keeping with the worldwide trends of digitization. The country is ranked 62nd with an overall score of
55.4067. The Federal Ministry of Communications was redesignated as the Federal Ministry ofCommunications and Digital Economy, with the mandate to develop and execute a Nigerian digital
economy policy and strategy that is coherent and well-coordinated.
According to the National Bureau of Statistics' second quarter report for 2019, the Information andCommunications Technology industry contributed an outstanding 13.85 percent to Nigeria's Gross
Domestic Product (GDP). This demonstrates the critical nature and potential of the ICT industry interms of job generation and economic diversification.
216

Additionally, the government has encouraged and aided such digital entrepreneurs in developing
novel solutions to local and global problems. In the public sector, digitization of critical functions,such as the usage of the Bank Verification Number (BVN), the Treasury Single Account (TSA), andthe Integrated Payroll and Personnel Information System (IPPIS), has helped Nigeria to reduce
operational costs and combat corruption. The nation is stepping up its efforts to improve the efficiency
and efficacy of public procurement procedures.
3.2. New Trends
The Nigerian government issued the National Digital Economy Policy and Strategy (2020-2030) in
November 2019 to strengthen the economy and move away from reliance on the oil and gas sector.
The approach is based on the following pillars to boost the Nigerian economy:

The Nigerian Communications Commission (NCC) created the National Broadband Plan for 20202025 to help achieve this aim. To provide effective coverage for at least 90% of the population, theBroadband Plan aims to deliver data download speeds of at least 25Mbps in urban areas and 10Mbps
in rural areas. As part of its broadband expansion plan, the government is looking for private sector
infrastructure partners.

217

It is recognized that ICT development and broadband access are critical to Nigeria's ambitions tobecome one of the world's top economies. Several constraints have impeded broadband growth andinvestment opportunities in the business. Damage to existing fiber infrastructure caused by cable theft,road construction and other activities are just a few of the main difficulties facing the industry.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Nigeria is ranked 62nd in terms of preparedness for network infrastructure, with a score of 2.511. In
January 2021, the total number of Internet users reached 104.4 million, a stunning rise of 22% overthe previous year. Until January 2021, half of Nigeria's population used the Internet. However, social
media was accessible by just 33 million individuals or 14.8% of the population. Simultaneously, there
was a 10% growth in mobile connections to 187.9 million, comparable to 90% of the entire Nigerian
population.
Over the last several years, the Nigerian government has made a significant effort to promote
digitization. Loans totaling $328 million were granted to fund the completion of the national backbone
project. With a proper rollout strategy, 5G has started to reach consumers. Broadband was expanded
to rural regions to meet the national broadband plan's goal of 70% broadband penetration. Additionally,
two additional satellites have been designated for capacity improvement.
4.2. Management Optimization [MO]The Department of e-Government Development and Regulation (e-GDR) was established in 2017 topromote the digitalization process for all public sectors. It is also entrusted with building an enabling
ICT regulatory environment that promotes Nigeria’s indigenous ICT growth, international investment,
and overall ICT sector development.
The Department of e-Government Development and Regulation e-GDR helps the Nigeria governmentto:- Establish and encourage the creation of IT regulatory frameworks to help the nation grow in the longrun.
- Create and implement strategies to promote the use of information technology in government service
delivery;- Coordinate the government's use of information technology tools in service delivery;- Register and maintain national portal MDAs.gov.ng.
- Coordination and oversight of Nigerian domain registrants via the Nigeria Internet Registration
Association (NiRA).
4.3. Online Service [OS]National/State Economic Empowerment Strategies (NEEDS/SEEDS), Vision 2020, National eGovernment Strategy (NeGST) and a well-crafted National Information Technology Policy are all218examples of Nigerian government strategies. The National Information Technology Development
Agency (NITDA) coordinated the Nigeria project alongside National e-Government Strategies
Limited (NeGSt). Despite numerous initiatives, the Nigerian Federal Ministry of Information andCommunications states that its priority is to provide citizens with credible and timely information
about government activities, programs, and initiatives aimed at creating a technological environment
conducive to Nigeria's social and economic development.
The overall amount of electronic payment transactions in the nation, including point of sale, ACH,
and Nigeria Interbank Settlement System Instant Payment (NIP), climbed 5.49 percent to N17.3
trillion in September 2020 from N16.4 trillion in August. The Coronavirus epidemic has prompted
more bank clients to use alternate financial methods to avoid infection.
4.4. National Portal [NPR]
There are some restrictions to the Nigerian e-Government website, http://www.nigeria.gov.ng. Many
users find the new design difficult to use, and the site primarily delivers static information on news,
the government, the army, and the police, as well as links to pertinent government agencies andorganizations. Nigerians will be unable to interact with their government since there are no electronic
services incorporated into the platform and little knowledge about social media. However, theseobstacles are understandable due to the quality of fixed internet connections and limitations on various
digital platforms. Therefore, Nigeria's NPR indicator score is just 5.037, placing it at the bottom of
the list.
4.5. Government CIO [GCIO]
Nigeria's government has neither enacted any legislation or established a legislative division for CIO
jobs. The phrase "CIO" is still comparatively ambiguous in Nigeria, since there are no organizations
or training institutions that have established criteria or requirements for that job title. The head of the
National e-government Strategies has duties that are very similar to those of the CIO, but there is noclear details or framework offered.
4.6. E-Government Promotion [EPRO]
The government has emphasized the need of developing a mutually beneficial partnership between
government and technology service providers that would benefit people and the Nigerian economy.
This close correlation has had the potential to accelerate the adoption of the suitable governancetechnology. To guarantee the openness and reliability of public services, more revenue-generating
channels for government must be developed via the use of technology and digitalization, such as
through the use of technology in tax collection.
4.7. E-Participation [EPAR]
The Nigeria authorities have recognized the need to transform through the use of digitalization, which
is attempted to examine as e-government. Hence, an e-Participation system was created to enable thegovernment to communicate with the Nigerian public via text messaging using Gprs devices andelectronic forms on the internet. It assists the government in keeping the public updated about the219

status of all public projects by delivering photographs and other information to them. It also
encourages the residents to use this channel to seek public feedback on all the given public projects.
4.8. Open Government Data [OGD]
Following the country's efforts to promote innovation and expose corruption, Nigeria was admitted as
the 70th member of the Open Government Partnership (OGP) in July 2016. The Open Government
Partnership (OGP) is based on the use of technology and digitalization as fundamental components.
It brings together government and civil society reformers who believe that open and transparent
governance is essential for success and reliability in economy. The Open Government Partnership(OGP) establishes a framework for engagement between government and civil society at the national
level. It connects, empowers, and promotes the reform and growth of the government on a global scale,according to its international features.
4.9. Cyber Security [CYB]
The proposed National Cybersecurity Policy and Strategy (NCPS) 2021 are presently being discussed
in Nigeria to address Nigeria's cyber risk exposure, and the framework for strengthening cybersecurity
governance. To better handle increasing cyberthreats, the new policy updated the 2014 strategy andorientates the nation's cybersecurity initiatives.
The National Cybersecurity Coordination Centre (NCCC) has identified vulnerable
cyberinfrastructure areas to improve risk assessment. The Centre admits the country's reliance on
external ICT solutions, highlighting limitations in R&D and human resource capacity. Aside from
that, a lack of cybersecurity knowledge is an obstacle to the aggressive growth of cyber threats. A
worldwide cyber security market is a competitive one, therefore, multi-stakeholder industrial
relationships are encouraged to maintain the data's security and reliability.
4.10. The use of Emerging ICT [EMG]
Nigeria's ICT sector remained active in 2020, as the majority of sectors implemented virtual work
environments. According to the Nigerian Communications Commission (NCC), telecommunications
contributed 12.45 percent of GDP to Nigeria's fourth quarter of 2020, up from 10.60 percent theprevious year. This increase is the result of rising demand, years of successful policy implementation,and sector investment.
The Nigerian government views information and communication technology (ICT) as a criticalenabler for other critical sectors such as education, healthcare, agriculture, and industry. To diversify
the economy away from oil and gas, the Nigerian government promotes indigenous information andcommunication technology enterprises to collaborate with foreign investors. To cultivate theselinkages and establish an entrepreneurial ecosystem in the technology sector, the government has
financed government- or private-sector-led incubator centers, youth innovation projects, and scientifictechnology parks. Nigeria has improved its EMG rating to 54th with a score of 2.000 as a result of
these initiatives.

220

Norway
1.

General Information

Area: 323,802 km2Population: 5,474,826
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $ 82,000Internet Users: 97.00
Wired (Fixed Broadband Users): 44.04
Wireless Broadband Users: 103.71
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Norway, along with the other Nordic nations, is well-positioned for digital transformation compared
to its European counterparts. The country was ranked 18th with a total score of 83.0516.
Norway adopted several agendas linked to the information society and digital governance between
2005 and 2017. While each of these policy statements had a specific goal, they also emphasized avariety of policy viewpoints based on developing political priorities and stated a variety of purposes;
they also depended on one another's successes and shortcomings. As a result of this integrated
architecture, there is consistency in policy creation and execution, which has supported Norway's
elevation to the top tier of countries in terms of digital government policies.
Attempting to maintain this privileged position in international rankings would imply the continuous
development of structural conditions and incorporating an urgency in the Norwegian context to sustain221

the drive for advancing the public sector's overall digital transformation. The Norwegian government
has set the goals to incorporate new digital technology into public sector operations while sticking tocurrent public sector economic models.
3.2. New Trends
Public sector digitization aims to make life easier for citizens, companies, and volunteers by
improving services and maximizing government resource usage. The purpose of the national plan is
to assist agencies and the public sector in making the digital transformation. Restructuring theorganization, reorganizing responsibility areas, revising rules, and rethinking procedures are examplesof this strategy. The public sector must boost its adaptability and creativity to accommodate new work
processes and procedures. It's not just about what to digitize; it's also about how to use it to boost
productivity and creativity. Increasing the efficiency of the public sector isn't always consistent witha user-centered strategy. This plan will increase the efficiency of the public sector while also
increasing the value created by the private sector.
The following are Norway's objectives through 2025:- The digital transformation of the public sector shall be transparent and inclusive. More tasks will becompleted as services online.
- Everyone, including people, corporations, and non-profits, should be allowed to communicate withthe government through the internet.
The public sector should use data interchange and utilization to deliver user-friendly services anddrive private sector value creation. Governments at all levels must develop services in a collaborative
digital environment. Digitization will benefit both local and national government agencies. The plan
will emphasize the following to attain these objectives and assist digital transformation:- By coordinating across administrative levels and sectors, the public sector will improve collaboration
on digital services and resource management.
- Data will be shared and reused more widely in the public sector, and open data will be disseminatedfor commercial innovation and value generation.
- For national digital collaboration and service development, a hierarchically regulated andcoordinated ecosystem will be established.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
In January 2021, there were 97 thousand new Internet subscribers, increasing to 5.39 million users in
Norway. The number remained almost constant at almost 100 percent of the total population.
Meanwhile, just 4.53 million people used social media, representing 83.2 percent of the people.
Norway had 5.96 million mobile connections at the start of 2021, accounting for 109.5 percent of thetotal population.
222

Norway outperformed all 63 other countries, getting an 8.035 score for the Network Infrastructure
Preparedness indicator. This achievement demonstrates Norway's long-term dedication to andinvestment in digitizing inputs. The regulators consulted on the multi-spectrum 5G auction andrecommended measures to alleviate strain on Telenor's network. By 2025, Telenor intended to phasedown PSTN infrastructure and decommission its GSM and 3G networks. Telenor founded a firm
dedicated to smart buildings and cooperated with NextGenTel to advance the G.fast standard.
4.2. Management Optimization [MO]Meanwhile, Norway’s Management Optimization indicator is ranked 13th with a score of 11.500. The
Norwegian Digitalisation Agency was founded in January 2020 by combining the Brnnysund Register
Centre's data management section with the Norwegian Agency for Public Management andeGovernment (Difi). The Agency is the Norwegian government's primary tool for promoting andmanaging public sector digitization. The Norwegian Digitization Agency now has responsibility forthe operation of Difi's standard IT solutions, administration of the Altinn collaboration, the CoFinancing Program, the Stimulab innovation scheme, and the Authority for Universal Design of ICT.
Norway has had a Digitalisation Minister since 2018, who oversees digitalization and regional
development. The Norwegian Digitalisation Agency was formed on 1 January 2020 by combining
Altinn, the Brnnysund Register Centre's data management section, and Difi. The agency is theNorwegian government's primary tool for accelerating and coordinating public sector digitization.
4.3. Online Service [OS]The Norwegian Mapping Authority (NMA) manages the Land Registry and Cadastre. The Land
Registry, a centralized database, is now fully computerized and digitalized. The Norwegian Cadastre
is a public register of constructions and addresses to be in charge of document registration. NMA
oversees and technically hosts the Cadastre, whereas the authorities undertake cadastral surveys.
Consumers may use an integrated online service since the databases are technically linked.
MinID gives users access to government services that need medium-high security, such as changing
addresses and seeking a loan from the Norwegian State Educational Loan Fund. 2.6 million
Norwegians have used the service. Additionally, BuypassID, Commfides, and BankID are the online
services that enable users to access public services needing moderate to high security and maximum
protection. This includes health data and document signatures. Citizens may also use their BankID toaccess online banking.
4.4. National Portal [NPR]
Norge.no is a digital government services platform and resource in Norway, containing information
on digital communication between government agencies and people. Norge.no also provides
information about the Norwegian government's digital mailbox and Digital Contact Information
Register. All government entities must use a digital mailbox to deliver residents secure digital mail.
Citizens must have an electronic ID and maintain their contact information in the national contact
registration to utilize a secure digital mailbox.

223

Another national portal in Norway is Altinn, with the new interface that makes government reportingeasier. Businesses may communicate with Altinn through an Internet gateway or their internal systems
or applications. Individuals may also submit their taxes online with Altinn. Altinn's role as Norway's
PSC is to give information to any European service provider interested in establishing a presence in
Norway.
The Standardisation Portal in the Norwegian public sector educates users about the mandated orstrongly recommended standards. This article examines information technology standards, as well as
public contracts, semantics, and service-oriented architecture. Its initiatives on public sector rules seek
to increase collaboration, openness, and efficiency among government departments and services.
The GeoNorge Gateway is another of Norway's official portals. In Norway, this is the most widelyused open-source eGovernment component. It provided access to both fundamental geographic data
and themed data. The content of the site assists public administration and environmental management
organizations. GeoNorge also gives citizens digital access to geographic data gathered in a centralized
system through a user name and password. Users may access files on elevation data, administrative
borders, transformation formulae, cultural heritage, and other issues by logging into the system. The
system collects information both locally and nationally.
4.5. Government CIO [GCIO]
Public administration in Norway does not have the authority to hire CIOs or similar positions. The
Director of the Agency for Public Management and eGovernment may be considered the chief
information officer at the national level. That is the reason why Norway fell behind to 52nd with ascore of only 5.182.
4.6. E-Government Promotion [EPRO]
The Public Sector's Digital Strategy, published in June 2019, sets shared objectives and targets for
Norway’s digitalization initiatives. It aids the public sector's digital transformation. The strategy's
primary measures include user-centered services and better use of standard IT solutions to create a
uniform public sector digital collaboration platform.
Digital21 was founded by the Norwegian Ministry of Trade and Industry for more innovative,
sustainable, and creative industry. With the support of new talents, technology, and research, Digital21
is a government-appointed body to create a strategy for all public sectors under the shared backing of
key stakeholders. Digital21's long-term mission is to aid and accelerate enterprise digitaltransformation.
4.7. E-Participation [EPAR]
Norway's telecommunications networks, services, and eGovernment have adequate infrastructure to
support system interoperability and data interchange across government agencies. National Health
Network (NHN) is an example of how the government is helping to construct specific infrastructure,224

connecting five regional networks, and providing an information exchange platform for health andsocial services.
As a member of the Trans European Services for Telematics between Administrations network,
Norway has access to a high level of security. It ensures performance when exchanging data between
public administrations in other European countries. There are now ten administrations in Norway thatare connected.
4.8. Open Government Data [OGD]
Norway maintains a collection of publicly available datasets, which may be found at data.norge.no.
Open datasets must be made available to the public for them to be valuable and accessible.
Furthermore, Data Norway includes information on data storage and dissemination options andinformation on open data publication and the directory of resources.
4.9. Cyber Security [CYB]
The government has created a new public sector digital transformation plan to support public
administrations in accepting change, sharing and reusing information, and encouraging user
discussion. In addition, the government released a National Cyber Security Plan and a national planfor digital security in January 2019 targeted to public and private bodies, notably municipalities. The
program also ensures that people have the information and awareness of risks required to use safe andsecure technology. Moreover, the government published a National AI Strategy in January 2020,
which focuses on career and the national need to invest in public health, public administration, energy,
and transportation. The government also aims to explore building industrial policy instruments toassist future value generation and AI implementation in business. A section on ethics has been
included, including privacy, data protection, and cyber security.
A National Cybersecurity Center was formed in 2019, which took the responsibility to oversee
national cyber security and ICT risk assessment. The center has brought together public andcommercial sector cyber security experts, law enforcement, and academic organizations.
4.10. The use of Emerging ICT [EMG]
The country indicator or EMG is at the 13th position in the list, denoting a lot of progress made in the
ICT construction and implementation. Norway's government has a strategy in place to attract data
centers and other data-intensive industries. Businesses and society will profit significantly as data
becomes a more valuable resource and input in the long term. Norway's companies and society standto benefit considerably from this economic potential, and the government's policies and aims will behighly affected as a result.
Norway's National Artificial Intelligence (AI) Strategy was released on January 14, 2020. The
government did not specify a date since there were a lot of changes and adjustments that needed to be
made. According to this declaration, AI that respects people's rights and freedoms should beresearched and deployed in Norway. The AI Strategy starts in Norway since the country has a solid
basis for AI success. On the other hand, the Cloud Computing Strategy was released in 2016 and225

addressed a variety of difficulties that public sector businesses face when determining whether or not
to adopt cloud services.

226

Oman
1.

General Information

Area: 309,500 km2
Population: 5,248,167
Government Type: Unitary Islamic Absolute Monarchy
GDP: $16,210
Internet Users: 95.23
Wired (Fixed Broadband Users): 10.85
Wireless Broadband Users: 114.85
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
An ambitious digital government project has taken over a decade in Oman. Oman, a country withroughly 5 million in 2019, has set distinct targets at each stage. The country's total score is 76.4807,
which ranks 29th on the list. In addition, eGovernment technology may help increase public safety andparticipation while also helping to achieve larger objectives like economic diversification and job
creation.
The National Registry System, a single, centralized database for all people’s records, was establishedin 2002 as the cornerstone for all subsequent eGovernment initiatives. Oman started with a NationaleID initiative. It gives millions of Omanis a single, easy-to-use ID with a driver's license and bordercontrol features. In 2009, the government added prepaid ePurse functionality to the eID card. This
allowed locals to pay for services quickly and easily, even if they didn't have access to regular banks.
227

ePassports are innovative travel documents that incorporate integrated personal information, digital
fingerprints, and photographs.
The UN recognized the Royal Oman Police's Civil Status System for national registrations in June
2009. The same organization ranked Oman as the world's most advanced country a year later.
eGovernment has shown to be a key facilitator in Oman's change, allowing for more accountability,
accessibility, and convenience from governmental services.
3.2. New Trends
The e.Oman 2030 strategy aims to establish a solid foundation for capitalizing on the Fourth Industrial
Revolution's digitization and technology advances. As a consequence of a combined "workforce" ofpeople and robots, higher productivity and economic benefit are achieved. It also addresses theimplications of changing mobility, longevity, life expectancy, and increased dependence on data andanalytics in corporate and personal lives. These issues will shape Oman's future. As a whole, e.Oman
2030 intends to educate the public on the implications of technology and digitalization.
Oman's key goals are as follows:
●
●
●
●
●
●

4.

Boost IT's contribution to GDP
Inclusion and digitization of all public services.
Become a top 20 digital transformation country
Job creation in digital technologies
Digital technology startups emerge.
Oman ranks tenth in cyber security and trust.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]228

With a score of 6.870, Oman is ranked 34th, towards the middle of the list. According to data, 4.92
million individuals in Oman utilized the Internet in January 2021, a rise of 5.6 percent over theprevious year. The percentage of Internet users remained constant at 95.2%. 80.2 percent of Oman's
entire population, or 4.14 million people, used social media. Simultaneously, mobile connections
decreased by 6.7 percent.
Oman has made significant strides in upgrading its network infrastructure. 5G services and associatedframeworks have been deployed, along with installing two new cable networks.
4.2. Management Optimization [MO]The Digital Oman Strategy, established in March 2003, helps create the Omani digital society andeGovernment. It is the cornerstone of its structure built on solid foundations. This includes
streamlining government procedures and emphasizing electronic delivery of services. As a result, theOman digital strategy will focus on the following topics over the next five years:● IT Industry Development● Enabling Society and Individuals● eGovernment and eServices
4.3. Online Service [OS]By the National Registry System, Oman's government began collecting data on all residents in 2002.
The National Registry System provides the cornerstone for all future eGovernment initiatives. From
that, Oman started with a national eID framework. Until now, millions of Omanis have had a single,
convenient identification credential that includes a driver's license and border control capabilities.
From that, Oman's e-Government expanded the eID card's prepaid ePurse function in 2009. Orman’s
citizens could pay for a range of government services quickly and effectively without any technicalrestrictions. In 2011, the system included electronic voter authentication and identification.
Oman has also adopted the Mobile-ID option, allowing users to sign legally binding documents andaccess services from anywhere. Electronic passports with biometric data, on the other hand, arecutting-edge travel documents that incorporate integrated personal data, digital fingerprints, andphotographs. The ePassports will provide high security and speed up border administrative
procedures, making travel more accessible. Oman has developed into an accurate e-Government
model, ranking 31st on the list with 10.440 scores.
4.4. National Portal [NPR]
The eServices portal in Oman has a new name: Omanuna. The portal Omanuna assists users with theirgovernment e-Services needs. Everyone is equally involved in this national approach to eServices.
Oman's government services and information are accessible via the oman.om site. The site is hosted
by the Ministry of Transportation, Communications, and Information Technology, owning andcontrolling the content. The website provides access to electronic services and information on how to
get additional services such as SMS or printed forms. This website was created with the users withsimplified navigation depending on your profile and requirements. Users may access information andservices from various government entities via the portal, which is organized in a user-friendly manner.
229

4.5. Government CIO [GCIO]The Ministry of Transport, Communications, and Information Technology MTCIT are responsible for
the Oman Central Information Officer (CIO) for Government E-Services. Oman's Chief Information
Office MTCIT is tasked with developing digitally literate human resources to facilitate the adoptionof government e-services and increase public involvement. It helps ministries and other government
agencies achieve their IT goals. The MTCIT also intends to assist government agencies in saving
money on IT by advising them on all elements of their IT projects. MTCIT makes crucial efforts in
Unified Government Network, the ePayment Gateway, the Government eServices Portal, theeGovernment Framework, and Information Security.
4.6. E-Government Promotion [EPRO]In May 2003, the Omani parliament ratified Oman’s National Strategy for the Digital Society andeGovernance. The Digital Transformation Program’s goal is to build a sustainable knowledge-basedsociety and increase the public sector’s productivity and efficiency by developing national capacities,
strengthening infrastructure, setting up the information technology industry, and improving the quality
and performance of government services. To achieve the objective of speeding the service proceduresfor customers, companies, and government organizations, these services must meet specificrequirements and deadlines.
Digital Transformation Program is overseen by the Ministry of Transport, Communications, andInformation Technology (MTCIT). It helps government organizations streamline business procedures,increase operations, and automate service channels.
4.7. E-Participation [EPAR]
The Sultanate of Oman's Official eGovernment Services Portal allows citizens from all walks of life
to join in discussions and debates regarding all aspects of the Oman Digital Society. Members of the
public will be able to contact us online, offer feedback, and make suggestions. The country's primary
goal is to develop a system for listening to and interacting with people and reacting to their problems,
guidance, and ideas.
The Official eGovernment Services Portal of Oman presently provides online participation options
such as Facebook to stay up to speed on the latest news and engage in discussions with other users;
Twitter to get short, timely messages; Instagram to share photos and videos from the portal, andYoutube to view and comment on videos about the official e-government services portal.
4.8. Open Government Data [OGD]Communities and economies worldwide have discovered that building an open data culture andputting in place the appropriate legal frameworks at the point where data is created or gathered isadvantageous to everyone involved. The use of open data by government agencies in Oman is criticalto the country’s digital strategy. This policy is intended to help them achieve their goals.
The Sultanate of Oman Government has stated that it is fully committed to open data for the following
reasons: to support government efforts to define community and business open data priorities; to230streamline and expedite the dissemination of data by Oman's government entities, and to provide a
workable policy framework to facilitate the release of high-value datasets.
4.9. Cyber Security [CYB]
According to the Times of Oman's poll, many Omani citizens reported cyber threats to their service
networks. Organizations' cyber vulnerabilities are not being overlooked by security thieves waiting
for a chance to take advantage of them. Additionally, those hackers are progressively using newer
technology and more sophisticated strategies to their advantage.
The first step is for a company to train and equip its employees to combat cybercriminals. The
technology assists in identifying the most vulnerable individuals or groups inside the firm andproviding users with additional cyber security training so that they may become more cyber attentive.
The company has used tools such as ThreatCop to educate its employees properly. The application
gives people the ability to simulate the most current and widespread cyber-attacks. As a result, workers
will be better educated on how to spot and avoid cyber threats.
4.10. The use of Emerging ICT [EMG]
In recent decades, the government has spent a significant amount of money on education andworkforce development. According to a statement, developing a center of excellence for small andmedium-sized enterprises (SMEs) and collaborating with global technology corporations are
significant priorities for the Oman International Container Terminal (OICT).
The Ministry of Technology and Communications (MTC) is responsible for administering thegovernment's network and cloud infrastructure. In addition, the MTC is advocating for the expansionof e-government services. To achieve the digital transformation of government services by the end of2022, at least 59 government departments will be adopting a plan.
According to the Digital Oman Strategy, the growing interest in cloud computing is offering prospects
for the construction of data centers. There is another joint venture between the state-owned telecom
operator Omantel and a private sector enterprise, the Oman Data Park, established in 2012. (ODP).
It is expected that the government and commercial sector would spend roughly RO 25 million(approximately USD 65 million) in disaster recovery services for Oman to become an establishedcenter for disaster recovery services soon. A cybersecurity sector in Oman is being developed,
emphasizing managed security services, cybercrime investigation, security incident management, andconsultation. The plans were unveiled in August 2019. One of Oman's oldest cyber-security facilities
is a component of the Oman National CERT, which is tasked with safeguarding the country's
government institutions from cyberattacks and other cyber threats.

231

Pakistan
1.

General Information

Area: 881,913 km2
Population: 225,199,937
Government Type: Federal Parliamentary Constitutional Republic
GDP: $ 5,839
Internet Users: 17.07
Wired (Fixed Broadband Users): 1.10
Wireless Broadband Users: 40.97
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
According to the Waseda International digital government rankings for 2021, Pakistan had a total
score of 56.9483 and ranked 61st. To fight the COVID-19 outbreak, the government has been forced
to isolate itself from the rest of society. Pakistan had no choice but to go digital because of the COVID19 epidemic. The government developed the Geo-Tracking App to make dealing with
telecommunications companies easier. The official self-assessment portal might be established in theform of a specialized app or website. Computerized consultations are also available to people who areunaffected by the disease. Through computers, patients no longer have to be admitted to an outpatient
facility for treatment, hence reducing their chance of contracting COVID-19. A partnership between
the Ministry of Education and PTV resulted in the creation of Tele School.
232

In addition, e-services have been expanded to include salary payouts through ATMs, mobile services(PTA SIM and NIC verification), passport and visa services, and document filing with Pakistan's
Securities and Exchange Commission (SEC). The Department of Education, the National Testing
Service, the Higher Secondary School Certificate, and the Secondary School Certificate have allprovided online access to test results for citizens.
In October of last year, Pakistan's Prime Minister inaugurated the Pakistan Citizen's Portal to air theirproblems and ideas online. As a result of Prime Minister Imran Khan's announcement in November
2018, Pakistan's National Financial Inclusion Strategy has been upgraded. The five-year plan aims to
make digital transaction accounts and digital payments more widely available. Federal and provincial
governments in Pakistan have worked with the World Health Organization and Pakistan's Federal
Ministry of Health to create an electronic vaccination program and the National Database andRegistration Authority's (NADRA) e-Health cards.
3.2. New Trends
The Pakistani government has teamed up with Chinese technology companies to improve the country's
e-government capabilities. Pakistan has lately started producing testing kits and KN95 masks basedon models, blueprints, and technology. Because of this, the China-Pakistan Economic Corridor(CPEC) has helped Pakistan's economy and markets during and after the COVID-19 pandemic. It willtake more work, though, to effectively deploy the appropriate tools.
Most developing nations lack a modern, efficient tax system, which is essential for lifting a country
out of poverty and distributing resources fairly and honestly. The government loses money becauseof corruption in the tax collecting process, and the public loses trust in the system. As a result of the
COVID-19 outbreak, several countries are emphasizing the modernization of their e-government
systems. Public trust is fostered through minimizing corruption, extending online tax filing, andmodernizing the processing system by the government. Public trust is fostered through minimizing
corrosion, expanding online tax filing, and updating the processing system by the government.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]At 64th position in the Waseda rankings for 2021, Pakistan's network infrastructure preparedness
received a score of 1.971. According to the statistics, 61.34 million internet users were in use in
Pakistan as of January 2021, denoting an increase of 11 million from 2020. In January 2021, therewas 27.5 percent of Pakistanis online. At the same time, 46.00 million Pakistanis, accounting for 20.6
percent of the country's total population, were active on social media platforms. Over the year,
Pakistan had a rise of 6.9 million mobile connections. Pakistan's population would have a mobile
connection in 77.7 percent of households by January 2021.
4.2. Management Optimization [MO]
There are many ways to increase government operations efficiency, accessibility, and convenience byincorporating information and communication technology (ICT) into the system. Using ICT in a233

simple, accessible, and cost-effective manner, Pakistan is slowly advancing toward e-governanceimplementation to broaden the reach and quality of information and services available to the generalpublic.
Federal Ministries and Divisions work with NITB on e-governance initiatives to help the government
better serve Pakistan's citizens. NITB is a federal agency. Electronic governance projects can be costeffective, efficient, and thriving thanks to the NITB's efforts to improve access to services, information,and communication in a fast and efficient manner. All of our initiatives are supported by our highquality standards, unique ideas, and compliance requirements. In addition, the National Information
Technology Board (NITB) identifies and recommends specific measures for operations that require
automation to offer Pakistan's people better and more efficient service.
4.3. Online Service [OS]The score for Online Service is based on five investigating online service, i.e., e-Procurement, 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 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” resulton https://developers.google.com/speed/pagespeed/insights has shown that the e-Customs and e-Tax
have been improved to the above average speed and efficiency, while the One Stop Service has
performed in an average level in terms of speed and efficiency. The closest look-alike-e-Procurement
web is the only online service in Pakistan that cannot be investigated, and the e-Health could not be
investigated during the period of survey. For a certain extent, all online services have implemented
some site authentication, and password protection for obtaining the services. In addition to that, allclickable objects worked as average score for the portals of e-Customs and One Stop Service while eProcurement was inefficiently low and no count for the e-Health as there was no trace on this item.
With the launch of a mobile application that collects biometrics, fingerprints, and facial recognitionand scans documents necessary for processing citizen ID cards and paperwork, Pakistan sets a new
industry standard for identity management. Apps for smartphones would allow both citizens andexpatriates alike to digitally record their fingerprints and photos, as well as their papers. Since it doesaway with the requirement for specific equipment or physical form to process identity documents in
Nadra, this is a huge step forward.
4.4. National Portal [NPR]
The e-Services Portal is a website that allows the Directorate General of Immigration and Passports
to deliver online services to Pakistani citizens all over the globe, including those in Pakistan. People
can renew their Machine Readable Passports via the e-Services Portal if their passport has expired orif the validity of their passport is less than 12 months.
4.5. Government CIO [GCIO]

234

The D-Government Program in Pakistan is a project of the Ministry of Information Technology,
approved by the Federal Cabinet in August 2000 as part of the National Information Technology
Policy 2000. A lot of attention has been paid to this program. Over some time, all federal government
agencies were informed of their demands. According to the Office of Government Chief Information
Officer (OGCIO), the Government Chief Information Officer (GCIO) released an Information
Security Policy in October 2012. Within the Ministry of Information Technology, Pakistan C's
National Directorate of Digital Government was established to provide leadership and control over all
Federal Government IT spending. As a result, each federal agency has its D-Government unit. As aresult, a "Pakistan CIO Summit & Expo" has been conducted yearly since 2013 to bring together thecountry's top IT executives, IT managers, and IT heads from neighboring South Asian nations, as wellas the Middle East and other regions of Asia, to debate the adoption of new technology.
4.6. E-Government Promotion [EPRO]
The Pakistani government has established the Electronic Transaction Ordinance (ETO), which
encourages expanding D-Government services. It's not only D-Government.gov.pk and eGovernment.pk that provide services; there are many more. The latter has a significant problem
maintaining their profitability while connecting to a broad range of public services. People,
corporations, and other governments in Pakistan have communicated with one other over the internet
for a few years now. To some extent, this is the result of the efforts to establish and promotecomputerized government services. Internet and other information technologies should be used toincrease citizens' access to Pakistani government services, as well as to promote interagency
collaboration in the provision of electronic government services, where these collaborations would
improve the service provided to citizens by integrating related functions and using internal electronic
government processes to provide better services to citizens.
4.7. E-Participation [EPAR]
To address Pakistan's fundamental civic issues, the Pakistani government has focused on e-democracyso far. It is one of several projects designed to increase electronic engagement, including the EDemocracy initiative, which aims to provide citizens access to relevant information on administrativedecisions impacting open land in designated locations. Such initiatives by affiliated government
agencies will allow stakeholders to voice their opinions on particular topics individually or openly;
ICT can aid people in building communities, sharing continuing shared objectives, and influencing
and empowering such created groups. Further information about Pakistan's general elections can befound at the ECP website, which can be accessed at http://www.ecp.gov.pk/.
4.8. Open Government Data [OGD]
Individuals' ability to access information relevant to their needs is also a factor. The availability ofopen content, government data in an available data format, and legislation controlling information
freedom. People's interest in this form of government data has expanded dramatically in light of theupcoming 2013 elections, the spike in foreign and domestic investment in development projects, and235

the rising demand for improved accountability for public expenditure and transparent budgets.
Although the Pakistan Data Portal (PDP) today claims to be one of the world's most advanced open
data portals, it was formerly known as http://data.org.pk/, which now functions as the Pakistan Data
Portal (PDP). Using a comprehensive Indicator Dictionary, PDP can sensibly correlate data properties.
There are three layers of indicator metadata in this dictionary, making it one of the most advanced
indicator dictionaries in the world. PDP is Pakistan's most extensive educational data repository. Data
from other sectors, including nutrition, is presently being added to the platform. In addition, it includes
the ability to display and analyze data. Dynamic charts and choropleth maps can be generated by PDP
based on the user's preferences for any dataset in the portal. Using PDP’s dynamic aggregation feature,users dynamically aggregate data from several datasets and years into a single dataset. After then,users can go further into the data they've just retrieved.
4.9. Cyber Security [CYB]
Waseda ranked Pakistan's cyber security 35th with 8.800 points. National cyber security strategy 2021
intends to equip Pakistan with new institutional frameworks and governance to protect Pakistan's"cyber eco-system" against cyberattacks. Computer emergency response teams and security
operations centers will be part of the frameworks that will be built. In comparison, cyberspace is meant
to be protected, including Pakistan's governmental sector and its business sector and information
systems. The strategy paper also states that Pakistan wants a "resilient cyber system and network"
rather than a secure one. Because resilience allows the systems to operate even in the face of an assault,
it is a critical component. According to the current cybersecurity strategy, protecting citizens while
promoting economic development and prosperity are mutually reinforcing. However, attacks on
Pakistan's cyberspace would be classified as Category I and II threats and will be dealt withappropriately.
In Pakistan, this was a much-needed and much-awaited piece of policy writing. There are several
crucial topics that this policy statement did not include since these concerns are not new to the public
and are not a consequence of Pakistan's efforts in cybersecurity. However, these are elements that are
already in place and have exposed Pakistan's online security. Since the word “central entity “ wasused, it is unclear whose organization would be responsible for executing the policy proposals andhow long it will take to construct such an institution. In a prior "national cyber-security policy of
2018-2023," a command force structure made of civilian and military personnel was planned. Still,
the actual implementation was not seen, and even this current policy document does not mention it.
There is also a lack of clarity in this policy statement on how the government should deal with theissue of protecting people's rights in the virtual world, which must be addressed. The strategy paper
also fails to address notions like "privacy by design" and "no-legacy.” Also, it fails to accept that cybersecurity is not solely the concern of the Ministry of Information and the Ministry of Foreign Affairs.
Governments need to know that cybersecurity is becoming a problem for Pakistan's national security.
A lack of implementation of these policies their efforts will damage Pakistan's cyberspace in peace
and warfare if they don't address this issue now.
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4.10. The use of Emerging ICT [EMG]
An exhibition/showcase on artificial intelligence and the Internet of Things is being organized inPakistan to bring together all of the country's stakeholders. It's an excellent opportunity for delegatesto meet with government officials, industry researchers, academics, and other industry leaders. The
following are some of the constituents:● National centers of excellence, research and development organizations, businesses, andpublic sector firms are all involved in developing AI technology in Pakistan.
● Policy Makers and Academicians: Members of the Pakistan Engineering Council (PEC), thePakistan Higher Education Commission (HEC), and academia are included in this category
Artificial Intelligence (AI) can be used in various industries and organizations, including government
agencies and healthcare organizations, financial institutions; start-ups; inventors; venture capitalists; anduniversities.

237

Peru
1.

General Information

Area: 1,285,216 km2
Population: 33,437,184
Government Type: Unitary Presidential Republic
GDP: $ 6,680
Internet Users: 65.25
Wired (Fixed Broadband Users): 7.93
Wireless Broadband Users: 65.66
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Peru’s spot in the Waseda International digital government rankings 2021 was 57th with an overall
score of 58.9727. The COVID-19 pandemic has had a dramatic impact on almost every aspect ofsociety. It has had a profound effect on the way people work, socialize, and learn in the modern world.
In this way, Peruvian education has also seen a drastic shift. To ensure the survival of higher education
services, the state, and its skills have been put to the test by the rapid transition to digital media. As aresult, the whole population, especially the most vulnerable, were affected.
Peruvian authorities have ordered that all education, from elementary to secondary, be conducted
digitally and remotely because of the outbreak. Pupils were able to spend more time with their families
consequently. A few modifications have taken place at home because of this. Several countries
throughout the globe have seen an increase in the use of digital education as a result of the COVID238

19 pandemic. Even yet, it wasn't a typical work environment. There is still a need for relevant
technology and the dynamics that control its use. Depending on the concentration of technologicaland economic resources, the gender difference occurs in several ways. It points up the differences
between women in different parts of the world.
In Peru, telemedicine has emerged as the dominant eHealth innovation for diagnosing and treating
physical and mental health concerns without the need for a physical visit to a health care center. The
word "telemedicine" refers to health services and information provided or enhanced over the internet.
For healthcare professionals, telemedicine has allowed them to transform a crisis into an engaging,
more secure, and cost-effective healthcare service that helps them to save both time and money on
travels. Many people sought testing in hospitals as the number of COVID-19 cases started to climb
throughout the world, which increased their risk of infection. First, dedicated phone lines were set up
to do initial symptom screening to determine whether or not further testing was necessary. As a resultof tremendous demand for this service, however, the phone lines rapidly became overloaded. As aresult, online consultation tools were quickly implemented as a safe online triage for COVID-19
patients.
3.2. New Trends
Covid-19 will have a far-reaching impact that extends far beyond the averages of any one country.
Individuals must be prioritized, and the financial impact on families and human rights violations
against the most vulnerable groups must be considered as part of comprehensive solutions. People ofVenezuelan descent working in Peru's informal economy, most of whom are undocumented, may facediscrimination and hostility similar to what is occurring in other countries. Policies must consider boththe overall socio-economic impact and assessments of vulnerable peoples' income and social services
while designing them. This dynamic must also be examined concerning gender inequality.
Peru’s leadership and the collaboration of all stakeholders, including businesses and citizens, isessential to accomplishing this arduous work. The majority of those involved have shown unity,
responsibility, and innovation in their response. Similar to the United States, professionals use social
media and Google Hangouts to aid those affected by quarantine and even hold parties on the platform
to raise awareness. The engagement with the Ministry of Production and other partners might then be
expanded to the rest of the nation.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Peru was ranked 58th with a score of 4.628 in the Waseda rankings 2021 regarding Network
Infrastructure Preparedness. According to the statistics counted in January 2021, there were 19.90
million internet users in Peru, which increased dramatically 13 percent between the previous year.
Internet penetration in Peru stood at 60 percent. 27.00 million people accessed social media at thattime, equivalent to 81.4 percent of the total population. The number of mobile connections in the239

country increased by 1.9 million to reach 36.14 million, which was accounted for 109 percent of thetotal population.
There witnessed critical developments in Peru’s efforts in preparing and investing for the country
digitalization, which are:●

5G services were launched based on the existing concessions●

MTC issued Fibertel with a 20-year MVNO license to offer B2B-focused services and dark
fiber access over a nationwide fiber network.

●

Pacific Cable was positioned at Lurin.

●

Eutelsat Communications entered JV with Telespazio allowing the latter to use Ku Band
capacity on the EUTELSAT 117 West B satellite to provide telecom services to 1,300
underserved areas in the Peruvian Amazon.

4.2. Management Optimization [MO]Since the early 2000s, Peru has been slowly laying the foundation for electronic administration and,ultimately, the shift to digital government. A variety of measures have been put in place by the
Peruvian government since then.
In December 2019, the PCM gave the Bicentennial with the design of the Digital Agenda, which
outlined the future operations of the government with the objective of digital transformation by 2021.
ntegro, Competitivo, Cercano, Confiable and Innovador are the five goals of the Digital Agenda 2021.
After DU 006-2020 was passed in January of 2020, the National Digital Transformation System wasput in place. After DU 007-2020 was given in January of that year, it authorized the Digital Trust
Framework to guard against digital dangers.
Executive Power approved Legislative Decree No. 1497 as part of the Government's reaction to
COVID-19. It mandates public institutions to adapt their administrative operations to digital platforms
or services, among other steps. In addition, 100 government operations have been designated as toppriorities for digitalization by the administration. For 2019, Peru advanced 16 spots up thegovernment's internet service indicator, and it held onto that position for the following year.
Law No. 149724 was enacted by the Executive Power as part of its reaction to COVID-19, and it
mandates that public entities use digital platforms or services, among other things.
4.3. Online Service [OS]One-stop service websites, electronic tax, electronic customs, electronic health, and electronic
procurement go towards the overall score for online services. For each of the five e-services reviewed,
official Peruvian websites are accessible. E-tax and customs website (http://www.Sunat.gob.pe) iscomplex and interactive while giving essential information to the public. A straightforward anduncomplicated one-stop service website (http://www.tramites.gob.pe) emphasizes the most frequently
visited procedures. The e-procurement and e-health websites are limited to conveying information to240citizens and providing simple, low-complexity services to the general public, which is why thegovernment is not using them.
4.4. National Portal [NPR]
Gob.pe is the sole digital interface available from the country's government. By making institutional
information and guidance on procedures and services more readily available, it hopes to improve
public relations between the State and its citizens. Each institution's website is responsible for its
content and upkeep, even if the Presidency of the Council of Ministers oversees it via the Secretariat
of Government and Digital Transformation. Some data may still be generated and accessible on theplatform because specific entities are still migrating.
In addition to information on procedures and services for the general public and news, legal norms,
and publications from Peruvian State institutions, Gob. pe users may also access basic information
about the Peruvian State. Supreme Decree 033-2018-PCM designates Gob.pe as Peru's Exclusive
Digital Platform.
4.5. Government CIO [GCIO]The Chief Information Officer (CIO) has no provision in the legislation that governs e-governancepolicy. Other tasks fall within the ONGEI's purview in addition to those mentioned above, including
advocating for and carrying out the implementation of ICT in government. A CIO training program
was listed by at least one educational institution. Further information about CIO regulations could
not be discovered at this time, unfortunately.
4.6. E-Government Promotion [EPRO]
Peru's National Policy aims to improve and strengthen the performance of science, technology, andtechnological innovation in Peru. The government provides grants through transfers to public research
institutes and universities. Several policy instruments offer direct financing for R&D innovation,
based on a mix of government and international funding instruments. The majority of Peruvian
manufacturing firms (72.3%) carried out innovation activities by acquiring capital goods. 4% reliedon government support, and 1.3% found funds through less formal means.
Peruvian public sector companies are concerned about the limitations of public policies on scienceand technology, according to CONCYTEC. Peru lags behind Latin America and the Caribbean, andIbero-America by such indicators as publications relative to GDP. Peru ranks highest in capacity forinnovation, availability of scientists and engineers, and quality of scientific research institutions. Only
39.4% of innovating manufacturing companies polled in Peru admitted to having their intellectual
property rights recognized.
4.7. E-Participation [EPAR]
Public participation and transparency are cited as goals of the National Digital Agenda. However,there is insufficient evidence to back up this assertion. Citizens may use websites run by thegovernment to find information on elected politicians, legislation, and the national budget.
241

Additionally, the president has an official website with a contact form that residents may use to contacthim.
The Peruvian government has put a high value on service delivery through mobile applications
because of the widespread availability of mobile Internet connections. Toward that goal, a mobile
government website (http://www.movil.softwarepublico.gob.pe/) was created. This is where a wide
range of mobile applications may be accessed.
4.8. Open Government Data [OGD]
Peru’s Open Government Data indicator was placed 41st in the Waseda rankings 2021, sharing thesame score of 8.500 as Poland. The government has set up an open data site(http://www.datosabiertos.gob.pe) where citizens may get their hands on the information they've been
asking for. Only 142 datasets from 1,243 institutions, divided into ten categories, are now available
via this service. There is also a government transparency webpage where users can check for
information on different government agencies.
4.9. Cyber Security [CYB]
Peru has significantly increased digital access over the past decade, and efforts underway will continue
to close the gap as expansion continues into rural areas deep in the interior – via satellite connections
and associated hardware installation.
Some 65% of organizations in Peru allocate between 1% to 5% of the IT budget for cybersecurity.
80% of companies have a general awareness program on cyber threats, of which only 7% are formal
and focused. During 2019, at least 57% of Peruvian companies suffered a ransomware attack, with
Peru being the most attacked country in Latin America. This highlights the needs and opportunities
for U.S. cyber security products and service offerings in Peru.
4.10. The use of Emerging ICT [EMG]
With growing technological advancements and growth in technology usage in various applications,
Peru's Internet of Things Market is expected to rise quickly over the projected period. Big data, cloudcomputing, data centers, and data analytics are expected to positively impact the sector in thefollowing years.
Supporting government initiatives to promote digital transformation and the construction of intelligent
cities in Peru is also projected to aid the country's IoT sector. Internet of Things Market in Peru is
broken down into platforms, components, and applications. It is possible to segment the market into
three distinct categories: hardware, software, and services. The hardware category is predicted to leadthe IoT market through 2025 due to the increasing usage in numerous end-user industries to increase
operational efficiency.

242

Philippines
1.

General Information

Area: 342,353 km2
Population: 111,342,659
Government Type: Unitary Presidential Constitutional Republic
GDP:$ 3,650
Internet Users: 46.88
Wired (Fixed Broadband Users): 5.48
Wireless Broadband Users: 68.44
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
There has been significant growth in commercial and government investment, increased consumer
spending, and growing demand for better service in the Philippines' ICT sector. In the year 2021, thePhilippines ranked 12th with an overall score of 73.2548.
The World Bank and the National Economic and Development Authority (NEDA) released a reportsaying that rapid digital technologies can help the Philippines overcome the Covid-19 pandemic,
recover from the crisis, and achieve its vision of becoming a middle-class society free of poverty(NEDA). The use of digital technologies like e-commerce, telemedicine, and online education is risingin the Philippines. This has allowed individuals, businesses, and government to cope with social
distancing measures, ensure business continuity, and deliver public services during the pandemic. The
243

Philippines lags behind many of its neighbors when it comes to adopting digital technology. Lack ofcompetition and limits on the telecommunications market investment hamper the Philippines' efforts
to improve its digital infrastructure.
One of the country's goals is to modernize government organizations via a digital transformation
initiative. Cloud data centers, software to improve business processes, the transformation of local
government units into smart cities, cybersecurity solutions for data privacy, and an enhanced internet
and mobile service landscape through a national broadband plan are all top priorities right now,according to the president. The Philippine government believes that improving the country's ICT
infrastructure would enhance the lives of Filipinos while addressing several issues that make doing
business in the country difficult. In May 2018, President Rodrigo Duterte signed RA No. 11032, orthe Ease of Doing Business and Efficient Government Service Delivery Act, which aims to enhance
the business environment and support the Philippines' digital transformation.
3.2. New Trends
The Philippines' Department of Information and Communications Technology aims to further thecountry's digital transformation by developing the Philippine Digital Transformation Strategy for2022. The 2015 ASEAN ICT Master Plan (AIM 2015) has three pillars: economic transformation,
people engagement, innovation, infrastructure development, human capital, and bridging the digital
gap as foundations. The core idea was to focus on national interests while monitoring the ASEAN
economic agenda.
In the future, governments' enabling activities will focus on digital transformation to promote
government transparency and accountability, operational efficiency and agility, direct public
participation, and a platform for innovation to help the country’s economy recover from the impact ofthe pandemic. In addition, the digital transformation method, known as e-government 2.0, focuses on
the inclusion of social web and user-generated content into government systems, the distribution anduse of open data, and network effects through greater user engagement. The goal of e-government
2.0 was to legitimize actual public participation via the deployment of multifunctional communication
channels.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
With a score of 4.027, the Philippines is ranked 60th in terms of network infrastructure preparedness.
The overall number of Internet users reached 73.91 million in January 2021, a 6.1 percent increaseover the previous year. At the start of 2021, the proportion of the population with Internet accessremained stable at 67 percent. Eighty-nine million people, or 80.7 percent of the entire population,
would use social media. Mobile phone connections accounted for 138.2 percent of the total population
at the time.
There has been significant progress achieved in the Philippines toward global digitization. Smart,
Global Telecom, and DITO Telecommunity have all deployed commercial 5G services. DITO has
244begun spreading out mobile services. Additionally, the government has increased its investment inand implementation of innovative data centers to promote 5G services.
4.2. Management Optimization [MO]E-Government Master Plan (EGMP) 2013-2016 was replaced by EGMP 2022 in 2016. While thenation's e-Government infrastructure has remained steady, the e-Government ecosystem has made alot of achievements. The Philippines ranks remarkably at the 22nd position with 11.200, the secondhigh in South-East Asia, just after Thailand.
Among the most significant changes in the Department of Information and Communications
Technology (DICT) and its three affiliated organizations: the National Privacy Commission (NPC),
the National Telecommunications Commission, and the Cyber Crime Investigation and Coordination
Center. The DICT was established as a goal of the Philippines' 2011-2016 Digital Strategy. The
legislation and establishment of the division demonstrate the government's recognition of the criticalrole of information technology in transparent governance. The National Privacy Commission (NPC)
is mandated to safeguard fundamental human rights to privacy and communication while also
supporting innovation and progress. The Commission regulates, adjudicates, and manages the nation's
communication services.
The Philippines is committed to safeguarding and protecting personal and government information.
As a result, the State's plan strives to preserve fundamental rights to privacy and communication while
promoting innovation and development. The legislation applies to all businesses and levels ofgovernment, with a particular emphasis on information and knowledge management and security.
The implementation challenge for EGMP 2022 is to establish a "One Digital Government" via egovernment technologies. First, the DICT is in charge of establishing staff, rules, procedures, andinformation architecture appropriate for the difficulties mentioned earlier and objectives.
4.3. Online Service [OS]Initially, websites were seen as the critical e-Government tool to deliver information and services toresidents. In this sense, the e-Government Fund was established in 2013 as an accelerator for egovernment in the Philippines, promoting ICT to develop digital mechanisms and simplify
governmental administration to improve all Government services. National Government Agencies(NGAs) having websites increased from 85.58 percent to 92.99 percent between 2016 and 2017. The
proportion of NGAs with an inaccessible website dropped 2.21 percent in 2017, while those without
a website declined substantially to 4.80 percent that year. However, the Philippines still ranks 26th
with a score of 10.560.
4.4. National Portal [NPR]
The National Government Portal (NGP) serves as a critical measure of the country's internet services
as measured by the E-Government Development Index (EGDI). As a result, the NGP is vital forincreasing the public sector's visibility and accessibility and fostering citizen trust. Given that many245

government information technology (ICT) services, mainly online services, have traditionally been
built in silos, the approach for developing a national government portal (NGP) must be based on amore collaborative structure.
The establishment of a national government portal is a digital transformation approach for creating an
integrated government. It serves as the official representative of the federal government's essential
services. Since 2014, the Open Data Portal (www.data.gov.ph) has published over 3,300 government
data files and information on various topics, from public expenditure to agriculture, transportation,and education. Under this context, the Philippine Statistics Authority (PSA) launched
openstat.psa.gov.ph in 2017, an online platform that makes multiple statistical data collected andcompiled by the government available to the public.
4.5. Government CIO [GCIO]The Government's Chief Information Officer (CIO) directs and manages ICT initiatives to improve
public services. The CIO strikes a balance between applied business strategy, organizationaltransformation, and regulatory reform. Given that E-Government is intended to increase efficiency
and transparency, institutional adjustments are necessary for the country's development. The DICT
was established by Republic Act No. 10844 in 2016 as the central planning, coordinating, andadministrative institution for ICT development in the nation. The creation of a permanent Department
supports an excellent culture in information technology development and electronic government
activities. The statute establishes a CIO Council chaired by the Secretary of the DICT. The CIO
Council assists the Department in achieving government-wide information technology objectives.
National government institutions are appointed Chief Information Officers. They advise companies
on the most effective use of information and communication technologies (ICTs) to enhance public
service delivery and save costs. They establish, implement, and manage the agency's strategic strategy
for information systems (ISSP). Chief Information Officers will be responsible for the managementof information technology initiatives, methods, and procedures. Together with ICT solutions, they
will develop and implement a plan for business transformation and strategy implementation.
4.6. E-Government Promotion [EPRO]
The establishment of a Department of ICTs has been a long-standing goal of the Philippine
government for years. One of the primary challenges for human resources is rationalizing criticalthings for e-Government, both inside DICT and other government organizations. Additionally, thestate has raised an effort to attract the finest and brightest technical talent by offering competitivecompensation and benefits. This is in addition to the fact that present public officials are required to
upgrade their ICT skills. These are critical components of the e-long-term Government's viability andresilience.
Coordination across sectors is necessary for specialized firms or services. Business policies,
procedures’ standards, data interoperability standards, and process interoperability standards are allcompliant with the Philippine eGovernment Interoperability Framework (PeGIF). Efficient e246

government projects will result in the growth of the whole economy. The Philippines' government hasestablished a goal of transforming government into a digital platform that supports openness,accountability, efficiency, direct public engagement, and innovation.
4.7. E-Participation [EPAR]
E-Participation is the use of ICT to facilitate participation in governance activities. Digitization
measures are necessary to promote e-Participation. It is also part of the Philippine Open Government
Partnership's National Action Plan 2017-2019. The initiative provides online tools for residents toobtain government information, consult, and collaborate. It contains three major sections. which are
E-Information, E-Consultation, and E-Decision Making.
The National Government Portal uses E-Participation technologies to increase citizen participation in
public services. There is an online petitioning system, policy consultation, and public input tools on
www.gov.ph. In Albay, Bohol, and Surigao del Norte, the Open Legislation Platform is being createdas an E-Participation mechanism. Assists local involvement in Sanggunian judiciary committee andgeneral assemblies. Participation will be improved via technology so that the citizens may use social
media such As Facebook. This internet tool enables citizens to interact with local legislators.
4.8. Open Government Data [OGD]
E-Government infrastructure includes the National Government Data Center (NGDC). The NGDC
provides consolidated servers and storage for government agencies. It is well known that several
government departments have insisted on their own data centers, which have proved to be more
expensive and difficult to secure. The previous EGMP's purpose was to simplify data center services
and attract more government agencies to join the NGDC. To guarantee system resilience, backup data
centers must be constructed around the country. Backup data centers are essential in case one data
center is damaged or loses connection. The redundancies guarantee that services are not disrupted andcan be promptly restored in case of an emergency.
4.9. Cyber Security [CYB]
The Security Operations Center (SOC)'s technologies now enable active network monitoring. The
NextGeneration Intrusion Prevention System detects and prevents security threats, which helps
monitor security issues and maintain network infrastructure. Throughout 2017, the SOC was contacted
for vulnerability management, log monitoring, and source code analysis. The UN says thatgovernment authorities must be made more aware of cybersecurity.
The COVID-19 outbreak has changed the Philippine digital landscape. A February 2020 researchfound that many Philippine private businesses increased their cybersecurity spending by using antimalware and antivirus software, next-generation firewalls, or investing in cloud-native security. Dueto the pandemic, e-payment and finance systems have grown significantly. By 2023, the Philippines
Central Bank anticipates that 50% of retail transactions will be digital, and 70% of the population will
use fintech. BMI forecasts $95 million in software sales in the Philippines by 2025.
247

The DICT's National Cybersecurity Plan 2022 is rolling out cybersecurity infrastructure, from
hardware to software, and a capacity-building program for all national agencies and local
governments. The Philippine government is strengthening the 2012 Data Privacy Act, establishingstandards for data security, and encouraging all businesses to register on the government's online siteand hire a Data Privacy Officer (DPO The planned deployment bodes well for US software andhardware vendors.
4.10. The use of Emerging ICT [EMG]
Local firms have also invested more money in the digital transformation efforts of organizations. ICT
infrastructure is underinvested despite the increasing use of mobile devices and social media. Around
400 software businesses are operating in the Philippines, with the majority being American andEuropean.
In 2020, the Asia Cloud Computing Association predicted that the Philippines would be ranked 11thout of 14 Asian countries. Data storage and processing will become more popular as more firms turnto cloud solutions for better efficiency and pandemic resistance. As part of the Philippines' Digital
Transformation Strategy, the government integrates new technology and solutions to improve its
digital infrastructure, connectivity, and operational efficiency. Several aspects of the Government's
cloud-first policy include staff email, national archives, and the Government's cloud data center.
During the pandemic, ICT was used to reduce the impact of Covid. The project includes command
centers, resilience management, digital health, education initiatives, and data center upgrades,
including cybersecurity and analytics. Investment in a command-and-control center for connectivity
and emergency response cost Baguio City $1.2 million.
The Philippines has also lifted restrictions on telecommunications. The DICT released a new set of
guidelines for the construction of independent cell towers in May 2020. Cell towers are presently
within the purview of the Philippines' three major telecom providers. Speeding the rollout of mobile
networks might be facilitated by implementing a standard policy for towers.

248

Poland1.

General Information

Area: 312,679 km2
Population: 37,785,893
Government Type: Unitary Semi-Presidential Constitutional Republic
GDP:$ 16,930
Internet Users: 86.84
Wired (Fixed Broadband Users): 21.70
Wireless Broadband Users: 197.43
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Poland, the sixth-largest nation in terms of size and population within the European Union, has madetremendous economic progress since joining in 2004. COVID-19 infections were minimal in Poland
during the first pandemic wave in spring 2020, making it one of Europe's less impacted markets. For
2021, Poland was rated 44th in the Waseda International digital government rankings 2021, with a total
score of 69.2256.
Because of the global influence of the virus on everyday life, work, and socializing, a basic level ofdigital integration has become necessary. During the lockdown, people were forced to use ICTs to
keep up with an ever-changing world. First, Poland issued a national digital vaccination certificatethat provided a limited amount of anonymized data through the QR code. A copy of the immunization249

record is available in the patient's Patient Internet Account for everyone who has gotten the shots.
Patients in Poland may access their certificates using Poland's COVID pass website, the Internet
Patient Account. Poland's Public Health Fund and the Ministry of Health are responsible for running
the website. Additionally, certificates are issued by health care institutions.
Since Poland's recent economic boom, the country's machinery and equipment industry has reaped
enormous rewards. As a result of Poland's rapid industrial development, Poland had the third-fastest
industrial growth rate in the EU in 2020. Hence, new equipment demand has risen as well. However,even though Poland's equipment market has grown tremendously in recent years, it will require newtechnologies to stay on top. Industrial Internet of Things (IIoT) solutions are becoming more and morecritical, particularly for companies in Wisconsin that provide robotics, artificial intelligence, sensors,
software, and hardware solutions.
3.2. New Trends
As a consequence of Poland's digital strategy, Polish businesses can participate in European andworldwide value chains. Poland's state-owned firms may benefit from digitization by using innovative
grid technologies and horizontal and platform solutions to improve essential transportation and energy
infrastructures, especially when the whole world is thriving to recover after the pandemic. Small andmedium-sized firms must have access to a platform that allows them to virtualize industrial processes,
incentivize them to combine different data sources to increase productivity, improve manufacturingflexibility, and build new business models. Open machine data should be provided on this platform toencourage new ideas.
Massive data collection and generation will be necessary for the next Industrial Revolution to berealized. Both the industries from whence the data comes, and those who creatively exploit it togenerate new value chains will benefit from this new source of data. Data and information systems
and data sets must be interoperable to create cross-sectoral synergy and prevent damaging certification
restrictions that operate as a form of protectionism.
Digital change is impossible unless people have faith in the digital world. Security and value standards
and incentive programs must be developed, as must an effective marketing campaign for digitalcollaboration platforms. Trade agreements, treaties, and EU policies all contribute to Poland's attempts
to speed up digitization. For the data economy to grow, cloud computing and data analytics companies
are essential. Market dominance may lead to unfair terms and conditions for businesses that use theirservices, leading to market fragmentation.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]Poland was ranked 31st in terms of network infrastructure preparedness, with a score of 6.951. The
overall number of Internet users reached 31.97 million in January 2021, a 4.4 percent increase overthe previous year. In early 2021, the proportion of persons with Internet access remained unchanged
at 84.5 percent. In January 2021, 25.90 million people used social media, representing 68.5 percent of250

the overall population. At the same time, 52.76 million mobile connections were active, accountingfor 139.5 percent of the total population.
Poland's liberalized telecom business has grown rapidly in both the broadband and mobile arenas.
Fiber infrastructure was built to fulfill increased consumer demand for public services. Mobile dataservices employing freshly freed and re-farmed spectrum have also characterized the market in recent
years. The regulator's intentions to sell range across several bands have been delayed due to the Covid19 outbreak and legislative amendments.
4.2. Management Optimization [MO]By 2020, the Strategy for Responsible Development aimed to raise the wealth of the Polish people
while reducing poverty and social exclusion. Modern IT solutions can allow the establishment andmaintenance of a logical and coherent government information technology system in collaboration
with all stakeholders at all levels of public administration, under the eGovernment and digital public
services concepts. The objective of eGovernment is to make as many government services available
online as feasible, enabling citizens to do business remotely. Maintaining interoperability of public
information technology systems and automating administrative tasks are crucial.
The Efficient State Strategy 2020 needed robust interoperability of all information technology systems
and public registries to create uniform standards for electronic communication in the public sector andto offer reference data for current offices' work. Automatic cross-checking of data provided byconsumers of public services against data in the public register would enable public institutions tobetter their existing operations while also expediting dispute resolution.
4.3. Online Service [OS]On 5 September 2016, the Act on Trust Services and Electronic Identification was enacted. The Act
created electronic service availability in Poland by integrating at a single point all ICT systems thatmake public online services accessible, using a variety of electronic identity standards. Users registerin any public online service using electronic identity methods issued by electronic identification
schemas affiliated to the national electronic identification gateway. The site facilitates access togovernment portals and electronic services. It is an organizational and technological solution thatcombines information technology systems into a single-entry point for public online services.
The Public Procurement Law became effective in March 2004. It paved the way for the creation ofeProcurement systems for Polish public administrations, sophisticated electronic signatures for tender
submissions, and electronic auctions for particular contracts.
4.4. National Portal [NPR]
The Republic of Poland Portal (GOV.PL) is the primary national portal in Poland, providing accessto digital information and e-Services. The Ministry of Digital Affairs designed the portal. GOV.PL
has news, press, and multimedia, and much other important information.
On the other hand, Dane.gov.pl is an open data site for consumers, businesses, NGOs, researchers,
and government officials, including data on education, the environment, budget, finance, culture,251

security, sport and tourism, and the labor market. The majority of information is made publicly
accessible. The site also serves as a hub for open data expertise, best practices, and new projects in
Poland.
The biznes.gov.pl site provides eServices to entrepreneurs considering or running a business. Its main
goal is to reduce the administrative costs associated with forming and administering a business.
4.5. Government CIO [GCIO]The Ministry of Digital Affairs acts as the government's chief information officer position. Currently,
the Ministry of Digital Affairs is responsible for internet security, infrastructure, and digital content
development.
4.6. E-Government Promotion [EPRO]
The Polish Ministry of Digital Affairs has advanced the information society by encouraging
investment in information and technology, which requires universal access to high-speed Internet,
efficient and user-friendly public eServices, and increased digital literacy.
This initiative aims to provide all schools with high-speed internet connections and maximize teachers'
access to e-Resources. The National Educational Network Act was implemented in December 2017,with the first educational centers joined in 2018.
The Committee of the Council of Ministers for Digitalization was established in March 2007 andadvised the Council of Ministers and the Prime Minister. The duties involve advising on draft
legislation or computerization initiatives to guarantee interoperability, integrity, and complementarity
with existing or planned solutions, as well as architectural compliance with the State Information
Architecture.
4.7. E-Participation [EPAR]
The TESTA network is Poland's primary cross-border infrastructure for electronic communications
between EU agencies, organizations, and the Member States. Additionally, the program for the
opening of public data was Poland's first official document committed to the openness of public data.
The document was created to enhance the quality and volume of information and increaseadministrative transparency and E-participation.
4.8. Open Government Data [OGD]
On September 20, 2016, the Council of Ministers approved the Open Data Program, the firstgovernmental document on data transparency. This function of the document is to increase the quality
and volumes of information provided on the open data portal that emphasizes open government,
citizen involvement, and the reuse of public data. As a subordinate element to the Open Data Program,a new Open data plus initiative was launched in 2019.
The Polish Ministry of Digital Affairs issued guidelines for data preparation and sharing standards in2018 with Application Programming Interface standards, security, technicality, and legality to verify
the quality of data given by the government. Open data is utilized for both commercial and scientific252purposes for the first time. The public is relatively robust in how the government operates the publicdata. Access to data should not be restricted by legal or technological constraints that protect personal
information. The project about open data produced standards for government data transparency. This
term emphasized the need for adequate data preparation and sharing in promoting data utility.
4.9. Cyber Security [CYB]
Poland succeeded in establishing a more substantial cybersecurity infrastructure in 2018. In October
2019, Poland's Council of Ministers approved its 2019-2024 Cybersecurity Strategy. The governmenthas been trying to improve the public sector's cyber-resilience and information security while
encouraging individuals and organizations to follow best practices. In 2020, a strategic action planwith tasks, responsible organizations, KPIs, and funding was established. The country came in 21st in
the Waseda rankings with 9.500 points and was tied with Malaysia.
A national cybersecurity plan is also mandated under the Directive on network and information
systems. A public-private partnership - known as Cybersecurity Cooperation Program was formed
with global and national technology businesses to improve information sharing, education, and cyber
hygiene. The National Cyber Security System or the Polish legislation Directive 2016/1148 fosters
actions to ensure high security for networks and information systems across the EU. The government
has decided to keep and improve its decentralized cybersecurity management. The Act established anefficient, comprehensive structure that enables stakeholders to identify, avoid, and minimize potential
threats to preserve Polish national security interests.
4.10. The use of Emerging ICT [EMG]
A committee of independent experts led by the Ministry of Digital Affairs identified five priorities toenhance artificial intelligence development in Poland: innovative enterprises, education, public
sectors, and international cooperation and society. The Ministry of Digital Affairs has reviewed the
document's consultation analysis to find whether it corresponds with the Polish government's aim andthe EU's AI regulations.
The Ministry of Digital Affairs has launched its AI Programme with three pillars: education, strategy,
and technological efforts. It is coordinated by the Ministry's Department of Innovative Solutions to
educate society and public units, offer technical projects and aid in their market growth, and establish
a framework for all actions in the nation relevant to AI Policy. Additionally, The Minister of Digital
Affairs formed the Internet of Things (IoT) Working Group in August 2018, recruited over 150
government, commercial, and academic specialists. The experts emphasized essential opportunities
and the government's unique role in fostering IoT development in Poland.

253

Portugal
1.

General Information

Area: 92,090 km2
Population: 10,161,885
Government Type: Unitary Semi-Presidential Constitutional Republic
GDP: $ 25,060
Internet Users: 78.26
Wired (Fixed Broadband Users): 40.81
Wireless Broadband Users: 78.95
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Portugal was ranked 36th in the Waseda International 2021 rankings for digital government, with a
total score of 72.3409. The coronavirus pandemic has heightened the urgency with whichgovernments worldwide are upgrading their digital infrastructures to meet the growing needs of digitalcitizens for public services. What was before noteworthy has become crucial. The crisis has
highlighted the critical significance of digital resilience as a crucial component of shared governancein managing and overcoming the health catastrophe's consequences and "rebuilding better." Countries
that have made significant progress toward digital transformation have weathered the storm and are
now better positioned for a digitally-driven recovery. Digital technologies are enabling a change ofgovernment that is anticipated to result in enhanced governance, more effective public policy, andimproved service delivery.
254

While the fundamental objective of the digital reforms a decade ago was to boost efficiency and savecosts, the emphasis has gradually shifted to improving people's quality of life and simplifying
government. Intriguingly, the digital government has always been seen in Portugal as acomplementary component of the country's administrative modernization efforts rather than astandalone project. The Portuguese experience highlights the vital need of institutionalizing apolitically strong governance structure at the core of government charged with promoting reforms andeliminating resistance to change.
Portugal has rapidly climbed to the top tier of technologically sophisticated countries, joining theexclusive club of the Digital Nations in 2018. This award recognizes successive administrations'
extraordinary efforts and successes in using new technologies and data insights to enhance
government functions for everyone. Portugal has been recognized by the United Nations and theOECD as a global pioneer in digital governance, thanks to its continuous and consistent efforts overthe past 15 years.
3.2. New Trends
Portugal is one of the EU's "middle-of-the-road" countries when it comes to digital transformation.
The country's human capital performance is much below the EU average. As part of the National
Strategy for Economic Digitization, the Ministry of Economy created the "Industry 4.0 Program" in2017. There were roughly 120 stakeholders consulted as part of the national strategy for Industry 4.0
in April 2016, including 88 companies, academics and organizations, and government agencies. The
Strategic Committee, which includes representatives from the government, national agencies, and theprivate sector, confirmed the list of proposed initiatives to hasten national companies' adoption ofindustry 4.0 after the consultation. The country has even focused more on these strategic plans as apart of the federal recovery after the pandemic
After completing Phase I in 2018, the Program's goal was to educate Portuguese enterprises and thegeneral public about Industry 4.0. The Phase II of the program began in April 2019 and was organizedaround three axes – Generalize, Capacity, and Assimilate – with an increased focus on innovation andknowledge development to speed up the shift to industry 4.0. By implementing a widespread digitaltransformation of business models, the government aims to promote economic and social growth.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
A total score of 6.601 rated Portugal 41st in the Waseda rankings in terms of network infrastructure
preparedness. With 8.58 million internet users as of January 2021, Portugal’s population has grownby 0.7 percent over the previous year. At the time, 84.2 percent of the people in Portugal were online.
There were 7.8 million people who used social media in January 2021, a rise of 11 percent from theprevious year. Mobile connection penetration, on the other hand, fell by 3.6% in January of 2021.
15% of the overall population had a mobile phone at some point, thanks to the 15.8 million active
subscriptions.
255

In the following respects, Portugal made significant progress on its digitalization path. The auction
for new participants to the 5G network has closed. Additionally, Vodafone and NOS agreed to share
their networks, and NOS sold towers to Cellnex.
4.2. Management Optimization [MO]Because of Portugal's digital transformation plan, its government and its services have undergone
significant transformations. Focusing on the digital transformation of the public sector, it employs
digital technology to speed public sector modernization for residents and enterprises. The transition
was emphasized above digitization in several ways. Political leaders, particularly women leaders, havebeen instrumental in guiding this transition from the heart of government with strong political will
and a clear vision, federal and a persistent aim. A single digital agency with a defined aim andexecution skills has been set up to assist promote and occasionally force whole-governmenttransformation.
The key to success was the convergence of political and technical efforts. To enable government
digital services, Portugal invested heavily in its digital infrastructure early on. Additionally, strategic
steps to sustain political support for the reforms include digital identity and interoperability platforms.
The SIMPLEX administrative simplification effort, which began in 2006 and is still ongoing, is oneof these strategic undertakings. Additionally, the digital strategy aims to improve the lives of citizens
by simplifying vital governmental services like health and justice. The Portuguese government's
innovative digital solutions are a good illustration of a citizen-driven approach. The government's
objective has traditionally been to rethink rather than automate outmoded or unnecessary tasks. Many
countries have fallen into an electronic bureaucratic trap, but Portugal has managed to avoid it. To
break down data silos and link government organizations, Portugal is presently working to promote
public sector interoperability. The "once-only" concept is also being rolled out throughout Europe,
forcing consumers only to submit their personal information once.
These initiatives emphasized locals by focusing government services on people's life events andtailoring them to local realities. Citizenship cards, e-prescriptions, and e-Portugal, a single platform
for all government services, are just some of the real-world examples. Life events, rather thangovernmental entities, have focused on the platform's offerings since its introduction in 2019.
4.3. Online Service [OS]A multi-channel service delivery paradigm can help to increase public and private sector service
engagement by citizens. The Citizen Card, an eID-based identification card, and the Digital Mobile
Key, a mobile ID solution, have been introduced in Portugal. The eID uses biometrics and an esignature to verify a person's identity visually and electronically. This gadget makes it possible toauthenticate transactions and sign electronic documents securely. ePortugal.gov.pt, the country's
government website, hosts it.

256The BASE website must include all public sector contracts. Tender notices are published in the official
electronic journal. Even in the post-award phase of eProcurement, eAuctions and dynamic buying
systems are becoming more common.
4.4. National Portal [NPR]
The official website of the Portuguese government, Government Portal, provides information on thegovernment's plans, composition, various documents, current public consultations, and basic
information about Portugal. For individuals and enterprises alike, it was introduced in February 2019as a single digital gateway that consolidates all-digital governmental services and information fromthe National Catalogue of Entities and Services into a single point of access.
4.5. Government CIO [GCIO]
The e-government law in Portugal does not legally recognize CIOs (Chief Information Officers).
Governments nowadays are cognizant of the necessity for a Global Chief Information Officer (GCIO).
In addition to the AMA's other GCIO duties, it is up to the AMA to encourage ICT use in government
and implement the plan. At the very least, a college or university had CIO education programs on its
roster. No more items were found in a search for CIO regulations.
4.6. E-Government Promotion [EPRO]
Portugal has placed 28th Waseda rankings in 2021 regarding E-Government Promotion with 8.065
points. The main goal of PORBASE is to preserve and promote the national library's catalog, current
national bibliographies, and Portuguese libraries' collective catalog. ePortugal's "Transparency"
section has highlighted this site since October 2018 to boost its visibility and circulation. The National
Commission for the Promotion of the Rights and Protection of Children and Young People portal is a
wealth of information for Portuguese citizens about promoting and protecting children and young
people's rights. The National Commission for the Promotion of the Rights and Protection of Children
and Young People portal is a wealth of information for Portuguese citizens about the promotion andprotection of children and young people's rights, as well as the ongoing efforts of the CNPDPCJ andother national entities to carry out and realize these goals at the local, regional, national, andinternational levels.
4.7. E-Participation [EPAR]
The Council coordinates an international action plan for Information and Communication
Technologies in Public Administration. Aims of the SIMPLEX Program include recovering andreinstating policies designed to take advantage of ICTs' transformative potential and create new
approaches that improve people's lives while reducing corporate expenses. A thriving global ICT
strategy can be developed thanks to CTIC's new ICT governance models in public administrations
that are accessible to society as a whole and are tailored to the government's objectives.
The Interministerial Network for Administrative Modernisation, established by Decree-Law No 4/97
and updated by Decree-Law No 72/2014, brings together representatives from all government areas
to collaborate on administrative simplification and modernization. For example, it sets organizational257

modernization methods for evaluating the regulatory impact of normative actions. The Commission
for Administrative Modernization includes representatives from all of the key players involved inpublic sector reform. The authorities want to make it easier for the many people involved in public
administration to share ideas.
4.8. Open Government Data [OGD]
Member Portugal presented its first National Action Plan for Open Administration in December 2018
after joining the organization in 2017. Between November 19 and December 3, 2018, the National
Network for Open Administration collaborated with the public sector and civil society to design thestrategy, including a general online survey. Public involvement, open data, and transparency in thegovernment are the goals of this policy. A final four commitments were completed by August 2020,in concert with other relevant public sector and civil society actors, if necessary, to accomplish initial
Action Plan objectives. The National Action Plan for Open Administration can be seen on the OGP
Portugal and the Open Government Partnership websites if anybody is interested. Portugal's first
Action Plan was granted a good assessment by the Open Government Partnership, which assessed
Portugal's involvement in the OGP independently. Two of its pledges were branded "Standard
Commitments.”
Portugal's official open data site, Dados.gov, is available online. Gathering and referencing publicly
accessible information and acting as open data are two critical objectives of an open data repository.
4.9. Cyber Security [CYB]
On 5 June 2019 issued a new National Cyberspace Security Strategy 2019-2023, which seeks topreserve essential infrastructures and critical information services while promoting the use of
cyberspace by individuals and public and commercial entities alike. Every year the High Council of
Cyberspace Security reviews this policy, taking changes in the digital world since it was first enacted
in 2016.
As of November 6, and August 13, two laws were signed into law that created the organization of the
National Cybersecurity Center and transferred EU Directive 2016/1148 on measures to guarantee thesame degree of network and information security in all member states of the European Union.
4.10. The use of Emerging ICT [EMG]
As a result of a combined effort by the Science and Technology Foundation, the National Innovation
Agency, Ciência Viva, and INCoDe.2030, the National Strategy for Artificial Intelligence was
implemented in June of 2019. It is part of the Portugal INCoDe.2030 strategy and closely linked to
AI Portugal 2030, which intends to develop and expand Portugal's advanced cyberinfrastructure until
2030, a science, innovation, and growth strategy. For this purpose, it aims to make scientificcomputing more publicly accessible and to foster international collaboration in a wide variety ofsubjects and sectors.
AI Portugal 2030 and ACP.2030 are part of the National Digital Competencies Initiative - Portugal
InCoDe.2030, a set of programs to promote the use of new technologies by public sector organizations. In
February 2018, funding for public sector data science and artificial intelligence was begun to boost public258

tenders and encourage further research and development initiatives and collaboration between the public
sector and academic institutions.

259

Romania
1.

General Information

Area: 238,391 km2
Population: 19,105,403
Government Type: Unitary Semi-Presidential Republic
GDP:$ 14,970
Internet Users: 78.46
Wired (Fixed Broadband Users): 29.55
Wireless Broadband Users: 92.01
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
As a consequence of the pandemic, Romania's progress in digitizing governmental services remains
slow and does not keep pace with the rising demand for online services from the populace. Romania
ranks 53 with a score of 65.2758. New technologies are becoming increasingly common in the
country's network infrastructure, as shown by a rapidly rising number of people who regularly buy
online or use electronic payment systems such as credit cards. Although digital services have become
more popular, the number of people who utilize government e-services remains small. It is one of two
key goals of the National Strategy on the Digital Agenda for Romania for 2020, which has not only
not been achieved but is only half-complete, to grow their share to 35 percent of the overall population.

260

There are problems with the IT infrastructure used by administrative organizations, personnel
challenges, and the lack of a standard and efficient legal and procedural framework for providing
online public services. Government inactivity has long been a significant barrier to this process. Thereis a strong correlation between the COVID-19 epidemic and the implementation of previously
postponed laws in the sphere of digitalization. Electronic governance was a success, despite thedifficulties that came with it.
3.2. New Trends
Despite the impact of the pandemic, the Romanian Digital Agenda prioritizes employment, researchand development (R&D), climate change and energy sustainability, education, and poverty and social
exclusion in the economy and society. The government focuses on building an eGovernment andcloud computing knowledge base and professional workforce to enhance efficiency and modernize
current public administration structures by incorporating new technologies. Information andcommunication technology (ICT) tools and solutions will be used more widely and more consistently
in the areas of education, culture, and the arts, as well as digital inclusion. Research, development,
and innovation in ICT, using the comparative advantages of Romanian areas and promoting public
sector growth, are also implemented.
Romania's regions should be able to utilize more Internet-connected gadgets due to increased
broadband and digital services infrastructure and ensure social inclusion. Digital inclusion, advanced
digital skills, and enabling crucial emerging and breakthrough technologies and innovation in the
public and commercial sectors are among the goals being pursued by many sectors. With a focus on
rural regions, this framework's projects include distributing IT equipment (hardware and software) toschools, training programs for teachers to improve their digital competencies, and awareness-raisingprograms for public and private sectors to assist their digital transformation.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Romania is placed 38th in terms of preparation for network infrastructure, with a score of 6.667. In
January 2021, the total number of Internet users reached 15.49 million, a 0.9 percent raise over theprevious year. The proportion of persons with Internet connections stayed stable at 80.7 percent inearly 2021. In January 2021, 12 million individuals accessed social media or 62.6 percent of the total
population. Simultaneously, 26 million active mobile connections represented 135.6 percent of theentire population.
Romania has made significant investments in developing inputs for the country's digitization effort.
Orange Romania establishes its fiber network and expands 5G coverage to over ten more cities.
Around 79% of fixed broadband connections are faster than 100Mb/s.
4.2. Management Optimization [MO]Romania's National Digital Agenda Strategy targets the ICT industry to boost economic development
and competitiveness. It aims to achieve both directly and indirectly by enhancing efficiency and261

decreasing public sector expenditures, raising private sector productivity by removing administrative
state-related hurdles, and increasing the competitiveness of the Romanian labor force. A digital
economy plan for 2014-2020 was developed using the Digital Agenda for Europe as a guide.
Under the European Commission's guidelines, Romania developed a strategy in the first quarter of2019 to promote eCommerce solutions throughout the nation. The document stated the document's
primary aims and strategic objectives for the future. In addition to the strategy, there was an action
plan detailing the strategy's goals.
4.3. Online Service [OS]Romania's Authority for Digitalization is implementing the Interoperability System with EU Member
States (SITUE) project. The system is developed on top of the Romanian Electronic Identification andTrust Services Regulation (eIDAS) gateway. It connects it to the sites of the other EU Member Statesand identity and electronic services providers in Romania.
On the other hand, the authority has established the Centralised Digital Identification Software
Platform (PSCID) project, which acts as a gateway and initial point of access to secure electroniceGovernment services. Implementing PSCID results in enhancing tools; securing electronic
authentication for accessing and using public electronic services and unit management; centralized
identification of citizens' electronic identities and credentials; and provision of identities in target
systems that provide electronic services.
Romania has a single eProcurement platform that the Rosthe Romanian Authority controls for
Digitalization (ADR). All Romanian contracting agencies are required to fulfill notifications aboutpublic procurement processes, and all firms interested in offering goods or services to a publicauthority must register on the site. This technology simplifies operations for suppliers as well aspurchasing agencies.
The administered National Electronic Payment System for Taxes is one of the most important portals
in Romania, enabling people and corporations to communicate with governmental entities and pay
taxes/fees online. The system helps to encourage citizens to engage more positively in public services
and minimize the administrative burdens. As a result, the nation is ranked 28th in the online services
category, with 10.280.
4.4. National Portal [NPR]
The eGovernment Portal is a transactional platform that provides online access to central and local
government services and documents. The users can easily access many interactive and transactional
services. The site also provides links to all federal, state, and municipal government offices andcontacting the Public Administration.
The Electronic Point of Single Contact portal's goal is to give all required information, working
methods, and interactive forms for service providers wishing to do business in Romania. Information
about the national business climate, its goals, and rewards is also provided. Using the portal, residents
may avoid physically presenting documentation at a counter or wasting a lot of time fulfilling262

administrative procedures. The portal includes a comprehensive collection of forms, processes, andlegal references, ensuring that individuals are well informed.
4.5. Government CIO [GCIO]The Ministry of Communications and Information Society, via the National Center for Managementof the Information Society, holds the position of Chief Information Officer. The CIO Council is abrand-new private organization whose members include executives from Romania's most importantnational and international companies.
4.6. E-Government Promotion [EPRO]
Romania launched a plan in early 2019 to increase and encourage the deployment of eCommerce
solutions in compliance with EU standards. The report examined the state of eCommerce development
at the time and outlined the document's potential strategic objectives. The strategy was accompanied
by an action plan defining activities and dates for each aim. Primary goals for developing eCommerce
solutions in Romania: providing an enabling and consistent legal environment for eCommerce,
educating and informing suppliers and online service providers, and enhancing the institutional
structure for eCommerce solutions.
The Digital Romania Consulting Council formed an expert group to help Romania's digital society
thrive. Romanian National Computer Security Incident Response Team (CERT) is a governmentfunded organization that conducts research, development, and expertise in cyber security. CERT is
required to develop and implement public safeguards to avoid and minimize national
cyberinfrastructure threats.
4.7. E-Participation [EPAR]
The Electronic Networks of Local Communities (LCENs) provide internet access to local
communities (schools, government buildings, and libraries). Each region served by the networks has
its public access point. The aims are to narrow the digital gap between developed and developing
areas and increase the use of ICTs in schools and develop a relationship between citizens andgovernment. The network served 255 rural settlements and small towns across Romania. The Trans
European Telematics Services between Administrations enables digital communication between EU
agencies, institutions, and the Member States.
4.8. Open Government Data [OGD]Romania joined the Open Government Partnership in 2011, becoming the country's first member. The
Romanian government raised efforts to foster transparency, advance technologies, and be accessible
to everyone. It was also mentioned in Romania's National Action Plan 2012-2014 that the country
will work toward those three main priorities.
4.9. Cyber Security [CYB]

263

The Romanian government established a National Cyber Security Strategy in 2013. Based on national
cyberinfrastructures, the goal of Romania's cyber security policy was to create and maintain a secure
virtual environment that was both adaptable and secure for the country's citizens.
The National Cyber Security Strategy was established by Government Decision No. 271/2013. A
comprehensive collaboration of measures is achieved via the new Agency for Romanian Digitalization
authorities to provide a practical security level for networks and information systems. Law No
362/2018 regarding the security of computer networks and systems provides a strategic framework
for implementing Directive (EU) 2016/1148.
4.10. The use of Emerging ICT [EMG]
The current Covid-19 has pushed Romania's digital transition, driving businesses, and governments
toward remote work and education. Despite the drawbacks, the situation was recognized as a possible
chance for e-Government implementation. Romania was ranked 24th in 2021 after earning 4.500 points
in the EMG indicator’s evaluation.
The framework's projects include providing schools with ICT equipment (hardware and software),teacher training programs to improve teachers' digital competencies, promoting awareness about
digital skills, and supporting public and private sector digitization. The Romanian government's "Dingrijă pentru copii" program addresses children’s services, including proper digital identification,
warning, treatment, and assessment.
Due to the large amounts of personal data handled by the health system, the healthcare system has
become a big consumer of cybersecurity services. Massive healthcare projects are being developed,
and cybersecurity is put in priority. There are also changes in the private sector to serve enterprises.
Accessed social media infrastructure networks (energy and utilities), telecommunications (Telco),
utilities, and energy transportation all stand to benefit from cloud-based solutions. The GOR is
proposing creating a cloud agency, the "National Agency of E-Services and Cloud (ANSEC)," as anelement of a potential public partnership (PPP) to connect all public agencies' information technology
platforms.

264

Russia
1.

General Information

Area: 17,098,242 km2Population: 145,907,899
Government Type: Federal Semi-Presidential Constitutional Republic
GDP: $ 11,650
Internet Users: 84.99
Wired (Fixed Broadband Users): 23.21
Wireless Broadband Users: 100.38
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
A total score of 79.5482 points placed Russia 26th in the Waseda International Digital Government
Rankings for 2021. As the recession deepened, facial recognition and social monitoring became harder
to implement. Activation of the "social monitoring" program, which required users' photos and phone
numbers, was made available for download by the Moscow city administration in March. Next,
authorities from the local government put in place an electronic ticketing program that resulted inlengthy lines at the metro stations because of poor implementation.
Coercive measures have been used in countries with insufficient digital monitoring capabilities tolimit the pandemic, leading to even more considerable regional discrepancies. There is criticism and265

resistance against regional and local authorities because of these inequities’ incompetency andenforcement.
The latest ICT strategy called “Strategy of the Information Society Development in the RussianFederation for 2017 - 2030” (approved by the Decree of the President of the Russian Federation of
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 criticalinformation infrastructure of the Russian Federation” and “List of indicators of criteria for thesignificance of critical information infrastructure of the Russian Federation and their values”
3.2. New Trends
The maturity of services provided through the one-stop portal is more or less uniform among thecountry regions but have a room for enhanced. The government aims for 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-Learining systems are expected to be optimized and integrated expanding the services
available through one- stop D-Government portal to include requests for sick-leave certificates,
electronic prescriptions, and electronic inquiries. Cyber Security also will be in the focus of thegovernment in the nearest years. Implementation of Artificial Intelligence and Quantum Computing
programs depends on financial capabilities and not clear yet (financial sources and possible
partnerships are under discussions).
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]The Waseda rankings for 2021 place Russian Network Infrastructure Readiness at 33rdplace with ascore of 6.940. For the first quarter of 2021, there were 124.0 million internet users in the RussianFederation, increasing by 6.0 million. Russia's Internet penetration rate was 85 percent at the sametime. 99.00 million people in the nation are on social media, accounting for 67 percent of the entire
population. Since 2020, there have been 228.6 million mobile connections in January 2021,
representing a decrease of 3.7 percent. More than half of Russians have access to a cell phone,according to recent statistics.
5G networks in Russia will be limited to the use of locally made equipment from 2024 forward. Until
2030, MegaFon has signed deals with manufacturers to create its mobile infrastructure. As part of theagreement, four mobile network operators signed a Memorandum of Understanding. The government
proposed just one 5G network operator for the 4.5GHz frequency band. Additionally, ER-Telecom
plans to upgrade the whole network to a 1Gb/s service by 2026.
4.2. Management Optimization [MO]266

By presidential order No. 215 on May 15, 2018, the Russian Federation formed the Ministry of Digital
Development, Communications, and Mass Media. Minister Rossii Mintsifry Rossii is the official
acronym for the Ministry. One of its main aims is to deliver digital services to the general public andmunicipalities while ensuring that the postal service is of high quality and timely.
4.3. Online Service [OS]The e-Services in Russia are currently available through integrated e-Service portal www.gosuslugi.ru
and accessible via password protected personal accounts requiring two-stage identity confirmation.
Personal account is accessible via e-signature and universal ID card. Payment services such as paying
utilities fees, driver civil penalties are made available through personal account on the portal. During
last 2 years, the set of data maintained in the user profile has been substantially expanded (suchdocuments 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 numberthat was previously linked to another account. Improved support for e-Services scenarios for user
registration from service centers, provided by the use of service and the Web application "Service
Center". The possibility of independent registration of state organizations has been added. Non-credit
financial organizations were able to connect e-Services.
4.4. National Portal [NPR]
At http://government.ru/, the Russian government's official website, visitors can get comprehensive
and current details on its work as a collective entity. This website provides easy access to a repositoryof official documents, including government decisions, legislative actions, directives and programs,
and the activities of Prime Ministers and their deputies.
The Government Executive Office will continue to update the Russian Government's official website.
New features and sections are being added, and existing ones are being updated, and this will be
relayed to the press through the website's public relations department. To put it another way, its official
website provides a complete and functional source of information on the Ministry of Telecom and
Mass Communication.
4.5. Government CIO [GCIO]
Formally, Russia has no position of government CIO. Minister of Digital Development,
Communications and Mass Media of the Russian Federation is in charge of the general managementof the program, while the deputy minister is responsible for coordination and control. The head of thedepartment, in turn, is personally responsible for the execution of the department’s functions and is
appointed by the Minister of Digital Development, Communications and Mass Media.
The Deputy Minister of Digital Development (CDO) has appeared this year. This was stated by the
Minister of Digital Development of the Russian Federation. In the first stage, digital managers
appeared in the Ministry of Construction, the Ministry of Health, the Ministry of Education, theMinistry of Energy and the Ministry of Transport. It is assumed that the deputy ministers for thedevelopment of digital technologies should have three powers - state, digital, and industry.
267

In addition, the President signed a decree on the appointment of a special representative of the
President of the Russian Federation on digital and technological development.
4.6. E-Government Promotion [EPRO]
With 8.710 points, Russia's E-Government Promotion was ranked 14th in the Waseda rankings in 2021.
Russian e-government refers to public administration and municipal administration, where the state's
major players are the federal and regional executive branches. One of the first moves taken by the
Russian Federation in this field was the "Electronic Russia 2002-2010" governmental program. As
part of this state-sponsored effort, individuals were given access to electronic information on theactivities of Russian government agencies, and government departments were able to communicate
information more effectively. The state program "Information Society 2011-2020" logically follows"Electronic Russia," but considers most of its flaws. The plan adheres to the Russian Federation's
long-term social and economic growth vision through 2020. Improving citizen digital literacy, raising
service quality and accessibility, and expanding the contribution of information technology toeconomic growth are all top priorities for the government.
4.7. E-Participation [EPAR]
The vast majority of government information, particularly in English, is no longer accessible online.
The President, Prime Minister, Governors, and City Administrators are responsible for maintaining
the official websites of the nation. These websites provide a feedback form that enables individuals to
directly contact their elected officials. Vladimir Putin has an official blog where individuals can debate
and comment on Russia's politics. Web 2.0 elements such as RSS and social media networks like
Twitter and Facebook also distribute material via portals.
4.8. Open Government Data [OGD]European Union officials characterize it as "the information gathered by the public bodies (PSI) andmade freely accessible for re-use for any purpose" as "open government data." In May 2012, Russian
President Vladimir Putin issued an executive order requiring the release of open government data.
The Open Government Data Portal (data.gov.ru) was introduced in 2014. Russian President Dmitry
Medvedev announced the country's Open Government program, which aims to improve openness in
Russia's legislative and executive branches. There is still a need to provide open data, notwithstanding
the removal of the minister of Open Government in May 2018.
The policy and execution aspects of Russia's open data approach are examined in the following
sections. There are several ways in which governments can use available data to communicate with
their constituents.
4.9. Cyber Security [CYB]
Russian officials have just unveiled their National Security Strategy, or NSS, a document that does
not include the term "cyber" in its title. The omission is deliberate in this circumstance. Now is thetime for the United States to learn what Russia's unusual word choice implies about its cyber actions.
Russia's aims in the digital industry go well beyond shutting down pipelines and stealing data. Also,
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the Kremlin strives to influence its rivals' beliefs and actions as well. "Information security," rather
than "cybersecurity," is more suitable. In terms of alternative energy, there is no limit to how muchcan be done. This seems like a semantic distinction in the Kremlin’s vocabulary, but it's significant
for several reasons.
Russian military doctrine outlines two complementary forms of information security: The project has
a technological component. Disruption, theft, and surveillance are just a few instances. Americans
often refer to "cyber security" using this term. Another element of information security is subtler andeven misleading at times. With this psychological component of Russian tactics, the adversary's
leaders and the general population are targeted.
4.10. The use of Emerging ICT [EMG]
The Russian government has set up an analytical center to carry out the country's national AI plan andfederal AI project and several contests for government subsidies to deploy AI solutions in industry
and academia. Commanding autonomous gadget units will soon have a dedicated career path in the
Russian military. Yandex and Cognitive Pilot, in contrast to MTS, are both expanding their artificial
intelligence (AI) businesses. Students at Moscow State University will be required to take an AI
course for the second year in a row. As Russian firms increase their global reach, they've opened a
subsidiary in the United States to provide control systems for unmanned agricultural drones.
The term "Internet of Things" encompasses a wide range of devices, sensors, actuators, and network
connections (IoT). Data collection, exchange, and processing are all capabilities. Developing smart cities,
smart power grids, bright home items, and intelligent transportation would open up a significant new market
for Internet of Things (IoT) service providers in Russia.

269

Saudi Arabia
1.

General Information

Area: 2,149,690 km2
Population: 35,449,451
Government Type: Unitary Islamic Absolute Monarchy
GDP:$ 22,700Internet Users: 97.86
Wired (Fixed Broadband Users): 22.66
Wireless Broadband Users: 118.86
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Saudi Arabia's (KSA) government has progressed due to rapid global technical breakthroughs andtransforming of political and institutional structures. The country was ranked 30th in the Waseda
International digital government rankings 2021, with an overall score of 76.4124. With a wellmaintained digital infrastructure, the Kingdom of Saudi Arabia is well-positioned to hasten the shift
to a digital world. This method has permitted the Kingdom to cope with disruptive public and private
sector crises while preserving business continuity, educational activities, citizen responsibilities, andthe ordinary lives of its residents. Saudi Arabia is one of the world's top ten developed countries
because of its advanced digital infrastructure.
In 2020, the validity of COVID-19 was confirmed for the first time in Saudi Arabia. In reaction to theepidemic, Saudi Arabia, like many other countries throughout the globe, shut down most government
270

and commercial activities and restricted people’s movement at the state level. After implementing
these strict mitigating measures, technology and digital innovations have made it easier to provide
essential services. The public and private sectors in Saudi Arabia worked together to develop anddeploy about 19 apps and platforms for public health and medical care. Creating an electronic learning
infrastructure has proceeded to ease educational operations in preparation for a more comprehensive
application. It was evident that the telecoms sector could work together seamlessly and develop new
ideas to help with ongoing efforts. The usage of social media, websites, and SMS text messaging forrisk communication followed industry best practices.

Digital applications available for various health care domains
during the COVID-19 pandemic in Saudi Arabia.
3.2. New Trends"Move to Tech" is one of the most significant projects in Saudi Arabia. The Saudi Ministry ofCommunications and Information Technology has started this program on March 10, 2020. It enables
the use of existing digital tools and the development of new ones in response to COVID-19. This has
resulted in a surge in the usage of digital technologies across various industries, most notably
education, the food industry, and health care. The Kingdom plans to continue this project for further
achievement in economic growth.
Vision, goals, and action plans for Saudi Arabia are set out in the Smart Government Strategy (20202024). The majority of strategic efforts are targeted at achieving the Sustainable Development Goals
and the Saudi Vision 2030. In the Smart Government Strategy, the Kingdom's government aims to be
responsive, efficient, and innovative by 2024, resulting in new integrated Smart Government
experiences specific to the needs of its beneficiaries. The following are among the government's goals:- Consistently deliver world-class smart service.
271

- Use a network of partners to speed up digital transformation.
- Make the most of shared resources for public services
The action plan will guarantee that the Kingdom's goals are met by creating a Smart Government thatgrows around the interests of its inhabitants, residents, and visitors.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Saudi Arabia ranks 22nd in terms of preparation for network infrastructure, with a score of 7.351. In
January 2021, the total number of Internet users reached 33.58 million, a 4.2 percent raise over theprevious year. In early 2021, the percentage of people having access to the Internet remained stable
at 95.7 percent. In January 2021, 27.80 million individuals, or 79.3 percent of the total population,accessed social media. Simultaneously, 39.53 million active mobile connections represented 112.7
percent of the entire population.
The Kingdom of Saudi Arabia has a robust digital infrastructure that speeds up digital transformation.
This strategy has enabled the Kingdom to cope with public and private sector problems while
sustaining commercial, educational, and resident daily life. The Kingdom is among the world's top
ten developed countries for its advanced digital foundation. During the epidemic, the Kingdom
doubled internet traffic, increased internet speed from 9Mbps to 109Mbps, and completed an internalcoverage extension.
4.2. Management Optimization [MO]Data Governance is a Smart Government Strategy goal specifically to modernize government
processes and boost citizen services. To accomplish this, the Smart Government Strategy focuses on
defining and implementing Data Governance which helps to enhance the quality and dissemination of
government data.
National Data Management strives to design and develop needed frameworks and agreements that
control data management operations, ensuring data is stored according to best standards, and establish
and facilitate data sharing across government entities.
Additionally, the Once-Only Principle is an integral component of the Saudi Arabian strategic
objective. Customer satisfaction rose as a consequence of enhanced Smart Government Services. The
goal is to ensure that citizens trust all services and that their data is securely managed through a single
typical identity service by increasing the security and usability of digital services andenriching/automating these services by connecting the information provided by citizens via thisstandard digital identity across Government, mandating residents to input their information once andonly.
4.3. Online Service [OS]Digital identity has become a vital element of eGovernment in Saudi Arabia. All Saudi citizens andresidents have the right to create a Digital Identity by registering with the National Information Centerand the Ministry of Interior's National Single Sign-On system. They may use their digital ID to access272

over 700 online government services via my.gov.sa, other government websites, and third-party
providers like banks and telecommunications companies.
The Smart Government Strategy contains a specific acknowledgment in the Strategic objective. By
increasing the security and usability of digital services and enriching these services with theinformation provided by citizens through this standard digital identity, the goal is to ensure thatcitizens trust all government services and that their data is securely managed through a single typical
identity service.
4.4. National Portal [NPR]
The Kingdom of Saudi Arabia ranks 15th with a high score of 7.704, which denotes great efforts thatthe government has put into creating the country’s national portals. A few appealing of them are as
follows:● Najiz Portal is a consolidated platform through which the Ministry of Justice distributes all its
services to boost customer satisfaction.
● The 'Balady' Portal provides interactive services that promote the idea of 'community
engagement' by allowing the improvement of the quality of services supplied to beneficiaries
and the submission of electronic applications for the granting of commonly used licenses.
Additionally, it supports beneficiaries in making essential decisions that raise customer
satisfaction with municipal entities and enhance the quality of municipal services supplied toall secretariats and municipalities across the Kingdom.
● The "FORAS" Municipal Investment Portal is a centralized platform for publishing investment
opportunities offered by secretariats and municipalities to enhance and develop investment
services, ensuring the quality of service provided to investors and expediting relevant
procedures.
● The 'iEN' National Education Portal provides a suite of e-learning services for public education,
coupled with interactive content, to increase educational performance and student
effectiveness.
4.5. Government CIO [GCIO]CIO Portal is a unified and interactive e-portal for government IT executives that aims to provide
users with an exceptional experience that seems to be tailored to their specific requirements. Users
can adopt shared national services and applications provided by the Yesser Program, with theobjectives of advancing and strengthening Saudi Arabia's digital transformation.
4.6. E-Government Promotion [EPRO]
In line with Council Resolution No. (418) dated 25/7/1442 AH, the Council of Ministers announced
the formation of the Digital Government Authority. Its objective is to regulate the activity of digital
government inside government agencies to achieve a digital and proactive government capable ofdelivering highly efficient digital services and attaining digital government integration across all
government agencies. Without limitation to the applicable authorities' capabilities, the administration
implements various competencies and responsibilities as follows:273

● Endorsing the Authority's policies, as well as the activities and strategies necessary to takethem out, and reducing the restrictions for the completion of processes● Establishing draft rules applicable to the authority's competence● Responding to the development of the national strategy for digital government● Collaborating with competent authorities to govern the work of digital government, platforms,
websites, digital public services, blockchains, and the standard national portal● Generating measures, indicators, platforms, and assessments● Evaluating the effectiveness and capacities of government agencies in digital government andthe satisfaction levels among participants.
4.7. E-Participation [EPAR]
Saudi Arabia has made every effort to ensure digital inclusion for all citizens and residents, especiallyfor vulnerable groups such as disabled people, women, youth, the elderly, and immigrants. Digital
inclusion and leaving no one behind are two of Saudi Vision 2030's primary objectives. Additionally,
the National Transformation Program outlines various targets directly relevant to the digital inclusionof all people, especially disadvantaged groups.
On the other hand, the ICT Sector Strategy highlights increasing female participation in the ICT sector.
The country’s projects of Open Data and Participatory Citizenship. E-Engagement also assists inmeeting the country’s expectations towards E-participations. The Open Data project's objective is toincrease the availability and use of open data by people and businesses for community activities,
research, innovation, and the production of new products and services.
Meanwhile, the Participatory Citizenship E-Engagement expands on existing survey and pollingcapabilities in Watani and Ma3an, to implement and promote e-consultation capabilities throughout
government to increase engagement in policymaking and service improvement.
4.8. Open Government Data [OGD]
One of the objectives of the Smart Government Strategy is to establish national data governance. The
Strategic Objective of Improved Decision Making by the Use of Smart Technologies, in particular,
seeks to maximize the value of the data held by the government, reform how the government functions,and improve the quality of services. To achieve this, the Smart Government Strategy places a highpriority on constructing an insights framework and central team and the adoption of Data Governanceto upgrade the effectiveness and data exchange across the entire government organization.
As part of the strategy, one initiative focuses on implementing the strategic objective of constructing
and empowering frameworks and commitments that will standardize the approach to information
management practices. It helps to guarantee that data is maintained under sustainable approaches.
4.9. Cyber Security [CYB]
The Saudi Ministry of Education and the National Cybersecurity Authority agreed in March 2021 tocollaborate on cybersecurity training and research. This is important for contributing to cybersecurity
274

initiatives and attaining the 2030 Strategy's objectives. The Ministry of Education and the NCA
actively work closely on many programs to improve online research and higher education.
After the last cyber-attack on Saudi Aramco, Saudi Arabia took many efforts to reduce the frequency
of cyberattacks. The government desires to invest more in cybersecurity infrastructure. They
established the National Centre for Cybersecurity Technology in 2014 to research network, software,and information security. The Centre's study helps the country prepare for the implementation of"Vision 2030." To focus on domestic security, Saudi Arabia only engages with a restricted numberof organizations.
4.10. The use of Emerging ICT [EMG]
The Kingdom of Saudi Arabia was ranked 41st in the Waseda rankings 2021 in terms of emerging ICT
utilization. With the comprehensive integration of various technologies such as artificial intelligence(AI), the internet of things (IoT), blockchain, big data, robots, machine learning, and 5G in both the
public and private sectors, Saudi Arabia is on pace to become the global leader in the digital economy.
Saudi Arabia was one of the first countries to experiment with blockchain technology, enabling
foreign businesses to explore innovative digital solutions. The Kingdom of Saudi Arabia intends tobe a world leader in using Artificial Intelligence for developmental purposes. The Kingdom has
successfully established mechanisms to take more efforts, enacted the National Strategy for Data andArtificial Intelligence, which contains several guidelines, and started or supported several programsto achieve the country’s strategic goals.
In public sectors as the education, energy, environmental management, health care, open data, smart
cities, and smart manufacturing industries, some of the Country's organizations have achievedachievements through the implementation of Internet of Things solutions, and it is expected that theseindustries will grow and develop in the coming years. Higher efficiency, safety, and security, optimal
resource management, precise analysis, cost management, and increased customer satisfaction areindeed a few of the critical benefits that IoT has brought back to many organizations of the country.

275

Singapore
1.

General Information

Area: 710 km2
Population: 5,906,401
Government Type: Unitary Dominant-Party Parliamentary Constitutional Republic
GDP:$ 64,100
Internet Users: 75.88
Wired (Fixed Broadband Users): 25.94
Wireless Broadband Users: 144.05
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Since 2011, Singapore's government plans have culminated in the eGov 2015 (2011–2015), the fourth
iteration of the master plans that seek to be a collaborative government that promotes increased
engagement between government, the public, and businesses to co-create more excellent value for thecountry. The government has shifted from a "Government-to-You" to a "Government-with-You"approach to e-services delivery. This year, Singapore ranked second in the Waseda International
digital government rankings with a total score of 94.0520, just after Denmark.
To provide the foundation for the country’s Smart Nation, Singapore's government has steadily
increased its digital infrastructure and technological expertise. They are offering a set of digital tools
to aid in distributing the most up-to-date, accurate, and timely information to Singaporeans, as well276

as supporting partner agencies in handling the pandemic more efficiently. Employees could work
remotely throughout the outbreak, as could the government remotely interact with citizens. The cloudbased omnichannel communication system "postman.gov.sg" has been used in the delivery of bulk
mailings in Singapore by government entities, for example. 1.3 million emails have been sent using
the tool as of November 2020.
The pandemic has necessitated the creation of several platforms and channels. Virtual assistant “AskJamie” was created by GovTech to answer inquiries about certain government websites. In addition
to answering COVID-19-related questions, the chatbot has been updated to integrate machine learning
to improve response accuracy and data analytics to discover emerging topics from February 1, 2020.
In addition to Gov.sg and the Ministry of Health websites, citizens can now communicate with thechatbot through Facebook Messenger and Telegram. FluGoWhere can help patients quickly and easily
locate Public Health Preparedness Clinics that provide particular financial assistance for patients withrespiratory illnesses. The Ministry of Health (MOH) and the Public Health Preparedness Clinics
partnered to build the website.
3.2. New Trends
Government Technology's Smart Nation strategy has assisted in the transformation of the Chief
Information Officer (CIO) office to support better the development and deployment of newtechnologies, as well as the promotion of TechStartups, the training of high-tech workers, and thetransformation of the industrial sector (by IMDA). Singapore's Infocomm Development Authority,
which incorporates GovTech and IMDA, is presently under construction (IDA).
Firms need to respond quickly to the pandemic crisis to survive in this new environment. For abusiness to succeed, it must take action in three critical areas.
- Launch new approaches regarding inspiring leadership, building trust, and advocating for more
flexible work arrangements, emphasizing workers' mental health and well-being, as well as theirability to develop skills and abilities.
– Enhance the intelligence of systems by using artificial intelligence, automation, and otherexponential technologies.
- Prioritize hybrid cloud utilization as well as the coordination of different corporate processes toincrease operational adaptability.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]Singapore is positioned 36th in the Waseda rankings 2021 in network infrastructure preparedness, witha score of 6.727. In January 2021, the total number of Internet users reached 5.29 million, a 2.8 percent
raise over the previous year. At the beginning of 2021, the proportion of the population with accessto the Internet stayed stable at 90 percent. Social media was used by 4.96 million individuals or 84.4277

percent of the overall population. At the time, mobile phone connections constituted 145.5 percent of
the general population.
Singapore has begun integrating 5G services, which have enhanced the quality of connectivity invarious public places. S$30 million was funded for 5G adoption and installation.
4.2. Management Optimization [MO]This year, Singapore was in the top 5 scores for Management Optimization. Singapore faces asignificant danger of falling behind in developing fields such as e-payments and digital identity
systems. Consequently, the Government is taking a more integrated strategy to build infrastructuredevelopment and foster wider use of digital and innovative technologies across the economy andsociety. As a quick response to the COVID-19, the Government prioritizes a few national strategic
initiatives which are: “National digital identity framework,” “e-Payments,” “Smart nation sensor
platform,” “Smart urban mobility,” and “Moments of life”.
●“National digital identity framework” enables people and companies to conduct digitaltransactions in a convenient way, whereas the “e-Payments” initiative allows everyone to
make easy, convenient, but still safe payments;● “Smart nation sensor platform” was created to speed the deployment of sensors and otherdevices, enhancing data security.
● Smart Urban Mobility aims at leveraging data and digital technologies to foster public
transportation further.
These projects help minimize the need for individuals to interact with different government entities,
resulting in a smoother and more comfortable experience in public services.
4.3. Online Service [OS]In Singapore, the National Digital Identity (NDI) has been fundamental in encouraging people toverify their identity digitally and securely associate with the public and commercial sectors. The users
can input their personal information ranging from marriage registration to bank account opening. This
core technology can facilitate digital transactions such as paying taxes, making payments, andengaging digitally with various government institutions.
The Monetary Authority of Singapore (MAS) creates policies, strategies, and infrastructure and works
with businesses to ensure a secure and competitive payments environment. By making e-payments
easy to use and accessible to everyone, MAS seeks to develop an inclusive e-payments society.
Qoo10 has long been an essential website for many Singaporeans going shopping. It offers daily andhome necessities, equipment, and cosmetics. Since Singapore is well known to be a hotspot for
shopping, this service promises to be the world's largest online marketplace, giving a rapid and securepurchase experience.
4.4. National Portal [NPR]
Singapore's National Portal (http://www.gov.sg/) keeps locals and visitors engaged to news andnecessary information ranging from Finance, Education, Immigration, to Taxes and public Health)278

The site also provides vital Singapore economic data, digital public services, and national goals,
reducing the locals’ distance. There's also contact information for government departments,
ministerial addresses, news releases, and public policy. In terms of the National Portal, Singapore only
ranks 19th with a score of 7.407.
4.5. Government CIO [GCIO]
Singapore’s GCIO indicator stood at the top of the Waseda rankings, which shared identical scores as
the USA and Japan. The Government Technology Agency of Singapore (GovTech) was founded on
1 October 2016 when the Infocomm Development Authority was reorganized. Its purpose is toempower a country of possibilities via ICT and associated engineering. As part of GovTech, aGovernment Chief Information Officer (GCIO) is developing and overseeing ICT projects to retain
Singapore's leading position as innovative use of ICT to delight consumers and connect people.
Moreover, Singapore led all other countries in terms of GCIO with the maximum score.
The Government Technology Agency and Deputy Chief Executive Office manage Cluster
Development and GCIO tasks. The Cluster Development Group develops a comprehensive and robust
service delivery structure and operational model for CIO services within government agencies. The
GCIO promotes the entire-country ICT initiatives to maintain Singapore's leadership position as
innovative use of ICT to provide guidance, training, and engagement with and engage other people.
4.6. E-Government Promotion [EPRO]
Integration requires a single data repository and self-service platform across several digital platforms.
The Digital Government Blueprint will emphasize data standards and data architecture. In addition,
the Singapore Government Technology Stack (SGTS) provides the backbone infrastructure uponwhich all government agencies construct digital services. The SGTS's initial application was MyInfo,an e-citizen service.
Enterprises will be allowed to use digital platforms like MyInfo. To connect their services to thegovernment-verified central database of citizen information, the MyInfo Developer & Partner portal
was launched in November 2017. While data sharing has many advantages, it must be controlled toensure that only authorized parties can access sensitive data. Consequently, the Public Sector
Governance Act was codified to ensure responsible data sharing.
Individuals are the weak link in cybersecurity, but they also drive projects like digital governance andthe Smart Nation. For this purpose, the government wants to build a Center of Excellence for ICT and
Smart Systems. Having an internal staff of technologists will enable government bodies to movequickly and strategically to exploit digital opportunities. Over the next five years, the government
plans to train 20,000 public officials in data science.
The Government Technology Agency of Singapore, the Infocommunications Media Development
Authority, and the Singapore Cybersecurity Agency launched a Smart Nation Scholarship in March
2018.
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4.7. E-Participation [EPAR]
Singaporeans are used to connecting with the government online and participating in public affairs
via various government-provided platforms. Reach (www.reach.gov.sg) is a platform for individuals
to share their opinions on public policy and affairs via online forums, events, and public consultations.
The public sector's usage of ICT reflects deliberative democracy. Another portal(www.suggestions.citizen.sg) also allows the government to gather feedback and ideas from citizens.
All the efficiency and effort raised in E-Participation helped Singapore place second in the Waseda
rankings in 2021.
4.8. Open Government Data [OGD]The Government Data Strategy (GDS) was launched in June 2018 to address GDA deficiencies. It
aims to restructure the public sector around an IDMF (IDMF). Each of the five stages of the IDMF
lifecycle is described in detail below. It also describes the horizontal enablers required for data
management. By 2023, a Government Data Office (GDO) will be established (GDO).
To adapt digitally, the Singapore Public Service has undertaken significant structural modifications.
The GDO is currently developing a manual to assist agencies in developing and implementing data
strategies as part of their digital transformation efforts. It is also developing a new competence
framework for Chief Data Officers (CDOs), which would require their agency to undertake datatransformation operations. DSAID has created a data science competence framework to promote
coordinated training for public authorities. Our national data strategy is being expanded to include
digital technologies such as artificial intelligence (AI) to increase the value of our data assets.
4.9. Cyber Security [CYB]
Singapore’s cyber security was ranked second in the Waseda rankings 2021 with the same score of
10.000 as Denmark, Canada, Switzerland, and Austria. Prime Minister Lee Hsien Loong has declaredthat the Cybersecurity Strategy 2021 seeks to protect cyberspace, simplify cybersecurity for users, andencourage the strategy’s norms and standards. Singapore's new approach is centered on establishingresilient critical information infrastructures.
In 2016, Singapore announced its first cybersecurity strategy. The rationale for releasing a new
approach is the emergence of disruptive technologies and a shift away from perimeter-based security
toward a zero trust model, convergence of IT and OT, an increased attack surface in the aftermath ofthe pandemic, followed by a shift toward remote work, and increased geopolitical tensions.
4.10. The use of Emerging ICT [EMG]Coming in second rank with 7.000 points, only after the US, Singapore’s government has intended toestablish five critical platforms to achieve the Digital Government Blueprint (DGB) outcomes asfollows:● The Singapore Government Technology Stack (SGTS) technology enables public authorities
to develop and implement digital services more efficiently and reliably. With expanded
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●

●

●

●

utilization of Commercial cloud and cloud-native services, leaders have more chances to focus
on improving existing digital products for citizens and businesses;
The National Digital Identity (NDI) is a digital certification that allows users to transfer moneywith the government and private sector using a single trusted digital identity. By the third
quarter of the fiscal year 2019, the government planned to launch "SG-Verify," a facility that
supports conducting secure identity verification and data transfer through QR scanning.
The Smart Nation Sensor Platform (SNSP) is a worldwide sensor platform that enables publicagencies to improve situational awareness and provide residents with more proactive services
through data analysis.
Moments of Life (MOL) combines various public services to deliver them to a person at a
certain point in life. MOL was offered for the first time in June 2018 for families with young
children under six. By the third quarter of 2019, Moments of Life was extended to include
additional programs such as helping elders.
The Adaptive Digital Workplace (ADWP) ADWP is a digital platform that enables officials
to operate efficiently and interact more effectively with others.

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South Africa
1.

General Information

Area: 1,221,037 km2
Population: 60,189,712
Government Type: Unitary Dominant-Party Parliamentary Republic with an Executive Presidency
GDP:$ 5,440
Internet Users: 68.20
Wired (Fixed Broadband Users): 2.20
Wireless Broadband Users: 110.65
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Development is seen in the South African government's use of information and communication
technology (ICT) to provide essential services to its citizens. The country was ranked 37th in the
Waseda International digital government rankings in 2021, with an overall score of 71.1474. The
government has established an eGovernment or D-Government policy framework that recommends
using ICT to boost government efficiency, effectiveness, and convenience and make government
services more accessible for people.
The open, global system meant the COVID-19 pandemic and its consequences (and solutions) were
distributed across complex, sovereign nations, economies, crisscrossing borders and communities. In
a global network of sovereign countries and regions, responses to COVID-19 are driven by national282

interests. Using a chatbot on WhatsApp, South Africa's government is responding to questions about
Covid-19. The African Union has set up a Covid-19 pass system to expedite the passport verification
procedure for travelers carrying public health documents.
The government has established an e-Government or D-Government policy framework that promotes
ICT to boost government efficiency and effectiveness and make government services more accessible
for people to use, recognizing the essential role of ICT. To achieve critical e-government objectives,
Gauteng's provincial administration is leading the charge. By creating the Department of eGovernment, Gauteng 315 hoped to improve communication amongst the province's departments.
When South Africa's digital economy is booming, this province's government plans to keep investingin ICT infrastructure to position it as a hub for State Security Agency-related research anddevelopment (SSA).
3.2. New Trends
The South African National Development Plan (NDP) 2030 aims to eliminate poverty and reduceincome disparity. According to the plan, South Africa can accomplish these goals by using its
resources, increasing inclusivity in the economy, building human capital, enhancing state capabilities,
and encouraging cross-sectoral collaboration and leadership.
The NDP is connected to departmental long-term plans to ensure policy consistence and coherence,and policy modifications are recognized in those areas. A crucial part of achieving transformation is
ensuring that public services are of the highest quality possible. There is a pressing need to identify
and overcome the obstacles that prevent improved outcomes, especially in strengthening the local
government's ability as a development tool.
The digital skills of their whole workforce and their digital leadership must be improved and enhanced
if a company wishes to stay competitive, expand its business, and please its customers in the digitalage. In light of the COVID-19 outbreak, which has ushered the globe into a period of "new normal,"the need for digital transformation and the adoption of new working methods is much more criticalthan ever.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
South Africa ranked 51st in Network Infrastructure Preparedness, with 5.680 points. There were 38.19
million internet users in South Africa in January 2021, an increase of 4.5 percent from the previous
year. January 2021 saw South Africa's internet penetration rate reach a level of 64 percent. In January
2021, 41.9 percent of South Africa's population was on social media. At the same time, 100.6 million
mobile connections were counted, representing 168.5 percent of the people.
Investment in the digital government of South Africa has taken an enormous step forward. A further
5G spectrum auction was scheduled for December 2020; Telkom's fiber-optic network served nearly
three million homes and businesses; and MTN South Africa reintroduced m-money services, among
other things. Until October 2020, Comsol conducted 5G fixed-wireless trials on the 28MHz spectrum.
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4.2. Management Optimization [MO]Digital technology is being more widely used by governments worldwide, and the emphasis shifts
from e-Governance to digital government. Technology's key role in building an open, innovative,
interactive, and reliable public sector needs an upgrading of the regulatory framework. A "whole-ofgovernment" strategy to address the cross-cutting role of technology in the planning andimplementation of public policies and customer service objectives is suitable since the public interacts
with all three domains of government
South Africa has set a range of 7 goals toward country digitalization, which are:
- Optimize government business operation- Optimize and transform government services- Effective and sustainable industry transformation- Customer centricity- Build digital Culture- Effective governance and monitoring- Financial Sustainability
4.3. Online Service [OS]
There are five subdimensions to the Online Service score: e-Procurement, e-Tax, e-Customs, e-Health,and One-Stop Citizen Service. Complexity, safety, and simplicity of use were addressed while
evaluating each of these services.
Some of the eProcurement and eTax portals have performance issues that might result in considerably
delayed access times. There is some difference between eHealth's average speed and that of theresearch. SSL, Site Authentication, and Password Protection are now standard security measures formost online services.
With the SARS MobiApp and EFT, customers may transfer money in the most modern and securemanner possible. With the bank's average drop-down list of pre-loaded beneficiary IDs, payments
may be made through online banking capabilities. The name convention "SARS-" is prefixed to all
SARS beneficiary IDs. SARS must identify your payment and accurately allocate it to your account
if you make an online payment. If the reference is inaccurate, users are unable to make a payment.
The following banks support this approach: ABSA, AlBaraka, Access Bank, Capitec, FNB, HSBC,
Investec, JP Morgan, Mercantile Bank, Nedbank, and Standard.
South Africa's advancement and efficiency in terms of Online Services elevated it to the 44th position,with a score of 9.900.
4.4. National Portal [NPR]284

Government services of South Africa are now available online, lowering the cost of access,simplifying administrative processes, improving turnaround times, and boosting accountability andresponsiveness through the national portal eservices.gov.za.
Content, technology, and functionality all play a role in the National Portal's score. Data about
population, national programs, government structure, government agencies, legal documents, andcurrent news about the government are all included in this comprehensive collection of materials.
However, there is no other language option apart from English for accessing this data. The website
works well on desktop computers but has minor layout issues on mobile devices. It was discoveredthat the portal's loading speed might be affected by several technical concerns.
4.5. Government CIO [GCIO]
There has been limited development in South Africa's Government CIO (GCIO). In 2002, the Councilof Government IT Officers (GITO) in South Africa authorized the Chief Information Officer (CIO)
position. As a government IT coordinator, GITO serves as the link between the various government
agencies. The council acts as a platform for both the people and the government to ensure that the
government is knowledgeable of citizens’ interests. Nevertheless, South Africa’s GCIO indicator still
placed 20th Waseda rankings in 2021 with 6.818 points.
4.6. E-Government Promotion [EPRO]
Strategy development and coordination for Digital Government are managed by a department
responsible for public service administration (DPSA). State Information Technology Agency (SITA)
and Government Information Technology Officers Council were established by the South African
government to monitor and implement D-Government activities (GITOC).
In South Africa, public-private partnerships have long been encouraged to accelerate the country's
ICT development. Initiatives to improve a wide range of ICT infrastructure, from data centers toservices to inhabitants, are common.
The objective of the South African government is to provide everyone in the country with access tohigh-speed broadband Internet at an affordable price. The first stage of a three-year broadband
network project was launched to help the government achieve this aim. A total of 5803 governmentrun institutions spread across seven provinces were included in the first phase. These committees arecomprised of officials from the province's departments of Education, Public Health, Cooperative
Governance, and Traditional Affairs and representatives from higher education, safety, and security
liaisons in each of the eight district towns.
4.7. E-Participation [EPAR]
In conjunction with provincial and local governments, the Office of Provincial and Local Liaison has
provided development communication and contributed to developing the government's information
infrastructure. This organization will coordinate the Thusong Service Center (TSC) project, a onestop-shop for government services and information in Thusong. It is anticipated that government
services would become more accessible to the general population.
285

4.8. Open Government Data [OGD]South Africa previously submitted three National Action Plans to the Open Government Data (OGP)'s
Head Office. The Department of Public Service and Administration (DPSA) helped civil society andthe OGP by facilitating their work and holding the 2020 multi-stakeholder consultation session, which
was essential in moving the OGP ahead.
With limited staff and financial resources, DPSA has made sure that South Africa's responsibilities to
the OGP are met despite its little effort. Despite the program's limited capacity, South Africa has beena consistent advocate for good governance and core democratic ideals throughout the African
continent. Three pledges were developed with help from the OGP national office, and DPSA handled
the creation of the fourth NAP to ensure that South Africa complied with its promises.
4.9. Cyber Security [CYB]
According to a recent study conducted by cybersecurity company Varonis, over three-quarters of all
South African businesses have been victims of cyber threats. Since the COVID-19 outbreak began,spam frauds have increased about 600 percent. Several methods have been offered to reduce thedanger of cybersecurity risks, such as restricting access to just those who need it, implementing
observability tools for continuous monitoring, frequent data backups, and careful remote accessmonitoring.
In recent years, the significance of cyber-security has risen dramatically. Businesses, organizations,and governments will need to commit more time and resources. Containing this danger becomes morecritical as the globe becomes more electronically linked.
4.10. The use of Emerging ICT [EMG]
People's lives can be better protected or improved by a focused government Internet of Things (IoT)
strategy that utilizes sensors, detectors, scanners, and monitoring technologies to gather relevant
information. To increase many aspects of government analysis, planning, and execution of actionplans for improving citizen service delivery, the gathering and processing information approachrequires the simplicity and real-time processing of government data. The level of citizen service
delivery experience is a significant indicator for measuring the success of digital governmenttransformation, considering consumer privacy and data security. To construct a more integrated
government service delivery environment for citizens, current government policies prevent
information interchange.

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South Korea
1.

General Information

Area: 100,210 km2
Population: 51,314,092
Government Type: Unitary Presidential Constitutional Republic
GDP:$ 34,870
Internet Users: 96.51
Wired (Fixed Broadband Users): 43.55
Wireless Broadband Users: 116.90
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The initial wave of COVID-19 was effectively controlled in South Korea because of the country's
successful use of digital technology. Public health measures, remote education, remote labor, and adigital government system in contact tracking and open data management are some of Korea's
numerous digital countermeasures to the epidemic. As a result, South Korea came in 8th in the Waseda
International digital government rankings 2021, with an overall score of 88.0366. Digital technology
played a critical role in the spread of virus-related information during the epidemic. By using location
data from mobile phones and cars as well as security camera footage and credit card records during
COVID-19, the South Korean government was able to release the detailed trajectory of patients, which
includes patients' recent movements and where they stayed, as well as the timelines of their287

movements and whether they were wearing masks. The daily publication of new cases turned digitalas new instances expanded fast and throughout the nation.
In addition to websites and applications, timelines of those who tested positive were created. Those
confined at home for mild symptoms were required by the authorities to download a smartphone
application that tracks their symptoms and health conditions. Also transmitted via mobile apps wereprecautious information, such as the location of national testing centers and approved mask makers.
When it comes to sharing public announcements through mobile apps, the bulk of these tools werecreated in conjunction with Korean IT and communications businesses and the government of Korea.
South Korea is one of the nations planning for the digital transformation of many social sectors dueto the pandemic's social-distancing effect. On April 30th, South Korea began a new initiative
leveraging artificial intelligence, software programs, networks, and digital gadgets to promote 'untact
business.’ An internet-dependent society is what this epidemic has shown us to look like. Examples
are restaurants offering contactless ordering and delivery, job interviews, and cultural performances
conducted entirely online. For many, telecommuting and online education became the norm.
3.2. New Trends
Through innovation and competitiveness in the sector and deeper integration of data, networks, andartificial intelligence into all aspects of economic life in the country, South Korea's Digital New Deal
intends to speed up the transition to a digital economy as a recovery after the pandemic period. "Theblueprint for the next 100 years" is the goal of Korea's New Deal, a three-pillared structure consistingof Digital New Deal, Green New Deal, and Stronger Safety Net. Examples include 5G and AIpowered brilliant museums, innovative residences, and digital health care and education systems. In
addition, the government plans to use CCTVs and the Internet of Things (IoT) to remotely operate
ports, reservoirs, and dams through an intelligent transportation system.
Concerning South Korea's future, the Green New Deal aims to reduce dependence on fossil fuels andincrease renewable energy output by 20-30% by 2030. Under this strategy, the government seeks tomake public buildings, including schools, hospitals, and daycare centers, more energy-efficient andenvironmentally friendly. In addition, the South Korean government intends to switch from central
generation to dispersed generation to reduce the country's carbon footprint. Renewable energy
infrastructure like wind and solar power will be set up to allow communities and buildings to produce
their own power. Users will be able to share and trade electricity with one another and disperse it over
several dispersed power systems, thanks to the advent of intelligent grids. For its part, the South
Korean government has taken a hands-on approach to support the development of a hydrogen-based
economy, with a primary emphasis on vehicle development and the creation of three hydrogenpowered cities by 2022.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]288

With a fantastic score of 8.002, South Korea came in fourth place for Network Infrastructure
Preparedness. From 2020 to 2021, the number of internet users in South Korea increased by 539
thousand, reaching 49.75 million. In January 2021, 97% of South Koreans had access to the internet.
Social media use in South Korea reached 89.3 percent of the country's population in January 2021,
with 45.79 million individuals using the service. South Korea had 60.67 million mobile phone
subscribers at the same time. In January 2021, South Korea had 118.3% of its population connectedto the internet through a mobile device.
South Korea has made significant strides in setting up a foundation for a digital future. SK Telecom
has carried out public road testing of autonomous cars; MNOs have been penalized KRW51.2 billion
for 5G handset subsidy breaches; Huawei and LG U+ have collaborated to construct Seoul TechCity;
the number of 5G customers is hitting eight million.
4.2. Management Optimization [MO]The Korean government is constantly improving its digital government strategy to anticipate andsatisfy the needs of its citizens. This approach was developed in response to the COVID-19 pandemic
in Korea, which created a more robust and responsive digital government. The Ministry of the Interior
and Safety continues to drive the domestic digital transformation and work with partner countries tobuild a better global digital society.
Through Government 3.0, the South Korean government aims to provide specialized public services
and create new jobs. The new paradigm seeks to transform government into a more service-oriented,
competent, and transparent organization to achieve these objectives. As a result of the On-nara BPS,
the administration's efficiency and transparency have been boosted since all government businessprocesses are processed, documented, and administered online in a standardized way. The data centeris also responsible for managing the information systems of all government agencies that are not under
the direct supervision of a single agency. More than 1200 systems from 43 federal agencies are linked
to the Government Integrated Data Center (GIDC).
4.3. Online Service [OS]South Korea’s online service indicator was ranked second in Waseda rankings in 2021. The Koreanretail market's growth is being driven by e-commerce. Conventional retail networks are struggling as
e-commerce continues to expand at an extraordinary pace. Consumers often visit stores forcomparison shopping, but they often turn to online retail sites to purchase the items. Connectivity withother platforms is a breakthrough in online purchasing. Consumers seek a one-stop shopping
experience that includes product assessments and price, purchasing, and payment through new online
payment alternatives connected to the platforms.
According to a Bank of Korea survey, personal computers (PCs) and mobile platforms are the mostoften utilized payment methods for customers. As online purchasing continues to grow, electronic
payment alternatives through PC and smartphones are becoming more popular. Payment Gateway(PG) services based on credit cards were used by an average of 16 million people per day in 2020,289

and the total amount of payments was $628 billion. As mobile payment and digital wallet systems like
Samsung Pay and Naver Pay continue to rise in popularity, many people are using them.
Personal computers have been losing market share to mobile devices in every online advertisingchannel (PCs). More than two-thirds of the market in 2020 went mobile. Parents may also be updated
to their children's location information with the use of a smartphone app.
4.4. National Portal [NPR]
Current events, the government, the economy, the arts and culture, history, and society may all befound at www.korea.net, the Korean government's official website. Links to official and private
English-language websites regarding Korea can be found in the Directory section.
4.5. Government CIO [GCIO]
Government e-governance is now overseen by the Ministry of Security and Public Administration.
There is a chief information officer (CIO) for every government agency. National and bureau levelappointments for CIOs are outlined in the Presidential Directive and the Fundamental Law on National
Informatization. A Chief Information Officer is required under Presidential Directive No.157 forevery ministry and federal organization.
Planned ICT projects, budget distribution, and e-Government rule updates are essential duties of thechief information officer. Extensive awareness of current agency operations, comprehensive
viewpoint and professional competence in information technology, and strong willingness to
implement new administration using information technology are all requirements for this position.
4.6. E-Government Promotion [EPRO]
A digital government innovation can open the door to a brighter future for all people. The Korean
government has constantly been improving its digital government strategy to anticipate and satisfy
the needs of its citizens. This approach was developed in response to the COVID-19 pandemic in
Korea, which created more robust and responsive digital governments. While working with partnercountries, the Ministry of Interior and Safety (MOIS) will continue to spearhead the country's internal
digital transformation.
South Korean government has always set Goals, Objectives, and Priorities for their digitalization
approach, which are:
- To better serve the needs of the people, non-contact government services will be expanded andreengineered to provide people with more secure and seamless services.
- Delivering government services in new and innovative ways
- Natural language user interfaces may be used to integrate and customize service delivery. People's
data sovereignty should be protected, but new services should be developed in their place.
- Advancing a data-driven approach to government administration290

- Promoting an inclusive and collaborative digital environment; enhancing the digital economy via
collaboration between the public and private sectors- Improving the dependability and responsiveness of the government's digital infrastructure
4.7. E-Participation [EPAR]
According to the Ministry of Science and ICT, around 90 percent of the country's population went
online in 2020. For the first time in the country's history, commercial 5G network services were madeavailable in April 2019. According to the Speedtest Global Index, April 2020, Korea was top in termsof mobile connection speed. As of January 2021, South Korea has had 12.87 million users in the 5G
sector due to active advertising by local mobile carriers and government push to construct 5G
infrastructure.
4.8. Open Government Data [OGD]
It has always been a critical priority for the Republic of Korea's government to protect and execute
open government ideas and values to promote transparency, engage citizens, fight corruption, andstrengthen governance via modern technologies. Since joining the Open Government Partnership(OGP), the Korean government has produced and implemented four National Action Plans (NAPs),
proving its commitment to open government and democracy. With all of the progress made, South
Korea came in sixth place in the Waseda rankings 2021 regarding Open Government Data.
Following several events following the fourth NAP and in light of the lessons learned and evaluations
made throughout the preparation and implementation of the four previous NAPs, the fifth NAP for
the period 2021-2023 was produced. Co-chair of the OGP, South Korea's fifth national action plan,
aims to include the three OGP co-chair objectives of strengthening civic space and public
participation, combatting corruption, and supporting inclusive digital innovation into one. The Open
Government Forum Korea served as a focal point for the planning process, which enhanced
collaboration between the government and civil society and involved a broad spectrum of stakeholders(OGFK). To comply with the OGP's Articles of Governance, which call for a consultative council
made up of government and civil society groups, the public-civil board was founded in 2017. It is
made up of seven government agencies and 11 civic groups from all around the country. Its goal is tospread the word about the virtues of open government, such as accountability, openness, anddemocracy.
4.9. Cyber Security [CYB]
The framework for cybersecurity, including the Information and Communication Infrastructure
Protection Act. has been in place since 2011, when the National Cyber Security Master Plan wasestablished. Additionally, it provides a robust legislative basis for cybersecurity in Korea.
The Korean government considers both KrCERT/CC and KN-CERT to be computer emergency
response teams. The Korea Internet and Security Agency is responsible for network and information
security. Additionally, the National Cyber Security Center (NCSC) acts as the government's focal
291

point for detecting, preventing, and responding to cyberattacks and threats inside Korea. South Korea's
National Cyber Security Center (NCSC), working with the private sector and the military, improves
security incident warning and response times and protects Korea's critical national infrastructure. The
Korea Information Security Agency must educate customers about ethical Internet use via online
training and broadcasting.
4.10. The use of Emerging ICT [EMG]South Korea aims to dominate the global Artificial Intelligence (AI) technology sector. Officials in
Korea say AI is an essential part of the country's ICT skills, and they want to make Korea an AI
powerhouse. To attain this aim, the government released its first national AI policy in 2019. The
federal government's Digital New Deal includes industrial and educational activities, and the federal
government has requested about $2 billion for AI-related initiatives in fiscal 2021. As a consequence,
10 South Korean institutions will be accredited as AI Engineering schools by 2021. The growth of AI
startups and enterprises is viewed as critical to the US AI ecosystem. Several government entities havedeveloped AI-focused startup incubation programs to help South Korean AI startups.
Despite South Korea's technical supremacy in memory chips, microprocessors and sensors must be
enhanced to compete globally. The government has set many national development strategies toimprove the country's semiconductor dominance beyond memory chips. In 2019, the government
announced new initiatives for system and AI semiconductors. For a 20 percent global market shareby 2030, these national strategies stress state-led investments in local fabless enterprises andeducational help to create competitive semiconductor specialists.
The rising use of cloud services by Korean businesses and government organizations is predicted todrive the cloud computing industry’s growth in Korea. South Korea was one of the first to embrace
cloud computing. Cloud computing was a sub-area of the government's Digital New Deal activities,
including state-led projects and investments. Amazon Web Services (AWS), Microsoft (Microsoft),and Google dominated the South Korean cloud computing industry. Global firms have also increased
their investments in Korea to increase their market share.

292

Spain1.

General Information

Area: 505,992 km2Population: 346,742,344
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $ 31,000Internet Users: 93.21
Wired (Fixed Broadband Users): 33.90
Wireless Broadband Users: 105.29
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
This year, advancing its public sector’s digitalization, the nation came in 27th in the Waseda
International digital government rankings 2021 with an overall score of 78.7469. Spain has had atroubling epidemic. Together with Italy, the country was harshly struck during the initial stage of the
COVID-19 crisis, and on 14 March placed a strict lockdown on its people and economy, which has
subsequently been relaxed but not yet abolished. Although the coronavirus has caused chaos, it has
also accelerated the pace of digital change. The government has been focused on revitalizing the
economy and public services, the central government agency driving the digital agenda across the
public and private sectors. And coronavirus has not derailed that agenda: digitization is generally seen
as a necessary weapon for combating the present COVID-19 danger, as well as a critical componentof efforts to help Spain's economic and social recovery, he argues.
293

Of course, at the core of the government's attempts to combat coronavirus. Three "milestones" inhealth digitization are health card interoperability across Spanish regions, digitized medical history,
and electronic prescriptions. Spain's need for digital professionals has grown as the country's digital
economy plays an increasingly important role. The industry has a wide range of applications. Thus,
this conference focused on using technology in health, tourism, security, sustainable transportation,
the agri-food sector, and the digitalization of SMEs and the government. Entrepreneurs can empower
their creativity by digitizing industrial processes via industry 4.0 and digital innovation. The digital
revolution of the sector is being aided by 5G and Blockchain, both offering new chances for growthand helping things go back to normal following Covid-19.
Essential services like power and gas for hospitals, homes, and telecommunications operators and fuelfor transportation and logistics were always accessible during a health crisis. As a consequence of theoutbreak, energy usage has plummeted, prices have dropped precipitously, activities have been put on
hold, and consumer behavior has shifted. As a result, energy companies are stepping up and ensuringthat they can accomplish their environmental objectives while also focusing on digitalization as an
essential instrument for dealing with the problem.
3.2. New Trends
Covid-19's impact on Spain's recovery is highlighted in Spain's Recovery, Transformation, andResilience Plan. A wide range of industries may benefit from digitalization. An efficient digital
government infrastructure that can answer people’s requests more swiftly and effectively has become
imperative after COVID-19. As a result, citizens and companies in Spain are expected to provide
digital public services of better quality, more inclusive, more efficient, more personalized, and moreproactive.
As part of Spain's Digital Spain 2025 Agenda, eleven primary areas of reform and investment are laidout to revive the economy and reduce inequality, increase productivity, capitalize on technology
breakthroughs, and turn the public sector into a digital economy. This transition must be accepted by
all sectors of society and reconciled with constitutional and European objectives and the preservationof individual and group rights, given the concurrent digital and green revolutions occurring throughout
Europe.
There should be more focus on service customization and the end-user experience, and the public
sector should be encouraged to lead the way in digital innovation. People in Spain will be better served
as a result, with policies and attention geared toward their interests. The quality of public policy andcitizen attention will be improved since everyone in the country will have equal access to high-quality
services provided by digital services and environments.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]294

Spanish network infrastructure preparedness was ranked 13th in the Waseda International digital
government rankings 2021, with a rating of 7,570. Spain had 42.54 million internet users as of January
2021, an increase of 0.3 percent from the previous year. Ninety-one percent of Spanish households
have access to the internet. At the time, 37.40 million people were using social media or 80% of the
population. A 0.6 percent increase in mobile phone subscriptions in Spain brought the total population
to 54.34 million, or 116.2 percent of the population.
Spain's efforts to be ready for and invest in the country's digitalization have made tremendous progress.
Two-tenths of a megahertz of the spectrum was awarded to Vodafone, Orange, and Movistar in thelong-delayed 700MHz auction. In addition, Orange and Movistar were given one of the two remaining
10MHz blocks of the 3.5GHz band's spectrum. The expected lifespan of spectrum licenses in future
auctions is 40 years. Photonics mesh transport networks in Madrid will handle transmission speeds of
up to 800Gb/s after Telefónica and Huawei began testing WDM photonics meshes. Satellite internet
service provider SpaceX is launching a trial in Spain of its Starlink service. Vodafone and Canalink
proposed an undersea cable extension between the Canary Islands and Spain.
4.2. Management Optimization [MO]Spain’s Management Optimization came in 11th in the Waseda rankings 2021 with 11.800 points.
From 2021 to 2024, the Spanish General Secretariat for Digital Administration (SGAD) will design a
new digital administration and ICT strategy. The strategy will be implemented under the framework,
consistent with Agenda 2030 and its Sustainable Development Goals and European efforts like theDigital Europe Programme 2021-2027, the OECD, and Spanish standards. SGA’s coordination rolein ICT, the enhancement of citizens' services, a consolidated model of data-centric organization, theenhancement of public administration services, a reflection and study on the opportunities presented
by emerging technologies, and a digital skills training plan for public employees will be the main
focus of the Plan. In addition, the Plan would address the deficiencies found in the eGovernment
baseline, such as mobile-friendliness, public involvement, and cross-border mobility andaccountability. The Plan would be implemented.
The Spanish government approved an ICT plan for all General State Administration ministries in 2015as part of the State Administration Digital Transformation Plan (AGE). Several ministries establishedsectoral action plans to prepare for the upcoming digital revolution in their respective fields ofexpertise. Composed of top officials from all departments and the Central Administration, theCommission for ICT Strategy was established as an inter-ministerial committee. For this reason, it isin charge of developing and implementing the government's eGovernment and information
technology (IT) policies.
4.3. Online Service [OS]The national eID card allows individuals to sign documents and contracts digitally. About 38 million
Spaniards have a DNIe card. Article 9 of Law 39/2015 compels the public administration to recognize
identifying systems based on qualifying electronic certificates issued by approved trust service
providers. The PCSP (Plataforma de Contratación del Sector Pblico) is the principal source of
information on public sector contracts. It provides electronic notice, electronic tendering, andelectronic awarding.
295

As crucial as the PCSP is to the national government, it is also used by many regional and local
governments. The public procurement website allows provincial governments to manage theirprofiles.
4.4. National Portal [NPR]
The eGovernment Portal (PAe) is a comprehensive repository of information on the current status ofeGovernment in Spain. In 2019, PAe had more than 1.75 million visits and 33 144 registered users.
The General Access Point provides access to the Citizens' folder, which contains all of theadministration's information on a person or company. The Observatory for eGovernment serves as asource of information regarding electronic government in public administration.
4.5. Government CIO [GCIO]
Even though the title "GCIO" isn't often used, the Director of Information Technology for the State
General Administration performs a similar duty by coordinating the implementation of a national egovernment strategy. A CIO training program was listed by at least one educational institution. Further
information about CIO regulations could not be discovered at this time, unfortunately.
4.6. E-Government Promotion [EPRO]
Spanish digital transformation processes have been highlighted by the Ministry of Economic Affairs
and Digital Transformation. The Secretary of State for Digitalization and Artificial Intelligence andthe Secretary of State for Telecommunications and Digital Infrastructures are the two-State
Secretariats for technology-related affairs in this Ministry. To promote and regulate the informationsociety, the Secretary of State for Digital Infrastructure and Telecommunications is in charge of thetelecommunications sector and audiovisual services. Additionally, it is responsible for coordinating
and collaborating with other governmental authorities on this issue and engaging in discourse with theprofessional, industrial, and academic sectors. Regulation and engagement with international
initiatives aiming at certifying and standardizing digital and telecommunications infrastructures arepart of the scope of this policy Ministers appointed the new Secretaries to State on 14 February 2020.
In October 2015, the Spanish government established a plan to support the development of natural
language processing and machine translation in Spanish and other co-official languages as part of thecountry's Digital Agenda. One of the goals is to increase the number, quality, and availability of
linguistic infrastructures in Spanish and other official languages in the country. It aims to reinvigorate
the language industry by facilitating knowledge transfer between academics and industry andembracing government as a driver of this new sector.
4.7. E-Participation [EPAR]
In Spain, the Ministry of Economic Affairs and Digital Transformation runs the Red SARA intranet,
connecting government agencies. A total of 17 autonomous communities, two independent cities, androughly 4000 local entities are represented by the government.

296

To access administrative services at all three levels of government, people and businesses may use the060.es internet portal, the phone hotline, and local offices. To be fully satisfied, users’ organizational
needs must be met 24 hours a day, seven days a week. The number 060 is intended to take the roughly
600 phone numbers currently available for the general public to contact the federal government.
Spain depends mainly on the Trans European Services for Telematics network for cross-border digitalcommunication between EU agencies, institutions, and the Member States.
4.8. Open Government Data [OGD]
In the Waseda rankings of 2021, Spain's Open Government Data was ranked 11th with 9.750 points.
Dados.gob.es maintains the National Catalogue of Open Data, a one-stop-shop for all public
administration entities in Spain to open their data to the general public, researchers, and otheradministrative bodies. In addition, the site provides available information, training tools, and news on
open data in the public sector, establishing Spain as a European leader. More than 700,000 people
visited datos.gob.es in 2019, which had more than 25 thousand datasets.
4.9. Cyber Security [CYB]
Considering both the effects of digitalization and its fundamental character as a driver of change withconsequences for cyber security, the Government of Canada's 2017 National Security Strategy,
approved on December 1st, 2017, reinforced cybersecurity's essential and distinct role.
2019 witnessed the release of a new National Cybersecurity Strategy, built on the previous one from2017. As part of the 2019 strategy, a National Cybersecurity Forum will encourage collaboration
between public and private sector organizations. It is the primary goal of the plan for Spain to provide
a safe and stable internet experience for its citizens while both are protecting their civil freedoms andpromoting the country's economic growth.
Protecting personal data under Organic Law 03/2018 on 5 December 2018 affects individuals,
government, and businesses. EU Regulation 2016/679 passed on April 27th by the European
Parliament and Council as amended. Regarding digital governance, Title X provided information on
the online environment's inherent digital rights and liberties. Neutrality and universal access wereamong the rights enumerated, along with data security protections and digital media education. Also
included in this title are the rights to digital disconnection in the context of employment privacy, theprotection of minors online, and the digital media freedom of expression and information clarification.
Law 39/2015 of 1 October 2015 on the Common Administrative Procedures of Public Administrations
was slightly amended by Organic Law 3/2018, enhancing the role of the National Security Framework(ENS) in personal data protection and making the Once-Only principle easier to execute.
4.10. The use of Emerging ICT [EMG]
An AI R&D strategy for Spain was unveiled in March 2019 by the Ministry of Science, Innovation,and Universities. Spanish R&D in AI serves as the basis for a European vision that is crucial fordeveloping the European framework for R&D in AI. As part of the National Artificial Intelligence
Strategy, national investments and policies may be coordinated and integrated via this technique. As
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a result, governmental and private investment will foster the widespread use of these technologies insociety and the economy. Artificial Intelligence (AI) needs a new set of skills in the Spanish education
and workforce. Because of this, the government will construct a map of Spain's AI capabilities andestablish a network of AI research centers. RDI agents will be able to experiment with newtechnologies before they are commercialized, and the RDI perspective will be included in thedevelopment of an AI Code of Ethics.
According to Spain's 2013-2020 Science, Technology and Innovation Strategic Plan, the State Planfor Scientific and Technical Research and Innovation 2017-2020 includes four state programs that
support the broad goals outlined in that plan: promoting talent and employability, creating andenhancing knowledge, and leading corporations in societally relevant R&D and innovation (R&D&I).
The General State Administration uses this strategy to design and execute Spain's Science,
Technology, and Innovation Strategy 2013-2020 and the European Strategy 2020 aims. R&D&I
grants that have been received through competitive procedures are included. The General State
Administration's R&D&I activities are cross-cutting, requiring tight collaboration with the sectoralplans set by the several ministerial ministries. These strategic plans are included in a single State Plan,
including the Connected Industry 4.0 Strategic Action and the Health Strategic Plan.

298

Sweden1.

General Information

Area: 450,295 km2
Population: 10,172,461
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $58,980
Internet Users: 94.54
Wired (Fixed Broadband Users): 40.61
Wireless Broadband Users: 129.41
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Digital technology use in Sweden is among the highest in the OECD, with general Internet use andreduced digital disparities by age, education, income, and firm size. Sweden's high-speed Internet isamong the best in the OECD regarding availability, quality, and affordability. Sweden's economy isheavily reliant on information and communication technologies (ICTs), and the country is a prominent
supplier of ICT services. It has been possible for Swedish businesses to gain a competitive advantage
by integrating into global value chains and focusing on high-value-added activities such as productdevelopment and marketing. The Internet of Things (IoT) is also a big deal in Sweden.
The pandemic has had wide-ranging effects on people's lives and society, business, and the overall
economy. In response to the virus's difficulties, Sweden has established several new research andinnovation projects. As a result, Sweden was ranked 12th in the Waseda International digital299

government rankings 2021 with a high score of 86.8587. For urgent Covid-19-related research in 2020,
the Swedish government has set aside 100 million Swedish Kronor, which was allocated to be used
to support current or future efforts to reduce the Covid-19 outbreak. Science solicited research on
Covid-19 for Life Laboratories in late March 2020. Antibody testing, a capacity expansion for Covid19 testing, and the construction of a biobank have been given up to SEK 110 million by the Knut andAlice Wallenberg Foundation.
3.2. New Trends
Although Sweden's economy is recovering from the shock of the COVID-19 crisis, there are still
lingering worries. Investing in digital skills and infrastructure is essential to generating jobs andsustaining long-term recovery. A terrible recession was triggered by the pandemic, despite thegovernment's swift response to protect citizens and businesses from the spread of the disease. At sometime, when the epidemic diminishes, the government will shift its priority to enhancing vocational
training and skills development and expanding investment in sectors like high-speed Internet accessand low-carbon transportation. It's essential to keep an eye on regional disparities, which are now
modest but rising.
Economic growth and job creation will be aided by education and training investments and labor
reforms in compliance with social partners' agreements. Productivity development will also dependon strengthening Sweden's leadership in digital innovation and dissemination. Reaffirming theimportance of universities in local economic networks while also improving government-togovernment interaction will help achieve this aim.
To fulfill the country’s plan by 2025, Sweden must have an active broadband plan to operate
effectively in the long term. Because of this, the government wants all broadband providers, especiallythose serving customers in sparsely populated areas, to maintain and accelerate broadband growth toguarantee that Sweden stays wholly connected. This goal needs both public and private efforts.
Continuing this trend of broadband growth is a goal of the government. Market-driven development
is at the heart of the new model, which is then backed by government action.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Regarding network infrastructure preparation, Sweden was ranked eighth in the Waseda International
digital government rankings in 2021, with a score of 7.838. As of January 2021, there were 9.93
million Internet users in the United States, a growth of 2.7% over 2016. There was 98 percent ofpeople online at that moment. 82.1 percent of the population, or 8.32 million, utilized social media.
An additional 14.35 million persons have mobile phone connections, accounting for 141.6 percent of
the total population.
A mature mobile and broadband market in Sweden has been boosted by the more significant
investment of the leading telecoms in innovation. An LTE infrastructure has been created in the nation,
300

and its mobile service providers have benefited from the January 2021 auction of spectrum in the
3.5GHz band, which will allow for more excellent service coverage.
As a result, Sweden has one of Europe's highest fiber-optic penetration rates. First and foremost, thegoal of FttP is to achieve the government's goal of providing 1Gb/s service to 98 percent of the
population by 2025. Regulators supported by public money and spectrum auctions in multiple bands
were employed to achieve this goal.
4.2. Management Optimization [MO]The Swedish government unveiled its digitization plan during a news conference in May 2017.
Economic development, full employment, and long-term resilience were all stressed in an integrated
strategy to achieve their objectives. The objectives were included in the plan, all of which were aimed
at becoming a global leader in capitalizing on the digital transformation: enhancing citizens' digitalskills; increasing citizens' trust and confidence in the use of digital services; encouraging digital
innovation, and ensuring that digital services are accessible to all.
In December 2012, Sweden's government launched its "Putting the Citizen at the Center" plan tostrengthen the capacity of its agencies to work together. The most prevalent digital services havegrown more accessible to individuals and enterprises alike. They must be easy to use, safe, andavailable to everyone. Innovation has been stimulated by making public information and digital
services more easily accessible and used by other systems. Since the internet and social media havemade public sector information more publicly accessible, transparency and citizen participation havebecome more straightforward. Government administration has improved in quality and efficiency due
to integrated information management, increased data security, and automated processes.
4.3. Online Service [OS]On October 1, 2005, the Swedish government made the official electronic ID card with biometric data
available to the public. To prevent misunderstanding, paper identification cards will not be phased out
by the new "national identity card.” It is necessary for identification and evidence of nationality, as
well as a valid Schengen travel document. Also included is an old-fashioned microchip that might one
day be used to access eGovernment services more securely.
In December 2010, a digital procurement system was built by providers that specialize in the various
stages of the electronic procurement process to provide e-procurement services. To ensure the qualityof the services being delivered, the central e-procurement authority is responsible. Sweden’s
government has hired private enterprises instead of building a centralized computerized platform for
public procurement. Many privately-held websites, some of which specialize in government
procurement, are available.
Swedish central bank Riksbank ensures that the country's payment system is secure and effective
when most people quit using cash. The general population might utilize an eKrona, which would begovernment-backed digital money. This investigation was part of Riksbank's eKrona initiative. The
project team has contacted some national and international organizations to gather their opinions on
an eKrona. For these agents to be trusted, the Riksbank must maintain its ability to issue eKronas.
3014.4. National Portal [NPR]
The official website of the Swedish government and its agencies is also the national portal.
Information on current government legislation and programs and ministerial actions, and explanationsof how the Swedish decision-making process works can be accessed via the website. Sweden came in
the fifth position in the Waseda rankings 2021 regarding National Portal.
For information about Sweden's geographic information system, Geodata.se is the best place to go.
National registration of geographical data services, Geodataportalen provides users with the option of
searching and examining data and downloading it. The European Commission's Inspire Geoportal canbe accessed via Geodataportalen, maintained by Sveriges data portal, Sweden's open data portal.
Landmäteriet (Swedish cadastral and land registration agency) coordinates the Swedish geographic
data infrastructure by hosting Geodata.se and Geodataportalen.
4.5. Government CIO [GCIO]
All levels of government appear to have a Chief Information Officer (CIO), but with somewhat
different titles and duties.
4.6. E-Government Promotion [EPRO]In May 2018, the federal government issued two assignments that lay the groundwork for a more
standard and interoperable national approach to base registries and information sharing. Some of theessential government agencies were on board, and DIGG, the coordinating agency for the projects.
Under the studies' recommendations, 2019 saw the start of government initiatives to create a nationalcore data architecture for public administration. Through the implementation of this framework, an
information exchange digital infrastructure will be in place in 2021.
On July 1st, 2010, Sweden's Law No. 2010:566 of the 3rd June 2010 transposed Directive 2003/98/EC
to re-use public sector information. With the knowledge that they cannot be used to hinder others,
individuals may reuse competition in the information market, resources provided by the government
according to this legislation.
Sweden currently lacks an efficient central knowledge management system. Governments around thecountry have come together to create a platform for collaborative use to share best practices andincrease the adoption of eGovernment at the community level. Over the past 15 years, a third of
Swedish municipalities have collaborated on more than 30 initiatives to offer a uniform design,
platforms, and basic functionality for municipal eServices by pooling their resources. This platform
also supports active knowledge sharing on digitalization and change management.
4.7. E-Participation [EPAR]
By 2018, e-Services were used by almost 60% of Swedish citizens, with over 3800 online services inall. In 2011, these clients made over 250 million transactions in a range of commercial and public eServices because of the world-class internet. As a result, individuals and businesses alike will have a
lot more options for using the internet to connect to public electronic services.
Health and dental records of all residents aged 16 and over were expected to be available to everyone
in Sweden by 2020 as part of the country's updated national eHealth vision. Around 10 million Swedes
302

live in the country, and as of June 2017, 41% of them (or roughly 4.1 million individuals) created a1177.se account to access personal e-services.
4.8. Open Government Data [OGD]With 9.750 points, Swedish’s Open Government Data indicator was placed ninth in the Waseda
rankings in 2021, denoting tremendous progress made within the year. The Swedish government has
begun a new effort to advance open data and artificial intelligence goals. For the government's
strategic plan of increasing public access to open government data, DIGG was tasked with enhancing
the public sector's ability to make open data available and cooperate on data-driven innovation. DIGG
will develop a national action plan for open data management, and methodological support andsuggestions will be provided to help implement the project in the most critical sectors. In response toa government recommendation, DIGG released research in January 2020 on Promoting public
administration's potential to deploy AI in the public sector. The initiative also aims to increase thepublic sector's ability to use artificial intelligence starting in 2021.
There has been a change in the management of DIGG's apps since September 2018. In 2019, Sweden's
data portal beta version was launched. Data resources from both the private and public sectors areavailable via the portal's primary goal. ' This older site will stay functioning until the new site is fully
operational and ready to use. An open data policy and open data-driven innovation initiatives havebeen implemented.
4.9. Cyber Security [CYB]
The government unveiled Sweden's first National Cyber Security Strategy in June. The plan wasrevised in July 2018 and included an appendix detailing government activity throughout 2017-2018.
The government took or completed over 50 initiatives between 2017 and 2018. Seven government
entities responsible for cyber security presented an action plan for 2019-2020 in early March. The
cyber security action plan's 77 significant actions are set to be executed in 2019. In March 2020, theSwedish Civil Contingencies Agency (MSB) and the seven government ministries will revise thecyber security action plan. It includes additional steps to do and a review of the 2019 events. On March
2, 2019, the government unveiled a strategy to protect critical infrastructure against cyberattacks.
The MSB is in charge of all civil protection, public safety, disaster management, and civil defense
elements. For example, MSB is the NIS directive's single point of contact for information and cybersecurity in Sweden. National CERT-SE of Sweden is likewise situated at MSB Stockholm. MSB iscreating a national model for cyber security as part of the national information and cyber security
policy. This nationwide model shows one of the steps in the overall cyber security action plan.
4.10. The use of Emerging ICT [EMG]
For the European Blockchain Partnership, Sweden has sent experts to every working group to show
its commitment. From July 2019 to July 2020, Italy and the Czech Republic agreed to share Sweden'spresidency of the European Blockchain Partnership.
303

The Swedish government has passed a National Artificial Intelligence Strategy. For the government's
goal of becoming an AI leader in Sweden, the plan contained a list of essential requirements for using
AI in Sweden. For the research "Promoting public administration's potential to use AI," DIGG
released its findings in January 2020. Vinnova’s studies provide a comprehensive assessment of thecurrent level of artificial intelligence in Sweden, its applications and problems, and suggestions for
future initiatives that may be available to government decision-makers. Aside from the 150 million
SEK annually invested in AI-related activities, Vinnova also stated that it would contribute an
additional 50 MSE each year over the following decade.

304

Switzerland
1.

General Information

Area: 41,284 km2
Population: 8,728,154
Government Type: Federal Semi-Direct Democracy Under a Multi-Party Assembly-Independent
Directorial Republic
GDP: $ 94,700
Internet Users: 93.15
Wired (Fixed Broadband Users): 46.48
Wireless Broadband Users: 101.51
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Switzerland was placed 15th in the Waseda International digital government rankings for 2021, withan overall score of 85.3347. The pandemic has expedited Switzerland’s digitization process since thenumber of medical consultations done online over the phone has risen dramatically, and numerous
institutions have boosted their investment in digitalization projects. As of April, the CoronaMemory.ch project has collected roughly 400 audio, video, and text-based contributions from Swiss
citizens who had been affected by the coronavirus epidemic.
Switzerland has also offered a $4.4 million contribution to the United Nations Conference on Tradeand Development UNCTAD's e-commerce and digital economy initiative. Since the project's
inception, the funding has promoted technical collaboration, research, and consensus-building305activities. Because of the recent outbreak of COVID-19, the Swiss contribution will enable the project
to better react to the increased need for UNCTAD assistance from nations.
During the pandemic era, banking and financial institutions have to adapt their organizational
structures to accommodate remote working, communication, and customer service. The financial
services sector faced a substantial operational issue due to the rapid expansion of remote working
arrangements, with the majority of Swiss workers working from home. In challenging settings, robots
demonstrated their capabilities. To benefit small and medium-sized businesses in Switzerland, Swissbanks rapidly collaborated with the Swiss government to devise a financing strategy for affectedcompanies.
3.2. New Trends
In the form of computerized patient dossiers, telemedicine is predicted to increase public health carequality and cost-effectiveness. An estimated $1 trillion in revenue will be generated by digital healththroughout the globe by 2025. Credit card fraud may be detected and prevented using AI and realtime data analytics. With the COVID-19 outbreak upon us, financial services companies arescrambling to change their digital business models.
A large portion of the recent spending by Swiss banks has gone into enhancing the value of theirclients' portfolios via advanced research and the provision of specialized products, investments, andadvisory services. Digital technologies, such as data mining and predictive analytics can help
customers increase the relevance of their interactions and better tailor their financial services to theirunique needs. To transform raw data into usable knowledge, these technologies integrate powerful
analytics with increased interactivity/visualization.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]In terms of Network Infrastructure Preparedness, Switzerland was ranked 5th in the Waseda rankingsin 2021, with 7.988 points. In January 2021, there were 8.42 million Internet users, an increase of 1.8
percent over the previous year. A majority of the Swiss population was still logging on to the Internet
at the time. 7.1 million people accessed social media, which accounted for 81.8% of the total
population. 10.42 million people had cell phone service, which was equivalent to 120 percent of thewhole population.
Compared to other nations, Switzerland has achieved many significant advancements in the field of
infrastructure readiness, making it one of the most advanced countries in the world. A few of them
are as follows:-

Requirements for 5G towers were set to stimulate the deployment of network equipment,
Swiss Fiber Net has signed an agreement with Salt to enhance its FttP footprint; Swisscom has
shut down its GSM network.
Swisscom's USO has increased its minimum internet speed

4.2. Management Optimization [MO]306

The Federal Council, the Conference of Cantonal Governments, and the boards of directors of the
Swiss Union of Cities and the Association of Swiss Municipalities agreed on a new eGovernment
Strategy at the end of 2019. This replaces the 2016 eGovernment Strategy. The Confederation and its
cantons have made progress in the development of a secure e-Voting system. Re-implementing
eVoting will be made as easy for the cantons as possible thanks to this project, which contains
technology that has been thoroughly tested and a new approach to risk management. These two
eVoting systems were withdrawn by the canton of Geneva and Swiss Post in 2018 and 2019,respectively, and this operation followed their removal. E-voting trials are not possible in Switzerland
since no e-Voting system has been approved.
4.3. Online Service [OS]Plastic cards having a picture on them will continue to be issued by Switzerland until further notice.
SwissID, a new kind of digital identity, is now available as of Spring 2017. In the end, the new
SwissID was not a substitute for the old SuisseID. SuisseID users may continue to use their old IDs
since there have been no changes. Smiles are plastered on their faces. The capabilities of both services
were similar. In the long run, SuisseID will be absorbed into the SwissID group.
Each of Switzerland's three levels of government utilizes simap.ch to acquire goods and services. Bidand tender documents, as well as a list of all current Swiss contracts, may be downloaded by interested
parties.
4.4. National Portal [NPR]
The ch.ch website is Switzerland's gateway. As the electronic business card of Switzerland, it serves
as the principal source of information from the federal, cantonal, and local administrations in French,
German, Italian, and Romansh. Access to all government information and services is provided via asingle site that is segregated depending on target groups. Among other things, it gives dossiers on
essential subjects and current events and a comprehensive administrative authority directory for thewhole country.
Administration portal admin.ch gives access to all of Switzerland's government agencies andoperations. It provides direct access to seven government ministries and their connected federal
offices, the Federal Chancellery, Parliament, and federal courts for businesses and people.
To help small businesses, the sme.admin.ch website offers a multitude of resources that range fromstartup advice to succession planning and general management.
With the use of the portal, creditors who want to begin debt collection processes may make an online
request and identify the appropriate cantonal or municipal office. Making a debt collection request is
made easy with the site's step-by-step instructions.
4.5. Government CIO [GCIO]
Even though Switzerland does not have a formal GCIO, the E-Government framework specifically
identifies persons with GCIO-level responsibilities. In education, there are no programs explicitly307intended to teach CIOs, although there are MBA programs in information technology that educate
highly skilled professionals who, among other things, possess CIO competencies. In the Waseda
rankings 2021 regarding the Government CIO, Switzerland was placed only in the 31st position, after
Brunei.
4.6. E-Government Promotion [EPRO]
The development of D-Government in Switzerland is not supported by a specific national or regional
legal instrument in Switzerland. However, some ministries' publications provide this information. DGovernment advertising is also primarily carried out by commercial partners of the Swiss DGovernment initiative, such as Swiss Mail.
Promotion campaigns are sometimes overlooked because of the widespread usage of ICTs in society
and a high level of computer proficiency even among the senior population. Switzerland also holds
an annual e-government conference with the help of leading IT companies and is actively engaged ininternational e-government projects and agreements.
4.7. E-Participation [EPAR]
Administrative digitalization may benefit Switzerland to the fullest extent possible due to the country's
advanced post-industrial society. Society's active use of electronic tax and procurement has fueled thegovernment's desire to explore new frontiers in this area. One of the critical components of the 2020
strategy is creating an electronic identification system and consolidating all D-Government services
under a single domain. The level of e-participation is still high, although it is lower than in other
European countries like Germany or France.
4.8. Open Government Data [OGD]
On November 30th, 2018, the Federal Council approved Switzerland's Open Government Data (OGD)
Strategy for 2019-2023. The Federal Statistical Office (FSO) has been given the job of executing thestrategy. One of the objectives of the eGovernment Strategy is to implement the OGD.
Opendata.swiss is Switzerland's primary repository of open government data. The portal was createdas part of Switzerland's "Open government data initiative for the period 2019 to 2023," which was
designed to serve both citizens and businesses.
4.9. Cyber Security [CYB]
On April 18, 2018, the Federal Council approved the 2018 National Strategy for Protecting
Switzerland from Cyber Risks. Federal Council resolutions on 15 May 2019 to execute the 2018-2022
National Strategy for Protecting Switzerland from Cyber Risks and construct a cyber security
competence center were made.
The Swiss Federal Council officially launched a Cybersecurity Competence Center on January 30th,
2019. Cyber Delegation includes the chiefs of the departments of Finance; Defense; Population;
Protection; and Sport; as well as Justice and the police. Aside from protecting residents and companies
from cyber-attacks, the Confederation plans to enhance its own security measures. With all progress308

made in Cyber Security, in 2021, Switzerland was ranked within the top 5 countries in the Waseda
rankings with the highest score of 10.000.
4.10. The use of Emerging ICT [EMG]
Supporting the eGovernment Strategy, the cloud computing strategy has been prepared by a team ofeGovernment specialists from Switzerland's Confederation and cantons, municipalities, andassociated firms. Newly found options and the required procedures to follow are laid forth in thisdocument. The eGovernment steering group approved it on October 25, 2012.
Switzerland's Federal Council released research on the continued development of the federal
regulatory framework, including blockchain, fintech, and other distributed ledger technologies, inNovember 2019. The Federal Council has set up a working group in the federal government to study
artificial intelligence. The State Secretariat for Education, Research, and Innovation, which chairs thisorganization, encourages information and opinion interchange and manages Switzerland's positionsin international organizations. The Department of Environment Transport Energie & Communication
established an action plan to help towns, cities and cantons develop "Smart Cities."309

Taiwan1.

General Information

Area: 36,193 km2
Population: 23,862,818
Government Type: Unitary Semi-Presidential Constitutional Republic
GDP: $ 32,120
Internet Users: 88.96
Wired (Fixed Broadband Users): 24.99
Wireless Broadband Users: 115.94
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The Waseda International digital government rankings for 2021 placed Taiwan in tenth place witha total score of 87.3255. Due to collective knowledge obtained from online bulletin boards, Taiwan
was one of the first governments to find and respond to the virus. Residents were soon able to use
live maps, distributed ledger technology, and chatbots to identify the nearest pharmacy where they
could claim free facemasks, with stock levels updated in real-time to avoid panic buying.
The Taiwanese Government has used various innovative digital solutions since the emergence of
SARS-CoV-2 in Taiwan. Since the Ebola virus outbreak in West Africa in 2013, the United Stateshas been using digital tools to distribute real-time health information, track quarantined individuals,
and facilitate international border control by requiring inbound passengers to share their travel
history before arrival. Public health personnel, who have had to react to pandemics under time
restrictions and, in some instances, scientific uncertainty, find digital tools appealing in reducing
310

human contact and administrative costs. The social acceptability of digital items is anotherimportant factor in their success.
Since taking office, the government has used several social media channels to build trust andengagement with the public. The success of Taiwan V-Watch, the government's new online
monitoring effort for vaccination-related adverse reactions, depends on public acceptability. As agreat example of a public-private partnership, the government collaborated with a technology
company to build the monitoring program. Still, an equally stringent regulatory framework
safeguarding the privacy and data security remains essential.
3.2.

New trends

5G, the Internet of Things, robotics, renewable energy, and artificial intelligence were predicted
to be the five most important technologies by 2025 in the United Nations' Technology andInnovation Report 2021, published in September. Through the platform, Taiwanese firms were
given a chance to learn about the entrepreneurial atmosphere in Silicon Valley and to imagine thenew business potential in a 'new normal' economy. The pandemic in 2020 provided young
entrepreneurs with more significant time and resources to experiment with cutting-edge ideas andtechnologies. Technical research and development have become even more critical as a result of
the pandemic.
Because of their enormous economic value, they assist countries in translating their research anddevelopment expertise into commercial possibilities on the global market. Taiwan's Minister of
Science and Technology (Minister of Science and Technology): A pandemic on a worldwide scaleis the catalyst for digital transformation. Taiwan has shown its skill in two areas: public health anddigital technology. Taiwan has demonstrated its capacity in both sectors. Taking advantage of
Taiwan's epidemic presents an excellent chance to showcase the country's exceptional information
technology capabilities and industrial chains. The business is working on a non-invasive diabetes
screening and treatment gadget that may be used at home.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Waseda's rankings for Network Infrastructure Preparedness in 2021 rated Taiwan 26th with a total
score of 7.132. Since last year, Internet users in Taiwan have increased by 4 percent to 21.45
million. A total of 90 percent of Taiwan's population had access to the internet. The number of
Taiwanese social media users remained steady at 19.70 million throughout the same period.
Eighty-two-six percent of the people in Taiwan utilize social media. In 2021, Taiwan had 28.77
million mobile subscriptions, or 120.7 percent of the population, at the beginning of that year.
Far East One acquired an 11.6 percent stake in APT in 2021, and Taiwan implemented a strategy
to capture a significant share of the global IoT market. The regulator also completed a multispectrum 5G auction, and the government released NT$20.5 billion to encourage the developmentof 5G services and apps. Additionally, the DSL sector shrank as subscribers migrated to fiber.
4.2. Management Optimization [MO]311

This statistic measures the extent to which information and communications technology (ICT) is
being used to enhance government business processes. Waseda put the country sixth in the
rankings for the linked indicator in 2021, with a score of 11.900. Taiwan has long been a leader inadministrative and information technology reform. As a result, Taiwan's internal office has been
simplified, and the legitimate functioning of the government has been established after five stagesof continual electronic/digital government programs.
Of the newly announced digital government program's seventeen federal agencies, there are a totalof 24 sub-plans. In addition, it aims to complete four integrated one-stop services throughout thenation and achieve a 60 percent e-service utilization rate by 2015. Further ensuring the digital
government program's activities are being monitored, NDC has created a team of specialists.
Taipei has released a national strategy for government, business, and residents as part of the 20172025 Digital Nation and Innovative Economic Development Program. To expedite different
government digital transformation solutions, NDC's Taiwan Digital Government Program 20172020 was designed under these principles.
4.3. Online Service [OS]Although government tried to issue new eIDs in the third quarter of 2020, a national digital ID
framework has been postponed due to covid-19. It has been determined that if consumers agree
to allow the government to access their data, they may use the T-Road, a cross-agency data transfer
channel developed by the National Data Center (NDC). A more straightforward application
process and a more efficient "smart government" idea have resulted from eliminating therequirement for hardcopy papers in the application process.
4.4. National Portal [NPR]
Building a diversified collaboration environment and "creating one stop digital services" are thecritical goals of Taiwan's Digital Government Program. There is a focus on digital services for
topics important to the public, such as education and health care, to address those demands andimprove national competitiveness. So far, the government's use of e-government projects has
yielded considerable gains in terms of both efficiency and quality of government services. Morethan 25,000 government services may now be requested using the My e-Government single portal
website. The number of machine rooms/data centers has been reduced by around 44 via theutilization of integrated data centers.
4.5. Government CIO [GCIO]The Deputy Ministers or Chief Secretaries of cabinet-level government agencies form Taiwan's
GCIO structure. In the Executive Yuan, the Convener of the National Information andCommunications Initiative Committee (NICI) serves as the GCIO. Ministerial-level Chief
Information Officers (CIOs) are charged with coordinating business and ICT resources, promoting
business process re-engineering and regulatory relaxation, and using ICT to improveadministrative efficiency.
4.6. E-Government Promotion [EPRO]

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Accordingly, all Taiwanese programs continue to support the government's efforts to promote
digital transformation as its principal goal via Taiwan Digital Government Program, which is tied
to Smart Government Action Program's promotion objectives. When it comes to the promotion of
E-Government, Taiwan was placed second only to New Zealand.
4.7. E-Participation [EPAR]
In June 2019, Taiwan's Executive Yuan established the Smart Government Action Program, which
has three primary goals: "transparency of open data, maximum added value application," "link togovernance network, maximize decision-making quality," and "integrated service function,
innovative smart service" Only a few of the seven techniques for promoting open government data,
public participation and social innovation, integrated service functions, and intelligent service havebeen implemented. There are three more supporting activities: "create a regulatory adjustment
platform,"; "implement privacy protection monitoring,"; and "enhance data security defense indepth." Public policy should be more diversified in terms of communication and collaboration.
Local governments should use the online participation platform. The National Audit Office andall special municipalities in Taiwan, including Hualien and Hsinchu, are currently utilizing it. With
the help of public input, 55 people's livelihood difficulties were addressed, including the rising ban
on single-use dinnerware, the opening of fishing ports to fishers, and the reform of mountainclimbing application processes.
4.8. Open Government Data [OGD]
There are currently more than 45,000 datasets of accessible government data available, a threefold
increase since 2015. A majority of these are "machine readable, structured, and open format" data.
A total of NT$93.6 billion was earned in 2019 by the data services sector as a result. For the 2019
Presidential Hackathon's Silver Haired theme, the government was able to identify older adults
who live alone and provide services with precision, proactive care for those who are
disadvantaged, and an increased level of governance by using open data from the Ministries of
Health and Welfare and the Ministry of Interior.
The K-12 Education Administration, the Ministry of Education, and First Bank completed thedevelopment of the Exemption from Incidental Expenses of High School Students from Medium
and Low-Income Households and Credit Card Online Application systems to test personalized
services in the financial and educational sectors using My Data. They plan to begin operations in
the first quarter of 2020.
4.9. Cyber Security [CYB]
Even though certain government data is not intrinsically sensitive, it has not been made accessible
for external use via the open data technique because of the need to restrict the number of users andthe extent of their service or the need to pay a fee. It will be necessary for government agencies toinventory the data they have control over and provide a high priority to information with highapplication value. According to the NDC, this would enable the industry's digital transformation
via digital governance. With the scope of the Freedom of Government Information Law, the NDC

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revised the Operating Principles for The Opening of Data by the Executive Yuan and Its Subsidiary
Agencies in 2019 to maximize open government data.
4.10. The use of Emerging ICT [EMG]
In its next four-year technical, strategic plan, Taiwan joined the space market and proposedbuilding a digital development ministry/council. ItTheation’s policy goal was to utilize open data
to enhance the governance capabilities of intelligent government and open it up to a wide range ofgeneral applications to support the growth of a data economy. Digital country status is a goal that
Taipei must pursue with all of its might. It is possible to increase government performance andimprove people's quality of life while simultaneously being aware of new technological trends andcapitalizing on chances to ensure Taiwan's continued global relevance via data and emerging
technologies.
The digital revolution will affect all sectors of society, business, politics, and culture, which theworld’s most sophisticated nations have planned to prepare for it. The Executive Yuan's Digital
Nation and Innovative Economic Development Program, launched in 2017, includes seveneffective programs. Data governance must be promoted at all levels of government by the National
Data Center to achieve "open government smart governance people can experience." Concerninga government's digital transformation and open data, the government will continue to broaden thescope of available data releases to simplify the process of government-public interaction, eliminate
unnecessary administrative procedures or resource waste, and achieve tangible government service.

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Thailand
1.

General Information

Area: 513,120 km2
Population: 69,981,176
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $ 7,700
Internet Users: 77.84
Wired (Fixed Broadband Users): 16.62
Wireless Broadband Users: 90.34
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In the Waseda International digital government rankings 2021, Thailand was positioned 25th withan overall score of 79.6510. Since COVID-19, most firms have moved into the digital adopter
stage rather than the digital evaluator stage. At the same time, the adoption of sophisticatedtechnology, except robotics and foundational technologies, has accelerated. There has been rapid
adoption of digital technology during the COVID-19 era across all business sectors. A rise in thevelocity of digital change during the pandemic era, coupled with the COVID-19's massive andunexpected impact on all companies, is apparent. Digital transformation and the market's digital
environment require businesses to take a more proactive role in the movement, especially in thisera of uncertainty.
In the wake of the coronavirus pandemic, Thailand's small and medium-sized businesses (SMEs)
have been forced to embrace digital transformation, which is essential for a better economy andsociety. Despite Thailand's longest-running wave of diseases, digital payments have increased bya factor of two since pre-pandemic levels. E-payments surged considerably throughout the315

pandemic in all forms of electronic payments but notably in digital payment. The pandemic has
accelerated Thailand's journey to a cashless society, with payment innovation becoming an
increasingly important aspect of people's daily lives.
As a result of COVID-19's effects, the government has pledged to use digital technology topromote equality and support people who have been impacted. To better prepare Thailand's
legislative framework for the digital age, the Thai parliament issued the Personal Data Protection
Act B.E. 2562. Since Thailand has a solid basic infrastructure, a skilled labor force, the backing of
the public sector, and a strategic location that makes it a desirable location for data centers serving
businesses in the Association of Southeast Asian Nations, the country is well-suited to become asignificant colocation data center destination.
3.2. New Trends
The Thai government's "Thailand 4.0" digital government strategy will help Thailand's economic
competitiveness. Demand for data centers and cloud computing in Thailand has been spurred by
the country's high internet and mobile penetration levels. Digital platforms in the financial andtelecommunications industries and content and digital media demands also increase demand.
Cloud computing, big data, and analytics are all expected to continue to drive demand for data
centers in the future.
In Thailand, the government's digital government initiative aims to improve the public sector'sability to serve citizens. For the Law on Digital Government Administration and Services (BEE2262) of 2019, four initiatives are outlined: Offering people with end-to-end digital services,
improving the ease of doing business with digital technology, providing open data platforms, andincreasing public participation in policymaking are just a few of the goals the federal government
is working to achieve this year. Data centers that cater to the Association of Southeast Asian
Nations businesses are well-positioned to grow in popularity in Thailand.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Thailand was ranked 44th in terms of Network Infrastructure Preparedness, with a score of 6.160.
There were 48.59 million Internet users in January 2021, 7.4 percent higher than the previous year.
At the time, 69 percent of Thailand's entire population continued to use the Internet. On the other
hand, 55 million individuals utilized social media, accounting for 78.7 percent of the overall
population. Additionally, there were 90.66 million mobile connections, representing 129.7 percentof the total population.
Thailand has also made significant strides in infrastructure investment in preparation for thecountry's digitalization future. The credentials for the data center hub have been enhanced. The
installation of the 8000-kilometer MIST underwater cable connecting Thailand to Malaysia,
Singapore, Myanmar, and India has been implemented. Additionally, Thailand's mobile market isgetting more responsive to 5G services.
4.2. Management Optimization [MO]316

Thailand continues to score well; the country builds on the EA framework's base by implementing
digital development structures into all critical sectors as a new blueprint for D-Government growthin Thailand. By changing into the DGA, the EGA is solely responsible for ensuring public sector
interoperability. Newly formed MDES agency DEPA (Digit Economy Promotion Agency) is
responsible for implementing Thailand's current Digital Economy and Society Development Plan
proposals and working closely with the existing authority of EGA (Economic Governance
Authority). The government now supports “Prompt-pay” to allow online payment and moneytransfer using a national ID across all local banks without charging for public administration orinternet services.
4.3. Online Service [OS]Due to the rapid rise of eCommerce, e-Payment may become increasingly popular as a means ofbuying goods. Internet and mobile banking may become more widespread in Thailand in the next
six years. In part, this is due to the country's electronic payment system and the fast growth ofmobile broadband use.
The national e-Payment initiative has been extensively promoted by both the public andcommercial sectors, pushing businesses and consumers to forgo cash in favor of electronic
payment. With PromptPay, registered users may make and receive payments between consumers
and companies using their mobile phone numbers or citizen identity numbers.
According to a JP Morgan report, Thailand's mobile commerce business is presently the country's
biggest e-commerce sales channel, accounting for 52% of all online purchases and valued at over
$13.6 billion. Consequently, Thailand has become a regional leader in the use of smartphones andtablets to conduct business.

4.4. National Portal [NPR]
An Internet portal is a single point of entry that allows users to access several services without
visiting multiple websites. Thaigove.net was created in November 2001 and has subsequently
improved online government-to-resident communication. The site's links to all federal
government websites provide a wide variety of e-services and general news. Thai people can beable to access government services through e-Government anytime and wherever they choose. The
portal site's integration with all federal government entities allows people to renew licenses andpay taxes online.
4.5. Government CIO [GCIO]
Thailand’s Government CIO indicator was ranked 13th in the Waseda rankings 2021, presenting a
lot of progress made over the previous year. The Chief Information Officers (CIOs) are appointed
at all levels of government, including provincial, and by default, they are bureaucratic positions.
It is possible to find forward-thinking CIO groups in Thailand, such as the CIO Association ofThailand, which brings together CIOs and IT experts from the public and commercial sectors, andthe International Academy of CIOs. As a part of the EGA, the D-Government Academy partners
with other agencies to provide CIO-related activities such as conferences and seminars. CIOs in
Thailand's public sector have guided their organizations' digital transformations under the Digital
317

Thailand umbrella. To date, the interim ICT training sessions for government CEOs have been
held annually to reduce the gap between the CEO and CIO in ICT literacy.
4.6. E-Government Promotion [EPRO]
Thailand 4.0's national development plan, which intends to promote the adoption and innovationof digital, automation, and robotics technologies among SMEs, industrial businesses, and theservice sector's need for data centers, is a significant component of this demand. Thailand 4.0 aims
to leverage digital technology to improve citizens' quality of life, participation in political
governance, and the country's economic competitiveness through initiatives such as the Smart City
Development project, a big data platform and analytics for agricultural, educational, and healthcare
policies, and investment in digital infrastructure.
The Thai government has continuously enhanced its digital government strategy by introducing
the Digital Government Administration and Services Law B.E. 2262, which defined four goals tostrengthen the public sector's ability to serve the people. Digital Government Development Agency(DGA), which is tasked by statute to foster the adoption of digital government architecture among
government entities, has campaigned to deploy this technology. The Thai Government Information
Exchange, a central database of government agencies designed to reduce the burden of
documentation on the private sector, increase efficiency through the elimination of redundancy,and promote the use of Digital ID, including digital signatures, among government agencies
among the key measures. For the business sector, the construction of a government data catalog is
another big task.
4.7. E-Participation [EPAR]
People in Thailand are logging on to manage more and more aspects of their everyday life as they
try in the following years to avoid the COVID-19 pandemic in 2020, according to the "Global
Digital Report 20216." As it turns out, Thai internet users spend nearly nine hours a day in frontof a screen, which is higher than the global average and even tenth most in terms of time spent on
the web.
Only Indonesia and the United Kingdom had a higher percentage of internet users who had madean online purchase in the previous month than Thailand, which placed third in the world for ecommerce adoption. It was also ranked sixth in terms of QR code use, with 60% of its internet
users utilizing this service by December 2020. With the government's digital co-payment scheme
for pandemic relief, Japan recorded the highest number of transactions using mobile banking andfinancial transaction apps in 2020.
At 308.35 megabits per second for fixed internet and 51.75 megabits per second for mobile,
Thailand has the best internet infrastructure globally, according to a January 2021 report from theInternational Telecommunication Union (ITU).
4.8. Open Government Data [OGD]
The Digital Government Act, passed in Thailand, intends to make government activities more
efficient and effective. DGA plans to create a federal data exchange platform to set security
standards for data sharing under this act, according to Tiarawut. – Before the advent of cloudcomputing, data transfers required a six-month agreement. Once the technology is in place, thisexchange will be completely automated.
318

To protect people's privacy and national security, agencies are compelled to make their data
accessible to the general public, excluding sensitive information. New services and technology
might be developed by analyzing data on transportation and agriculture, for example. The DGA
has been working with the Thailand Anti-Corruption Association to keep tabs on government
projects via data. There is also an application that monitors revenue streams, expenditures, andprocurement strategies for agencies.
4.9. Cyber Security [CYB]
Thailand Cybersecurity Strategy 2017-2021 recognizes that cyberthreats are not limited to aparticular country or region. Additional claims made in the Strategy include international
cooperation, support for international standards, best practices, and national solid laws andprocesses to fight cyber-threats and ensure cybersecurity. Preventing and combating cybercrime
is one of the primary goals of the Strategy.
The National Security Council's Office of the National Security Council has the following goals
for cybersecurity:-

obtain the means and tools required to protect the state from cyber-threats, making sure thecountry's networks and data are secure and adaptive;
By catching and prosecuting offenders, the government can strengthen state security andinvestigate assaults.
Investing in research and development in science and technology and cyber security, andcapacity building is essential.

The Ministry of Digital Economy and Society was established in 2016. The Minister is a memberof the National Security Council. The ministry's mission statement includes creating national
policies and regulations relevant to digital growth and overseeing the country's statistics system toassist in decision-making.
4.10. The use of Emerging ICT [EMG]
Due to EGA's development, cloud and mobile computing, big data, and the Internet of Things(IoT) have all been gradually integrated into the public sector. As a result of accreditation to
ISO/IEC 27001:2013, the government's G-Cloud as an Infrastructure as a Service (IaaS), which
employs cloud computing technologies to manage government resources, has been certified. To
begin with, MDES is supporting start-up firms that are using Big Data in government sectors toopen up new commercial opportunities. The EGA Research & Development team has developed
a development plan for several active government IoT pilot projects, implemented over several
years.

319

Tunisia
1.

General Information

Area: 163,610 km2
Population: 11,958,806
Government Type: Unitary Semi-Presidential Constitutional Republic
GDP: $ 3,680
Internet Users: 66.70
Wired (Fixed Broadband Users): 11.29
Wireless Broadband Users: 76.05
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Tunisia is in the process of developing a digital strategy. One of the country's long-term goals is
to become an African data storage facility hub, a site for European companies' offshore
investments, and, eventually, the first nation in the world to implement 5G technology. Tunisia, as
a newly digitalizing developing country, obtained the lowest score in the Waseda International
digital government rankings for 2021. However, the country has made significant strides toward
digitalization in the last year and a half.
In the Tunisian economy, COVID-19 pandemic-related impacts are being witnessed, ranging fromquarantine and social isolation to decreased demand and interrupted supply networks. Small firms
are especially susceptible to economic downturns because their profit margins are so tight. A large
number of enterprises, on the other hand, have a significant influence on local economies, both bygenerating employment and by supplying necessary goods and services. Adapting to the economic
effect of COVID-19, the Mashrou3i project has been extended and improved its current activities.
320

It uses digital technology to secure the long-term viability of small companies and employment
and a sustainable way of life in the country's interior areas.
Many of Tunisia's investments in high-value fields such as electronics, engineering, andtechnology have been lauded in recent years. Many of these investments are now assisting in thebattle against COVID-19. Engineers from the German car parts company Kromberg & Schuber in
Beja, in the country's northernmost region, created face shields using 3D printing technology.
Youth who have dropped out of school may get free training in digital and technology skills at theOrange Solidarity FabLab, located in Orange, California. Tunisia's Abderrahmen Mami Hospitalhas received a robot developed in Tunisia by Dräxlmaier Tunisia, a German automotive
component supplier. The robot will be used to provide telemedicine assistance to Covid-19 patients.
3.2. New Trends
Tunisian industry faces both challenges and opportunities as a result of the shift to Industry 4.0. A
governance structure and working groups are being set up to handle the following issues: I4.0
financing methods, the Future of Work, and the I4.0 Ecosystem. One of the key goals is to makeit easier for Tunisia to transition to Industry 4.0 by creating new funding channels, identifying
required competencies, and establishing the future responsibilities of potential players in Tunisia's
I4.0 eco-system.
It is expected that Tunisia will push for a new identity scheme soon, notwithstanding the benefits
its proponents perceive, in a global atmosphere where many nations are rushing to embrace newtechnological systems to prove their efficacy in responding to COVID-19. Despite considerable
government investment in this area, data security breaches have been reported in countries withsimilar approaches, including Estonia. Tunisia must build a solid framework for data security,
which includes a mechanism for unique identification. According to international human rights
standards, Tunisia's present data protection rules and regulations do not adequately safeguard or
guarantee the protection of personal data. The government and civil society should quickly update
the data protection legislation and put it on the legislative agenda to cope with the COVID-19
scenario.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Network infrastructure preparedness in Tunisia was ranked 55th in the Waseda rankings in 2021,
with a total score of 5.133. There were 2.92 million Internet users in January 2021, an increase of
5 percent from the previous year. In early 2021, the proportion of persons with Internet accessremained at 66.7 percent. More than seventy-nine percent of the population was using social media
at that time. There were 17.84 million mobile phone connections in January, accounting for 150.2
percent of the people.
These are just a few of the significant improvements Tunisia has accomplished throughout time:●

As part of an agreement with India, Tunisia has adopted UNESCO's Internet Universality
Indicators (UIUs).

●

Telnet aims to launch 30 nanosatellites.
321

●Ooredoo Tunisia has started working with Nokia and Huawei to build 5G networks andtechnologies;●

M-money and the three mobile networks have now been interoperable.

4.2. Management Optimization [MO]The digital economy of Tunisia was being developed as part of the country's National Strategic
Plan. During the 2014-18 period, Tunisie Digitale aimed to increase the country's ICT
infrastructure and leverage the sector's assets to accelerate the country's economic and social
development. An additional goal of Tunisia Digital was the development of an entrepreneurial
culture within the country's ICT sector, reducing gaps in IT access throughout the country, and ashift in public perceptions of the industry in general – especially, trust. By 2018, TD6 billion (€2.6
billion) in exports and TD11 billion (€4.7 billion) in digital economy value were the main goalsof the plan, according to the 2014 announcement. Additionally, the initiative aimed to create up to
95,000 new jobs in its fifth year by guaranteeing that three out of every five households haveinternet access.
Furthermore, the Minister of Local Affairs and the Minister of Communication Technologies andDigital Transformation issued a governmental decree on 12 May 2020 to establish a national
unique citizen identification system, followed by a second decree on 15 May to clarify its
implementation. Tunisia's government, according to Fakhakh, prioritized the implementation of adecree on the unique identity as a way to resolve the COVID-19 conflict. As a result, Tunisia’sManagement Optimization was 47th in the Waseda rankings in 2021, with 8.800 points.
4.3. Online Service [OS]Ongoing coronavirus outbreaks in Tunisian hospitals have been testing the government's ability toestablish e-commerce systems that can be used for the long term. A resurgence of electronic
services has been observed since a pandemic. However, the sector still faces several hurdles,
including individual and government unwillingness to embrace digital technology, and thepersistence of legal and logistical barriers that impede the development of digital systems in the
country.
Analysts suggest that despite the pandemic's terrible economic implications, e-commerce remains
a bright spot. Elyes Fakhfakh's administration opted for digital alternatives and reduced cash
circulation at the beginning of this health problem.
4.4. National Portal [NPR]
There are several ways to get information on Tunisia's government, and one of them is via theofficial government site, "http://www.tunisie.gov.tn/." Information regarding internet services andlinks to linked sites are all that the site provides. Most of the site's content is available to visitors
who speak Arabic, although it also includes information in French.
There is a single point of access to a wide range of public data on the National Open Data Portal,
www.data.gov.tn. One goal of this site is to increase transparency and accountability, while theother is to give free and open access to information that may subsequently be used to generate
extra value through mobile applications or online services.
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4.5. Government CIO [GCIO]
Public administration in Tunisia cannot designate CIOs or similar positions at the national or local
levels. Director-General for eGovernment under Prime Minister may be regarded as a CIO at thenational level.
4.6. E-Government Promotion [EPRO]
An engaged and well-educated workforce of ICT engineers and developers helps to keep Tunisia's
IT and related businesses growing in the future. As part of a central government initiative, Tunisia
Digitale intends to aid entrepreneurs and innovators in the information technology sector andgradually digitize the government and its processes. There are still obstacles in the way of thesector's growth. Technoparks and IT infrastructure must be upgraded, and new digital centers must
be created for Tunisia's IT industry to grow appropriately. The public and commercial sectors must
work to guarantee that this happens. Simplified administrative procedures and more financial andstructural aid from incubators and financial institutions will be critical to the development of
Tunisian start-ups. All of these measures will encourage more outsourcing companies to growtheir operations in the country.
4.7. E-Participation [EPAR]
E-Participation can be successfully implemented in Tunisia, one of the region's mosttechnologically proficient nations. Despite this, there has been little recent progress in this field.
Most government websites provide services in Arabic and French, on average. High-levelgovernment websites, such as the national portal, demonstrate interactive functionality and wellconsidered design. The success of national ICT activities is linked to growing public awareness of
their importance. With polling and feedback channels in place, it's clear the government considers
public opinion in its decision-making process. Concerns concerning accountability and detailed
policy statements remain unresolved.
4.8. Open Government Data [OGD]
Data from public institutions can be found on the National Open Data Portal, which acts as acentralized repository to ensure that the Organic Law on Access to Information's requirements are
met while creating innovation and services by encouraging the reuse of public data. There is asingle repository for all publicly available data, the National Open Data Portal (NODP). Using theback offices of numerous government websites and other sector-specific open data portals, itcentralizes the information that the public has manually contributed.
Tunisia's government is presently writing an open data decree to maintain and institutionalize theprocess of public bodies sharing available data and building an atmosphere favorable to innovationand economic development. For the nationally available data project, this regulation sets up agovernance structure and defines the technological standards that must be met.
4.9. Cyber Security [CYB]
In 2021, Tunisia hosted a national workshop to help in developing a specialized cybercrime
reporting system as the third of the CyberSouth project's target countries. It was discussed byrepresentatives from the Council of Europe and Tunisian authorities who were informed on the
Romanian cybercrime reporting mechanism's structure, models, and ways of collecting
323

complaints. The Tunisian delegation outlined their reporting processes for cybercrime, describing
the responsibilities of the institutions involved, and highlighting their preventive actions.
Additional support for Tunisia's online reporting tool for cybercrime attacks and documented
mechanisms for processing cybercrime complaints was identified during the session.
4.10. The use of Emerging ICT [EMG]
Cloud services have been offered by local internet and telecommunications providers for sometime now. A local cloud provider, Tunisie Electronique, launched its cloud services in 2012 before
Tunisiana was founded. Ooredoo, a Qatar-based telecommunications operator and HP, signed acollaboration agreement two years later as part of its move to building and upgrading its cloudservices for Ooredoo Tunisie. In 2015, Ooredoo signed a contract with Cloud Temple Tunisia, a
subsidiary of Intrinsic and the Paulina Holding Group, to extend its cloud capabilities. To
strengthen Ooredoo's cloud and cybersecurity capabilities, the agreement mainly targetedcommercial clients.
The Tunisian government is also working to build up a cloud-based infrastructure. Interministerial
networks are being set up to allow the interchange of digital information across government
departments while ensuring data confidentiality and the protection of individual privacy. As partof this effort, the government is building a unique login ID for individuals that will allow them toupload and share personal data (such as their date of birth and social security number) with thenecessary agencies.

324Turkey
1.

General Information

Area: 783,562 km2Population: 85,193,714
Government Type: Unitary Presidential Constitutional Republic
GDP: $ 9,330
Internet Users: 76.2
Wired (Fixed Broadband Users): 32.4
Wireless Broadband Users: 124.9
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Turkey placed 48th overall with 67.8051 points. After China, Turkey is the only country with astatewide system of distant education. After a temporary suspension due to the coronavirus,
Turkey's Ministry of Education will resume providing distance education to more than 18 million
students. The EBA app has been downloaded 27.1 million times on Android and 2.9 million times
on iOS so far this year. Tablets issued by the Ministry of Education in Turkey are available forstudents to use while completing distance education courses. Since the first coronavirus infectionin Turkey was verified on March 11, 2020, more than 18.5 million children in the country's
elementary, secondary, and high schools have observed significant changes. In Turkey, students
have access to these digital possibilities, helping them adapt to the new distance education
procedure much more swiftly.
3.2. New Trends

325

Young, energetic, and enthusiastic Turks have the potential to catapult the country to worldwide
leadership in the development of new economic sectors. In addition, MoIT has partnered with
Ecole 42, a new generation of free coding schools that incorporate a project-based, peer-to-peer,
and gamified learning approach to teaching. An employment rate of 100 percent is feasible after
three years at the two 2,000-pupil schools, which are integrated. Mentorship, curriculum, andactivities are all influenced by the business sector.
COVID-19 epidemic and regional tensions have accelerated Turkey's economic and ICT sector
development. For companies dealing with the current climate's unique challenges, technology is
anticipated to play a vital supporting role. There are new challenges, but there are also newopportunities as companies re-align their investments in particular technologies so that they may
accelerate their digital transformation journeys while positioning themselves for future growth. An
overview of Turkey's post-pandemic IT market, investment objectives, and technical strategy ispresented in this IDC Sector Presentation.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]The Waseda rankings’ Network infrastructure preparedness in Turkey was ranked 49th, with ascore of 5.844. There were 65.8 million Internet users in January 2021, a rise of 6 percent fromthe previous year. In early 2021, the proportion of persons with access to the Internet remained
stable at 77.7 percent. Sixty million people, or 70.8 percent of the population, used social media.
There were 76.89 million mobile connections in January, or 90.8 percent of the population,according to ComScore data.
There have been substantial measures taken in Turkey's telecoms sector toward implementing 5G
technology. The operators have done extensive testing with the help of Ericsson and Huawei.
There have been LTE networks in place throughout the country, reaching nearly 93% of people.
Many base stations have been upgraded to provide LTE-A service.
4.2. Management Optimization [MO]Turkey's first comprehensive eGovernment strategy and action plan were integrated with the
National Development Plan and the Information Society Strategy to be on the structure ofeGovernment in a holistic way, taking into account Turkey's particular conditions, new technicaldevelopments, and global trends. In particular, the 2016–2019 National eGovernment Strategy andAction Plan aimed to provide the essential momentum for Turkey's digital transformation andsocial, economic, and environmental progress. Electronic governance will become more integrated
and technologically advanced to establish an efficient eGovernment ecosystem and act as a
facilitator of the transition to an information society and sustainable development. To achieve
Turkey's 2023 Vision and improve the country's well-being, the eGovernment Strategy and Action
Plan has to be implemented. The 2016-2019 National eGovernment Strategy and Action Plan's
goal was to improve society's quality of life through effective eGovernment, in line with thispurpose.
4.3. Online Service [OS]326

The Central Population Management System (CPMS) was enhanced in 2005 by introducing the
Identity Information Sharing System, KPS, and MERNIS. MERNIS database ID information may
be accessed via the KPS by public institutions and agencies that meet the stringent requirementsof access procedures. Each user of the KPS is assigned a unique username and password for usage
on the system's Virtual Private Network. It keeps track of every user and every query.
The Public Procurement Authority hopes to simplify and improve the procurement process forgovernment goods and services by using automated procedures. Since the end of 2010, theElectronic Public Procurement Platform (EKAP) has been used to do this. The establishment of
the Platform, which all public agencies require, is one of Turkey's Information Society Strategy's
significant measures for upgrading public services. Continual improvements to the platform arebeing made in response to changing market conditions and new technical developments.
To process electronic payments, the eGovernment Gateway was created. A credit card is used tomake payments to government bodies. The ePayment infrastructure of the eGovernment Gateway
has been connected to seven municipalities in the last year alone. The central bank has been in
charge of privately run electronic payment systems (TCMB) in Turkey. By all progress made in
2021, the Turkish Online Service indicator came in 33rd the Waseda rankings in 2021.

4.4. National Portal [NPR]
On December 18, 2008, the Turkish government-issued e-Devlet Kaps as the country’s
eGovernment Gateway. People and companies can access eGovernment services via the Portal, asingle point of entry. The eGovernment Gateway may also be accessed via the eGovernment
Gateway's contact center for further convenience and accessibility. The eGovernment contact
center, which was specifically designed for people with disabilities, started taking eGovernment
inquiries in 2018. According to ISO/IEC 40500 and 9241-151, the eGovernment Gateway has
been certified as accessible.
4.5. Government CIO [GCIO]
The head of the Digital Transformation Office was named the Government Chief Digital Officer.
The Government Chief Digital Officer has the primary responsibility of developing public digitaltransformation strategies, managing implementation processes, and developing a digitaltransformation roadmap to improve the performance of public institutions, increase their efficiency
in providing services, and pioneer the public sector's digital transformation. Public sector
organizations in countries with a proven track record of digital transformation have begun
appointing chief information officers (CIO) and chief digital officers (CDOs).
4.6. E-Government Promotion [EPRO]
The development plan for Turkey approved by the Grand National Assembly in 2019 focuses on
improving the country's international status and social welfare. The plan was conceived as the first
Development Plan after the implementation of the new Presidential Government System. As theworld's economic and geopolitical balances shifted and tensions rose, the plan was developed toaddress these issues. The plan provided suggestions to reduce possible dangers while optimizing
efficiency to increase prosperity and ensure a fair distribution of economic advantages.

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The plan focuses on the following development axes: environmental sustainability and healthy
cities; qualified people and a strong society; the rule of law, democratization, and good
governance; competitive production and productivity, as well as a stable and robust economy.
Policy on eGovernment is included in the Plan's section on 'eGovernment Applications inGovernment Services. Transformation and innovations that ensure efficiency and compatibility
are part of the Eleventh Development Plan, aiming to increase service quality and consumption
via the eGovernment Portal.
4.7. E-Participation [EPAR]
Data exchange across Turkish government agencies is made possible via PublicNET, a virtualprivate network. The General Directorate of Communications is in charge of setting up the web,under Council of Cybersecurity Decision No 2012/1. In 2018, the eGovernment Gateway began
receiving data from public agencies through PublicNET, which improved national cybersecurity.
One hundred thirty-eight public entities were linked to PublicNET by the end of 2019.
An eGovernment Gateway's highest level of security was achieved by installing software andhardware that allow Turkish citizens to use electronic governmental services securely. Equipment
for the eGovernment Gateway's network was replaced in September 2018. With the eGovernment
Gateway, more than 45 million registered citizens have continued receiving services without any
interruptions.
When it came time for taxpayers to file their tax returns online, the Ministry of Treasury and
Finance set up a nationwide communications network. Revenue Administration tax offices,
regional finance administration, traditions, and tax inspector offices are connected to the system.
Tax returns may be filed online, and citizens can see their tax records at any time.
4.8. Open Government Data [OGD]
There have been several eGovernment projects implemented in Turkey since the President's
Annual Program 2020, which aims to improve public administration while also prioritizing thosemost in need. Thus, to improve openness, accountability, and citizen participation, this program
proposes creating a National Open Data Portal. Central Service Design Platform will also beestablished to simplify government processes.
Reusing public sector information is covered in part under the Right to Information Act (RTIA).
Initiatives to reuse and share information from the public sector were also included in the National
eGovernment Strategy and Action Plan from 2016 to 2019. These included initiatives likereforming public sector information and creating the Open Data and Sharing Portal and Public
Expenditure and Monitoring Portal.
4.9. Cyber Security [CYB]
The National Cybersecurity Strategy and Action Plan has two main objectives. Cybersecurity is a
critical component of national security. An information security circular was issued to reduce
security risks and safeguard essential categories of data that might compromise national security
or degrade public order. The Presidential Circular underscores that Turkey's top priority is thedevelopment and deployment of national cybersecurity solutions. Law 5809/2008 governs
personal data protection, processing, and cross-border flow regulations for traffic and location data.
4.10. The use of Emerging ICT [EMG]328

According to a sectoral group, Turkey's ICT market was expected to be worth 189 billion Turkishliras by 2020. The Informatics Industry Association and Deloitte Turkey collaborated on a study
that found that this industry grew by 22% year over year. Annual growth of 5-10 percent waspredicted by the ICT Sector 2020 Market Data and Trends. However, the actual amount spent wassignificantly more than that. With an estimated 15 percent average annual growth from 2016 to
2020, the study concluded that currency fluctuations and electronic communications greatly
influenced the sector's growth.
An Artificial Intelligence Strategy is being developed in compliance with the Presidential Annual
Program 2020 in partnership with universities, corporate sector participants, and nongovernmental organizations. By focusing on the needs of human beings and aligning them to statedgoals, this Strategy aims to ensure that big data and artificial intelligence applications in the public
sector are used effectively. It sets out Turkey's road ahead in artificial intelligence and outlines
crucial technological areas for progress.

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United Arab Emirates
1.

General Information

Area: 83,600 km2
Population: 10,011,701
Government Type: Federal Elective Constitutional Monarchy
GDP:$ 35,170
Internet User: 100
Wired (Fixed Broadband Users): 32.81
Wireless Broadband Users: 224.24
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
The United Arab Emirates came in 16th in the Waseda International digital government rankings
2021, with an overall score of 83.6673 points. The media's role, the legal environment, and futureskills are utilized to adapt to changes in daily life. Digitization and ICTs' role in aiding economic
development have long been recognized as necessary in the UAE. As a first step, the UAE
constructed Dubai Internet City (DIC) in 2000, a collection of purpose-built office buildings whereinternational information technology companies established regional offices and young
entrepreneurs based themselves. Government services in the United Arab Emirates are now paid
for and collected through eGovernment and eDirham.
The government has been steadily extending the number of government services that may beaccessed online. A result of this is that the 2018 E-Government Development Index of the United
Nations ranked the United Arab Emirates sixth worldwide in terms of online services and sixteenth
globally in terms of eParticipation. With the help of the UAE Strategy for Artificial Intelligence(UAE Strategy for AI), the government of the UAE was able to manage the growth of COVID-19.
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Police officers using smart helmets equipped with infrared cameras were able to detect COVID19-infected individuals from a safe distance. In addition, the helmets were equipped with sensors
that could identify faces and vehicle registration plates. The ability to read vehicle plates made iteasier to track down anyone who tried to leave during disinfection times without the proper
paperwork. Robots and drones were used to clean up the city's streets. When paramedics walked
through them, they sprayed mist to sanitize them. To save power, the device only sprays
disinfectant when a person walks by. Hand sanitizers may also be dispersed utilizing the device.
3.2. New Trends
The pandemic has sped up the UAE's shift to digital technology dramatically. Just a few of themany trends shaping the UAE's digital economy include the overnight change to contactless digital
services for government and financial services; unprecedented large-scale adoption of remote (andincreasingly hybrid) work models; the adoption of online and hybrid learning; the increased
reliance on online commerce; and the rapid introduction and adoption of teleconsultation in
healthcare.
Today's organizations must anticipate and plan to keep up with an ever-changing and unpredictableenvironment. A business must be "future-ready" by conducting foresight exercises, increasing its
human resource pool, adopting a digital mindset among its top executives, and implementing avalue-driven digital strategy.
Any country or company that wants to stay competitive in the global digital economy has no choice
but to adapt to technological disruption. In some instances, a cultural shift from technology
consumption to technology creation is required. The importance of strong leadership cannot be
overstated, regardless of how cliché it seems. A technical vision has been created by UAE officials,
who then mobilized government departments and enterprises and people and residents to work
together to achieve that aim. It's critical to distribute responsibility for technologically-driven
innovation across the organization. Priority must be given to fostering the next generation of digitaltalent. Critical thinking and creativity must be trained alongside technical skills in specialized
technologies like artificial intelligence to drive technological progress.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]As for Network Infrastructure Preparedness, the United Arab Emirates placed ninth in the Waseda
rankings in 2021, scoring 7.769 points. UAE internet users grew 1.6 percent from 2020 to 2021,
reaching 9.84 million in January of 2021. Additionally, the United Arab Emirates had a 99 percent
internet penetration rate in January 2021. The UAE had 9.84 million social media users who were
accounted for 99.0% of the population in January 2021. The country had 17.06 million mobile
connections in January 2021, equal to 171.6 percent of the country's overall population.
The United Arab Emirates (UAE) has made significant progress in preparing its infrastructure forthe digital age. Regulator confirms plans for GSM networks to be phased out by the end of 2022.
UAE telecommunications companies have increased their foreign ownership restriction to 49

331percent. UAE has one of the world's fastest median 5G download speeds. Moreover, Amazon Web
Services plans to establish data centers in the United Arab Emirates in the first half of 2022.
4.2. Management Optimization [MO]Digital transformation is more successful when people are at the center of it and are well-prepared
to use the technology. The leaders and executives of the United Arab Emirates (UAE) were awareof this and implemented it to implement the UAE digital vision.
In the UAE, digital change is moving quickly. It's worth noting that the World Bank recently
named the UAE government one of the world's top leaders in government technology. The UAE
Cabinet has renamed the Ministry of AI, Digital Economy, and Remote Work Applications toemphasize the UAE government's vision for the digital economy and the adoption of new businessmodels and practices in the workplace due to this move. In 2021, Dubai Digital Authority reported
that the Dubai Electricity and Water Authority (DEWA) had become the first government agency
in the United Arab Emirates to become completely paperless, removing all paper transactions andoffering all services through digital channels. Government agencies are also advancing toward
their goal of achieving 100% digitization by the end of 2021.
When physicians and medical personnel were occupied with patients, the Ministry of Health andPrevention (MoHAP) launched a chatbot service dubbed the virtual doctor for Covid-19 to assist
the public. This is a service that allows people to see whether their symptoms are linked to the
Covid-19 virus.
4.3. Online Service [OS]Through significant achievement gained in terms of Online Services, UAE was ranked 6th in the
OS metric. Government entities in the United Arab Emirates are increasingly accepting online
payments for their services. There is a single government portal where customers may apply andpay for services or a separate government portal for each emirate. A user can make payments on
their electricity or water bills and other costs. Many government services in the United ArabEmirates may now be paid for via smartphone applications developed by the government. Someof these applications are dedicated to payments, while others include built-in payment options.
Government service providers accept credit cards as a form of payment for services provided tothe public. A credit card can be used at counters or online to pay for government services. Whenit comes to government fees, most banks in the United Arab Emirates enable their customers to
pay using their bank accounts rather than credit cards. Several government service providers use
electronic kiosks in malls, business centers, and other public places for bill payments andadditional service costs. Users must input their account information and follow the on-screen
instructions to pay at an electronic kiosk.
4.4. National Portal [NPR]
The official website of the United Arab Emirates government is https://u.ae, founded by Vice
President and Prime Minister of the United Arab Emirates and Ruler of Dubai, Sheikh Mohammed
bin Rashid Al Maktoum in May 2011. As a single point of entry for all government services, theportal was created to benefit individuals, visitors, businesses, and the government. By providing

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world-class multi-channel services, the eGovernment aims to strengthen the UAE's
competitiveness and offer world-class services based on the preferences of its citizens.
Improved open data platforms are available for public use via the UAE's official open data portal,
which promotes the digital economy. The site https://bayanat.ae/en/ is a symbol of thegovernment's commitment to fostering more open and participatory communities. The portal's
homepage contains data sets on economics, education, society, technology, transportation,
environment, government, health, and infrastructure. The Federal Competitiveness and Statistics
Authority maintains and updates this data portal (FCSA). A wide range of assistance is offered to
all UAE institutions and citizens as well as international partners.
4.5. Government CIO [GCIO]
H. E. Hamad Obaid Al Mansoori, Head of the UAE Digital Government, is the UAE's Chief
Information Officer (CIO), who serves as the country's chief information officer and is responsible
for overseeing and implementing the country's digital transformation projects and activities. Heir
E. Al Mansoori was appointed as Head of the UAE Digital Government (TDRA). In June 2021,
Dubai Digital Authority Director-General H.E. Hamad Obaid Al Mansoori was appointed.
4.6. E-Government Promotion [EPRO]The UAE's National Digital Government Strategy aligns with the following national goals:
-

-

-

-

-

Vision 2021 is to create a competitive economy powered by educated and inventive
Emiratis and a nurturing and sustainable environment conducive to excellent living.
The National Agenda seeks to ensure the sustainability of the environment andinfrastructure.
The Unified Digital Platform Policy intends to deliver all government services via a single
unified platform by using digital government enablers to integrate and link the UAE federal
government's digital systems and increase the efficiency of digital services.
The UAE Strategy for Government Services aims to provide 90% of public services via asingle digital platform, to design 100% proactive digital services, to design 100% ofservices in collaboration with all sectors of the community, and to ensure that all
government services are accessible from anywhere and at any time by 2023.
The UAE's National Cybersecurity Strategy aims to establish a secure and resilient cyber
infrastructure by establishing a comprehensive legal and regulatory framework covering
all types of cybercrime.
The National Policy for Digital Life aims to strengthen community members' capacities
and enable them to use the internet responsibly, reinforce positive digital values andbehaviors, guide the community toward positive content, and protect users from the risks
associated with dealing with suspicious activity parties.
Future Foresight Strategy aims to integrate foresight into government strategic planning byconducting studies and developing scenarios to forecast all priority sectors’ future anddevelop plans and policies in response. UAE Centennial 2071 is a comprehensive plan
333

spanning five decades after 2021 and serves as a roadmap for future government work. A
future-oriented government is one of Centennial 2071's four pillars.
4.7. E-Participation [EPAR]
There has been an emphasis put on eParticipation and utilizing current technologies and ICTs by
the UAE government to incorporate all of its citizens in developing public services and future
projects. The United Arab Emirates has launched a free online course on eParticipation to increase
civic involvement and open governance. eParticipation practices are critical for effective
participation in decision-making, which is why this course aims to teach the importance of public
engagement to everyone in the community. As a result, UAE’s E-Participation was in the top fivecountries, with the highest score in the Waseda rankings in 2021.
4.8. Open Government Data [OGD]Transparency and accountability in government transactions benefit from the release ofgovernment data. Both UAE Numbers and Bayanat serve as data hubs for the emirate of Dubai.
Public access to government data helps the public to assess the government's performance. Opendata makes it possible to allocate resources better, provide more tailored services, and create newjobs. It empowers individuals to make informed decisions about public policy and to identify
opportunities for advancement. The SDGs may be achieved with the use of open government data.
4.9. Cyber Security [CYB]
There have been considerable changes in the UAE's data security environment during the last 12–
18 months, and this trend is projected to continue. The passing of Federal Law No. 2 of 2019 in2019 was a small step toward data regulation in the healthcare business. There has been an increasein the federal government's attention to consumer protection issues. Consequently, the Federal
National Council approved a draft federal consumer protection law in June 2020 to increase
consumer protection and data security. Consumer Protection Law No. 15 of 2020 was enacted
soon after.
Dubai International Financial Center (DIFC) and Abu Dhabi Global Market (ADGM) have madesubstantial measures to guarantee compliance with global data privacy standards and bestpractices, including the EU General Data Protection Regulation. It was recently implemented andrepealed the ADGM Data Protection Regulations 2015, providing a more robust and relevant legal
framework for protecting personal data. The ADGM Regulations established a new Office of Data
Protection, headed by a Commissioner of Data Protection, to guarantee that the ADGM
Regulations are being adhered to. An administrative penalty of up to USD $28 million may be
imposed on firms that handle or process personal data and break the ADGM Regulations' limitson handling or processing personal data. This is a significant increase above the earlier maximum
administrative fines of USD $25,000 under the 2015 legislation.
It is also worth noting that the DIFC recently passed a new Data Protection DIFC Legislation No.
5 of 2020 to bring its data protection framework in line with worldwide requirements for GDPR
compliance. This law consolidates and replaces prior DIFC data protection regulations. In
addition, significant fines have been imposed and extra obligations for data processors andcontrollers to notify authorities in the instance of a breach.
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4.10. The use of Emerging ICT [EMG]
The government has highlighted how the UAE may become an early adopter of emerging AI
technologies and recruit top AI professionals to experiment with new technologies and work in an
innovative, secure environment to handle complex challenges.
This foundation and increased AI governance will encourage building innovative AI solutions in
the UAE over the next decade and beyond. In terms of licensing and exporting, these groundbreaking technologies provide significant economic benefits. The UAE Strategy for Artificial
Intelligence intends to meet the UAE Centennial 2071 goals to improve government performanceat all levels. The government plans to make the United Arab Emirates a global leader in artificial
intelligence by investing in various industries and building new critical markets with higheconomic value.

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United Kingdom
1.

General Information

Area: 242,900 km2
Population: 68,273,369
Government Type: Unitary Parliamentary Constitutional Monarchy
GDP: $ 46,340
Internet Users: 94.82
Wired (Fixed Broadband Users): 40.49
Wireless Broadband Users: 108.13
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Worldwide attention has been focused on Covid-19 over the last year, influencing the economy,society, individuals, and businesses on a global scale. Artificial Intelligence (AI) and machinelearning (ML) technologies are being used more and more in the healthcare industry in the UK asa response to the pandemic. As a result, the UK was ranked 3rd in the Waseda International digital
government rankings 2021, with an overall score of 93.9841, behind only Denmark and Singapore.
AI and ML technologies have been used in hospitals in the United Kingdom at the Bolton NHSFoundation Trust to quickly diagnose and monitor the development of the virus to make criticaldecisions like whether or not to move a patient to the ICU or intubate them. Covid-19 sufferers
can be diagnosed using cloud-based artificial intelligence software developed by academics atKing's College London and a multinational collaboration called icovid. Using this information,
doctors can prioritize incoming patients, so reducing the strain on critical care units. The
combination of data and enthusiasm is essential to the growth of AI technology as new use cases
arise. AI-powered technology has been employed on several fronts in response to Covid-19, from336

detecting viral spread to generating vaccines, reducing staff workload, and anticipating infection.
The UK has come so far in terms of digital innovation in the country’s development journey.
Furthermore, when it comes to the healthcare industry, the UK witnessed one of the mostdisruptive uses of digital sales: video consultations with doctors. There were restrictions andhesitation in many regions prior to the pandemic but remote consultation became widely accepted
and utilized by necessity in 2020. While both patients and doctors were pleased with this change,it also accidentally increased the accessibility of healthcare to underserved communities and those
who live in remote locations. As a result of this paradigm change, many businesses are increasingly
embracing a more decentralized healthcare model that incorporates more technologically enabled
and efficient solutions.
3.2. New Trends
The following are the UK's five most important digital transformation issues for business growth
and recovery:
1. Data as a source of inspiration
Data-driven methods to customer experience development are becoming more popular withbusiness leaders and are being included in their strategic plans. Throughout the pandemic, Ocado
used AI and analytics to enhance real-time stock management.
2. Growth will be fueled by new internet business models.
As a result of the pandemic, businesses are searching for new sources of revenue. As a result, newonline business models based on digital ecosystems are being developed. In the healthcare industry,
video consultations between doctors have been one of the most disruptive use cases. In someinstances, corporations are still relying only on digital without any service or assistance or on selfservice in person.
3. A considerable emphasis on the development of robust supply chains
The evolving supply networks between the UK and the rest of Europe will focus on Europe's
logistics revolution. This might imply a shift away from reliance on large trucks and shipping
altogether, favoring smaller, more localized delivery methods.
4. Complementary AI technologies for a variety of application scenarios
Incorporating complementary technologies and a focus on the consumer will allow AI to reach its
full potential. As AI applications grow more widespread in the following years, this trend is
projected to intensify in the United Kingdom.
5. Cloud computing and the Internet of Things will serve as significant growth foundations.
UK businesses will focus on cloud-native infrastructures and the Internet of Things (IoT) during
the post-pandemic recovery era. Many UK organizations will emphasize customer service andoverall operational excellence as a result of the Internet of Things (IoT). This improves
productivity and efficiency while removing some of the more tedious tasks.
4.

Digital Government by Indicators337

4.1. Network Infrastructure Preparedness [NIP]The United Kingdom is in 6th place in terms of Network Infrastructure Preparedness, with a scoreof 7.844. Internet users in the United Kingdom increased by 325,000 between January 2020 andJanuary 2021, reaching 65.32 million in that month. UK internet penetration was 96.0 percent inJanuary 2021. 77 percent of the population or 53.00 million people were active on social media in
January 2021. With just 67.61 million mobile connections in January 2021, the UK is down 2.5
million from the year before. In the UK, 99.4 percent of the population had access to a mobile
phone in January 2021.
The statistics show that 38 percent of UK homes had access to gigabit-capable internet by the endof the year 2020. Most homes have access to ultrafast broadband (more significant than 300Mbps).
In December of 2020, Eutelsat's Konnect satellite has provided high-speed data transmission rates
of up to 100 megabits per second (Mbps) over the whole United Kingdom. Withdrawal from EU
and withdrawal from Galileo satellite positioning system, the government purchased a 45 percent
stake in OneWeb. A joint venture between Virgin Media and Telefónica's O2 resulted in Virgin
Media O2’s solid competitor to BT. The sale of 700MHz and 3.6GHz blocks of spectrum in March
2021 bolstered the development of 5G.
4.2. Management Optimization [MO]In February 2017, the UK Government Transformation Strategy 2017–2020 aimed to strengthen
the UK's digital capabilities. The Government Digital Service (GDS) supports the strategy byallowing and assuring digital government initiatives. The plan ensures that digital development in
the United Kingdom underlined the necessity of an economy that works for everyone and ensuresthat wealth and opportunity are dispersed equally. The strategy is a framework developed incooperation with industry to support the implementation of successful sectoral policies. Digitalbusinesses and the government continue to build on this interaction as the UK builds its industrial
and digital strategies. This digital strategy signals the beginning of a dialogue between the twogroups.
The Government's Digital Inclusion Strategy stated how the government would cooperate withpublic, private, and voluntary sector partners to increase digital inclusion. This means aiding othersin learning how to use and benefit from the internet effectively. In November 2015, the teamresponsible for this initiative was relocated from the Cabinet Office's Government Digital Service
to the Department for Culture, Media and Sport (DCMS) as part of a Machinery of Government
restructure.. The focus has shifted away from Digital Inclusion and toward Digital Engagement
since the team relocated. In this case, the policy has been reframed as an issue that motivates
involvement first and foremost. It's the job of the Digital Engagement Team to identify andprioritize new delivery goals and work areas. It will replace the existing governance structures of
the Sub-Group and the Delivery Board, which bring together representatives from the public,
private, and volunteer sectors and is led by the Minister for Culture and Digital Economy. The
Council will oversee many tasks and working groups to deal with many essential issues relating
to digital engagement in education.
4.3. Online Service [OS]338

Due to a government shutdown that lasted most of 2020, the United Kingdom was more dependent
than ever on internet services for everything from entertainment, commerce, communication,
information, teleworking to home education. Nearly 94 percent of all UK homes had internet
access at the end of the year, compared to roughly 89 percent in 2019. During the outbreak, more
people used the internet for gaming, video conferencing, and online healthcare.
Online services also played an essential role in disseminating information about the pandemic andhelped governments monitor and manage the virus's spread. It is estimated that 22.5 million British
citizens utilized NHS online services during the shutdown in March 2020. In October 2020, 12.6
million people in England and Wales were using the NHS Covid-19 app, while the Protect
Scotland app reached 23% of adults in Scotland and the StopCOVID NI app reached 3% of adults
in Northern Ireland.
Email remains popular and essential in many cases, including shopping sites when it comes toonline registration. In 2020, Gmail was the most popular email provider for adults, with 61% of
the UK's online adult population using it. However, the pandemic has widened the digital divide.
The majority of people reaped the benefits of internet access, while others who are digitally
excluded faced the burden of the shutdown.
4.4. National Portal [NPR]
The UK came in 2nd in the National Portal metric, with 8.000 points, only below Denmark.
GOV.UK is the government of the United Kingdom's official web page. It gives citizens andbusinesses in England and Wales rapid and easy digital access to all public services and related
information. Maintaining the website is within GDS' purview. To replace Directgov and Business
Link, and hundreds of government departments and public organizations' websites, the portal was
created in 2012 as a single access point to HM government services. During the last seven years,
technology and customer expectations have changed dramatically. When it comes to user contact,
GOV.UK will no longer rely on a reactive strategy but rather a proactive one. A consent-based
approach will warn users of activities they must do, support them in digesting material they may
not be aware is relevant to them, guide them through intricate life events, and advance them to thenext stage of their job. Vision and strategy are being used to drive the transformation of GOV.UK,
which is being modeled on the way things should be done.
Additionally, by GOV.UK Pay, users can make secure payments that are easy to integrate anddevelop to meet the Digital Service Standard. Citizens may now safely pay the government online,
reducing the time and hassle of doing business with the government and removing the need for thegovernment to buy or construct payment systems several times. It was implemented in September
2016.
4.5. Government CIO [GCIO]
The term “CIO” changes from country to country. As of 2013, the GCIO was still in existence for
Britain. GDS is the new accountability agency for the government (GDS). Local governments
have neither GCIO nor the GCIO mandate, even though GCIO has grown exponentially over thelast several decades.
4.6. E-Government Promotion [EPRO]
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As an independent regulatory agency, the Information Commissioner aims to enforce and monitor
data privacy and freedom of information legislation. Many duties are within the purview of theCommissioner, which includes encouraging data controllers to uphold high standards of behavior
and processing of individuals’ data. In response to the devolution processes in Northern Ireland,
Scotland, and Wales, three regional offices were established in 2003.
The UK government has created the Digital Service Standard and the Technology Code of Practiceas standards for designing and running digital services. Guidelines and principles laid down in theEuropean Interoperability Framework focus on adopting open standards to improve
interoperability between services and technical components. Technology Code of Practice andService Manual both provide detailed guidance on how to implement available measures.
Standards are examined by the GDS Open Standards Board, which follows the CAMMS approach.
Afterward, they must be employed. Open data must be provided in available formats; otherwise,
it cannot be considered open. The government has joined open standards associations anddevelopment organizations to understand standards promotion better. The Digital Service Standard
and the Technology Code of Practice both emphasize identifying user needs when creating andrunning any government digital service.
On 28 May 2019, the UK unveiled its fourth Open Government National Action Plan (NAP) for
2019-21. The Center for the Development and Improvement of Local Governments promotes new
ideas and initiatives in municipal governance. Using networks, online communities of practice,and online resources enables local governments to create best practices and collaborate.
4.7. E-Participation [EPAR]
A System of Governmental Services Collaboration, reduction of duplication, and sharing ofresources among public sector entities are all facilitated by the Public Services Network (PSN).
With this, the government may trade services safely and work together better. This includes all of
the central government departments and councils in the United Kingdom and every single local
authority and town hall.
The Government Secure Intranet (GSI), the Government Connect Secure Extranet (GCSx), and
the Government Secure Extranet (GSi) are all members of the GSi family of legacy networks(GSX). These networks provide secure and reliable Internet access, file transfer and searchcapabilities, directory services, online publishing, and email services inside and outside the GSi
community. Customer's GSi networks were transferred to the Public Services Network (PSN)
using a GCF framework, allowing them to pick and choose among different PSN service suppliers.
EU agencies, organizations, and the Member States rely significantly on TESTA. This crossborder infrastructure serves as the primary means of communication between the United Kingdom
and the European Union.
4.8. Open Government Data [OGD]
Government data can be accessed, examined, downloaded, and analyzed by the general public in
the UK through Data.gov.uk. The UK government published the "Open Government National
Action Plan 2016–2018, joined the Open Government Partnership, ranked first in the Open Data
Barometer, and, most importantly, released government data to the general public on thedata.gov.uk website, all in support of the G8 Open Data Charter.

340

Find Open Data application helps consumers find and utilize open government data, and it helps
data producers keep their data current. They are improving data discovery tools for individuals.
Over ten thousand datasets have been made accessible to develop products and services by the UK
government, local government, and other public organizations.
It is the responsibility of the Cabinet Office and the Open Standards Board to choose andimplement open standards openly and transparently. Because of the GDS Open Standards team,government agencies are required to provide their data in available formats. To ensure the broadest
possible range of data is shown as "open data," the Open Standards Board has produced 14
standards.
Nearly 800 services are included in the Performance Platform, which is obligated to submit
performance data under the Digital Service Standard. The Performance Platform has aided
government decision-making and contributed to the UK's global open data leadership position andthe ability of external stakeholders to hold the government accountable. The UK’s Open
Government Data indicator was placed 3rd in the Waseda rankings 2021, representing a significant
gain over the previous year.
4.9. Cyber Security [CYB]
According to the government's National Cyber Security Strategy 2016–2021, the United
Kingdom's cyber security and resilience must be protected and strengthened. As part of this effort,
the administration will seek international cooperation and create new relations with new partners,
including NATO, the EU, and the United Nations. Cyber security in the United Kingdom will besignificantly improved during the next five years, with a total of GBP 1.9 billion being invested.
The House of Lords received the Data Protection Bill on September 13, 2017. Data Protection Act
1998 was abolished and replaced with a new law that provided a comprehensive and modern
framework for data protection in the United Kingdom, with harsher penalties for data protection
offenses. It created new standards for the protection of general data under the EU's GDPR.
Act on Digital Economy aimed to regulate electronic communications infrastructure and services,ban access to online pornography, protect intellectual property in connection with electronic
communications, and control data sharing.
4.10. The use of Emerging ICT [EMG]
With the help of the Office of Artificial Intelligence (OAI) and GDS, the United Kingdom haslaunched a new artificial intelligence (AI) review, examining how the public sector can benefit
from using artificial intelligence and automation to increase public sector efficiency and generate
economic benefits. Government Digital Service (GDS), Office for National Statistics (ONS), andGovernment Office for Science (GOS) have joined forces to form the Government Data Science
Partnership (Cabinet Office) to help the government realize the potential of data science andsupport the development of the skills and tools required to speed adoption across departments andagencies.
Using the Data Science Accelerator, analysts in the public sector can polish their data science skills
and become more proficient (also linked to the Government Data Science Partnership). To achievethis, they work with experienced mentors to tackle real-world business challenges. About 150
government and public sector employees have been educated as a result of this endeavor thus far.
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London, Newport, Bristol, Sheffield, and Newcastle are all home to Data Science Accelerator
centers.
The Government Technology Innovation Strategy for the United Kingdom was released in June
2019. Organizing government operations around new technology is the initial stage in this process.
It discusses how to provide the framework in the public sector so that increasing technologicalinnovation may thrive.

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United States
1.

General Information

Area: 9,372,610 km2
Population: 333,305,608
Government Type: Federal Presidential Constitutional Republic
GDP: $ 68,310
Internet Users: 89.43
Wired (Fixed Broadband Users): 36.41
Wireless Broadband Users: 152.17
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
In 2021, the United States placed 4th in the Waseda International digital government rankings, witha score of 93.7210. Almost all individual indicators were ranked within the top ten of the rankings.
A projected $9 billion increase in the Technology Modernization Fund in the United States would
provide uniform IT and cybersecurity services throughout the government. Automating manual
procedures and deploying virtual assistants powered by AI are just two examples of how
governments use automation to improve service and reduce the stress on workers. As demand for
critical services soared in the United States, the Department of Housing and Urban Development,
the National Institutes of Health, and the Internal Revenue Service used robotic process automation(RPA). Artificial Intelligence (AI)-powered virtual assistants, chatbots, and "virtual doctors" havealso helped governments address COVID-19 questions more quickly by answering citizens'
questions, tracking contacts, and overcoming language barriers.
Many governments have considered remote work solutions, such as remote desktops and virtualprivate networks, insufficient to cope with the unexpected rise in distant employment. In the US,
it was easier to transition to telework since cloud computing was more flexible. With the help of343

the state government's early exploration of cloud computing, 90% of California's nearly 200,000
employees were able to switch to telework easily.
In reaction to the coronavirus's strain, a large portion of the American healthcare system has gone
digital. The use of telemedicine and remote diagnostics is allowing people to acquire medical
advice and diagnoses without having to attend a doctor's office or hospital, while 3D printing isexpediting the creation of critical medical supplies such as personal protective equipment (PPE).
Knowledge sharing is the most effective preventative medicine in the absence of a vaccination orproven medication. A practical approach to regulating the spread of COVID-19 in East Asia has
already been shown via digital contact monitoring.
3.2. New Trends
In the pandemic era, digital payment and identification infrastructure may help solve structuralconcerns like financial exclusion and informality as the fourth industrial revolution continues. In
contrast to industrialized economies, just 40% of the population in developing countries has accessto mobile internet. Developing countries seek foreign investment to help them achieve their digital
infrastructure needs. The United States has an opportunity to help other countries realize theireconomic and social potential by participating in the digital banking and identity infrastructure
arena. A coordinated and gender-sensitive approach to regulatory framework design is needed toaddress the gender gap.
There are also long-term political and economic consequences to a shortage of US investment andleadership in the digital infrastructure sector. Digital financial inclusion and identification
infrastructure align with US foreign policy goals and has a wide range of benefits. A few of the
US government's initiatives aim to increase the financial inclusion of underserved groups,
including the poor, women, and other historically marginalized individuals, as well as empower
women in the workforce. For USAID, digital technology has the potential to narrow the gender
gap and enhance economic productivity.

4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Network infrastructure preparedness in the United States of America (USA) was ranked 14th witha score of 7.528 in the 12th Waseda International digital government rankings 2021. In January
2021, there were 298.8 million Internet users in the US, a rise of 3.7 percent over the previous
year. There was no change in the percentage of people having Internet connectivity at the
beginning of 2021. There were 240 million people, or 72.3 percent of the population, who usedsocial media. Moreover, there were 353.8 million cell phone connections in the US as of January
2021, accounting for 106% of the total population.
As a result, the United States has made significant progress toward global digitalization. To
develop Starlink, SpaceX was awarded $885 million in government subsidies through the RDOF
auction. In the third quarter of 2020, e-commerce sales accounted for 14.3 percent of total retailsales. School and library officials have also petitioned Congress to provide $12 billion in
emergency funding for the E-Rate program. On the other hand, Google has developed a newundersea cable linking the United States, the United Kingdom, and Spain.
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4.2. Management Optimization [MO]The private sector's efficiency, convenience, and effectiveness have been revolutionized byadvances in information technology (IT) during the last decade. Poor technology investment
management has resulted in the Federal Government mainly missing out on that transformation.
IT projects that cost hundreds of millions of dollars more than necessary take years longer todeploy and deliver obsolete technologies by the time they are completed. Consequently, we'reseeking to reduce the gap between successful private firms and the federal government.
The government’s Chief Information Officer (CIO) leads the Office of E-Government andInformation Technology (E-Gov), which develops and oversees the use of Internet-based
technology to ease citizen and corporate contacts with the Federal Government, save costs, andexpedite participation.
4.3. Online Service [OS]In the United States, technology companies dominate mobile payments. There are also a few newentrants who are trying to get in their way. Companies may gain from an increase in mobile
payment methods, but this will harm more profitable sections of the company.
More than 15 years after Congress passed the REAL ID Act, all 50 states are now completely
compliant with the act's standards for issuing these cards, with most states complying in theprevious four years. Actual ID-compliant licenses and ID cards have been published in all 50 states
to date, accounting for 38 percent of all drivers and ID holders. All federally regulated airports,
federal institutions, and nuclear power plants planned to adopt full REAL ID enforcement on
October 1, 2021.
Counterfeiting technology, preventing insider fraud, documenting and validating a person's
identification are among the security measures that must be taken. Federal agencies are also
prohibited from allowing admission to government facilities like nuclear power plants andcommercial airlines with licenses and identification cards that are not in conformity. State-issued
driver's licenses and ID cards have become more accurate and trustworthy due to these regulations.
4.4. National Portal [NPR]
Citizens of the United States of America may access a variety of government services through thewebsite www.usa.gov. Many government entities' information and online services are brought
together in a single area. One of its functions is to improve public-government relations byproviding access to information and otherwise unavailable services to the public. As a bonus, it
provides information that aids the general public in their understanding of the issue. The site also
allows users to set up government accounts to customize the portal to their tastes. On weekdays
except for holidays, the website provides accessibility features, a live chat platform, and chat hours
that may be adjusted.
Government-related information and services may be found on this website. Thanks to this site’s
simple design, listing all of the government's many programs and resources is a simple task. E-tax,
driver's license applications, complaints, seeking a doctor, passport applications, and travel
information are available online via the National Portal. Site design allows visitors to quickly
access both broad, general information and more specific, customized services. The government345

has established enterprise Roadmaps and modernization profiles to plan out the next phase ofgovernment modernization.
4.5. Government CIO [GCIO]
The White House Office of Management and Budget (OMB) appointed the country’s CIOs tooversee and direct federal agency IT spending. As stipulated by the Clinger-Cohen Act, eachFederal agency has a Chief Information Officer. CIO positions in government are significant
indicators of worldwide e-Government rankings, not to mention their significance in enhancing
American e-Government platforms. Federal CIO Suzette Kent is currently in charge of the federal
government's IT infrastructure. The U.S. was placed 2nd in the Waseda International digital
government rankings 2021 with the same score of 10.000 as Japan and Singapore.
4.6. E-Government Promotion [EPRO]The US government's digital interactions with people, companies, labor and foreign governments
have increased substantially for the past several years. Promoting the use of the Internet and otherinformation technologies helps citizens to have more opportunities to interact with the US
government and encourages interagency collaboration in providing electronic government
services. Efforts have been taken to build and promote electronic government services andprocesses, including creating an Administrator Office of Electronic Government within the Officeof Management and Budget. The introduction of e-government has lowered the costs and burdens
on businesses and government entities.
4.7. E-Participation [EPAR]
Individuals in the United States can interact, contribute, and become empowered in innovative andmodern ways. For the government to be more effective, it has to make better decisions with the
public. Transparency in the federal government may be improved by enlisting the help of new
approaches, such as boosting public participation. The Open Government Dialogue Platform,
Challenge.gov, and the Citizen Engagement Platform are all part of this effort.
According to this statistic, e-Government in the United States has made significant progress. The
national portal offers a wide range of online services to citizens, including the ability to pay taxes,
file tax returns, apply for a driver's license, file a complaint, acquire a passport, or receive a travel
advance. For the average citizen, it's a lifesaver.
4.8. Open Government Data [OGD]
Using Data.gov, the public can find, download and use datasets gathered and maintained by thefederal government much more rapidly and efficiently. This website provides information on
government datasets (metadata), how to access the datasets, and how to use national data. As newdatasets are uploaded to the catalog, the size of the catalog will grow. As part of Data.gov's initial
release, Federal and Executive Branch data are provided. Throughout the years, the site has been
constantly updated and refined.
4.9. Cyber Security [CYB]
In fiscal year (FY) 2020, agencies reported 30,819 cybersecurity incidents, an 8 percent increase
above the previous year. As a result of this trend, cybersecurity incidents are becoming more
frequent and more serious, and the Federal Government must take action to prevent and minimize346

their repercussions. All three agencies received reports of at least six significant incidents in a little
over a week.
4.10. The use of Emerging ICT [EMG]
It was undeniable the significant impact of the U.S.’s ICT on the country’s development and theworld’s. Therefore, the U.S. came in the highest position in the Waseda rankings regarding
Emerging ICT. There are both great opportunities and significant risks associated with advancesin technologies, which is why the US Department of State is paying more attention to Artificial
Intelligence (AI). The United States can improve its scientific and technology capabilities whileadvancing democracy and human rights by working together to identify and grasp opportunities
while tackling problems.
With the help of partners, the Department of State works to create an international policy
environment that encourages the progress of artificial intelligence (AI), safeguards national andeconomic security, and promotes core values. Several Departments engage in bilateral andinternational discussions that the Department participates in to enhance the safe use of trustworthy
artificial intelligence technologies.
IBM, Microsoft, Intel, Applied Materials, Participates, and Lockheed Martin contributed $340
million to the Department of Energy's five quantum computing facilities at US national labs
throughout a five-year, $625 million endeavor. Sophisticated computer systems, such as voicerecognition and spam filtering, are now commonplace in today's workplaces. Although quantum
computing is still in its infancy, many experts believe that the unusual physics of the ultra-tiny will
have a profound impact on new material creation, financial predictions, and delivery systems.
However, government programs aim to boost the quantity of basic research being done in theseareas.
US government, commercial and academic research aim to make advances in vital areas more
quickly and efficiently. It follows the same model as earlier US technical achievements, such as
the Manhattan Project's creation of the atomic bomb during WWII, the Apollo program's voyage
to the moon, and the military-funded endeavor to build what became the internet.

347

Uruguay
1.

General Information

Area: 181,034 km2
Population: 3,487,434
Government Type: Unitary Presidential Constitutional Republic
GDP: $ 15,650
Internet Users: 83.35
Wired (Fixed Broadband Users): 29.25
Wireless Broadband Users: 97.61
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
Uruguay placed 35th in the Waseda International digital government rankings 2021, with an overall
score of 72.4353. When it came to developing its test for the Coronavirus, Uruguay was among
the first to begin sequencing the virus's genome from patients in March. As a result, thetransmission of the virus was slowed since they did not have to wait for testing to begin. As a partof the country's national preventive and containment efforts, Uruguay used big data and other
innovative strategies to stem the virus's spread. As a result of the risk profile data, they could start
steps quickly to help contain the situation.
In addition, their healthcare app and contract monitoring software were used to focus on thehealthcare system as a focus of their efforts. A universal healthcare system was already in existencein Uruguay, and a 2017 survey revealed that most residents had confidence in their government.
When the official Coronavirus UY app was developed and linked to social media, the majority of
the community welcomed the usage of this technology for digital health records, provider
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information, and other things like this. It took only seven days to build all of the multi-channel
communication systems.
In addition to healthcare, Uruguay transformed education by making computers widely available.
Antel, Uruguay's state-owned telecoms company, collaborated with Plan Ceibal, a national virtual
program, to provide online education while schools were closed in the last decade. For example,
all public schools in the Uruguay had wi-fi networks by June 2020. Each home received a laptop
for each child in 2007 to promote digital inclusion and justice. Because of this national policy, thecountry could easily transition to a digital learning environment at home.
3.2. New Trends
Uruguay's digital plan for 2025 will attract software and hardware firms and telecom and network
service providers. In addition to progress on the 5G deployment, FTTH networks will be extended
to locations with less than 3,000 residents, public utility sensors will be placed, and new frequency
bands will be allotted to mobile technologies as part of the plan. Agesic, an e-governmentorganization, started working on the concept in December and has recently revealed it. The
primary purpose is to revise the five-year digital transformation plan.
The national strategy is divided into five primary sections and twelve targets. Government
agencies have been given specific objectives that must be met within the timeframe provided in
the goals. Digital citizenship, digital governance, innovation in critical areas, connectivity
infrastructure, and cybersecurity are the most pressing issues. The government's objective of using
IoT to improve customer service and boost competitiveness in the productive sector by placing
meters and sensors in the supply and management of public services, particularly energy, water,
communications, and transportation, is an essential issue on the agenda.
Additional goals include fiber-to-the-home internet connections in tiny towns and statewide 4G
cellphone coverage. Another public service initiative intends to enhance jail communications
infrastructure so that telemedicine, distance education, and court appearances may be conducted
there. Another significant achievement is the inclusion of new frequency bands for the applicationof radio communication technology. One of the core aims of the digital strategy is to accelerate
5G implementation "while respecting environmental requirements.
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Having received a score of 7.007, Uruguay was rated 30th in the Waseda rankings for network
infrastructure preparedness in 2021. As of January 2021, there were 2.69 million internet users in
Uruguay, representing a 3.8 percent increase over the same month the previous year. Uruguay hada penetration rate of 77.4 percent for the Internet at the time. The number of people using social
media climbed by 200 thousand in January 2021, totaling 2.9 million. It was stated that 5.72
million mobile connections were active in Uruguay, representing 165.5 percent of its population.
4.2. Management Optimization [MO]For the past decade, Uruguay has been on a strategic road toward digital transformation, and thegovernment has set the fundamental pillars to ensure continued progress in that direction. The first349

pillar is the integrated regulatory framework that serves as a guide and a foundation for the
regulation of digital transformation. The second is establishing a cohesive institutional structure
for collaboration between government agencies and other parties. The last one is the technicalinfrastructure that is prepared to meet increased demand for services while maintaining thenecessary security to safeguard residents' and government data.
Uruguayans now employ technology solutions so extensively in their daily lives that they havetransformed Uruguay into the region's most sophisticated digital civilization. Additionally,
Uruguay has been recognized internationally for the high quality of its digital government,
information security, interoperability, citizen service, e-participation, online services, personal
data protection, access to public information, and electronic signature solutions. Theseadvancements have enabled the government to rapidly enhance its worldwide standing, owing to
its unique approach to Digital Government policy and the deployment of digital technology while
maintaining a focus on residents.
4.3. Online Service [OS]In addition to informational and interactive components, Uruguay's official website also has awelcome section that provides information to the general public. The Presidency Channel on
YouTube and Twitter is utilized to promote online political engagement in the Uruguayan
government.
4.4. National Portal [NPR]
As part of its attempts to save resources, Uruguay plans to develop a national policy to use public
software. As of December 2012, the architecture was in place, and the application was accessible
through the IMM's System of Electronic Resolution Programs (SAE), which is also accessible via
the State portal's main page -software public.gub.uy-. Apps from six countries are included in thissection.
Citizens and electronic collaborators may engage for an extended period in Trantic.gub.uy allows
for feedback and ongoing improvement to information on government operations and services.
4.5. Government CIO [GCIO]
In 2007, the Uruguayan parliament established the Agency for Electronic Government andKnowledge and Information Society (AGESIC) to promote digital technologies in public
administration, strengthening Uruguay's digital policy, and achieving the country's Digital Agenda
goals of 2010, 2015, and 2020. The Society of Information and Knowledge (SIC) was founded by
the AGESIC in 2012 as one of its divisions to expedite the advancement of the Information Society
and SIC projects. The AGESIC assumes the function of the GCIO in promoting Digital
Government, the Information Society, and Open Government.
4.6. E-Government Promotion [EPRO]
Public sector websites and services can now be accessed via a single portal (gub.uy), which
provides a consistent user experience and information architecture. They also made it possible for
consumers and companies to get personalized information, messages, and warnings through350

gub.uy, which they established. As a result, a system for successfully monitoring the performanceof each government function has been devised.
4.7. E-Participation [EPAR]
Uruguay’s E-Participation came in 30th Waseda rankings 2021 with 8.500 points. All Central
Administration services in Uruguay can be accessed over the internet due to the general country's
government's standardization of electronic interactions between citizens and the state.
Standardizing first-level support at Central Administration and developing new channels forservice delivery using emerging technologies are also among the goals of this initiative.
4.8. Open Government Data [OGD]Transparency, accountability, participation, and innovation are all aims of Open Government.
There has been an increase in the demand for more government openness from citizens. More thanever, they are searching for methods to increase their governments' transparency, sensitivity andaccountability, and efficiency. By joining the Transparent Government Partnership in 2012,
Uruguay committed to putting a comprehensive strategy that included objectives and initiatives topromote open government.
The goal of the project is to develop a government that prioritizes and improves administration
based on the requirements of its citizens. The fourth strategy for Open Government in Uruguay
was implemented in 2020 after the country had put three in place. People can exercise their rights
more readily since governments can engage directly with them. As part of this effort, the DGS
promotes openness, data availability, citizen co-creation, and engagement in public-interest
problem resolution.
4.9. Cyber Security [CYB]
Reliable Digital Government" is primarily concerned with building frameworks and making themreadily available to guarantee that the use and expansion of Digital Government are safe andconfident.
Uruguay's government has made investments in infrastructure development and enabling
frameworks to define and support people's use of digital technology while fostering security andconfidence in their actions. The DGS intends to continue advancing cybersecurity ecosystemdevelopment, risk management, operational continuity, universalizing digital management,
privacy and data protection, and other related areas.
4.10. The use of Emerging ICT [EMG]
By fostering a digital ID ecosystem that can adapt to varying levels of security and device kinds,
Uruguay's government has taken a step toward universalizing digital IDs. With the help of the
Ibirapita Plan, they are also focusing on enabling Mobile-ID and cloud-ID services to make digital
identification more accessible to residents.
Additionally, as part of the country's digitalization strategy, the regulatory framework for thedigital government has been revised. The agencies aid in developing the nation's legal system inlight of worldwide norms that are now evolving, such as GDPR, IoT, drones, artificial intelligence.
To promote awareness of the fundamental right to data protection, they engage with the ANEP. At
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many stages of the software development process, privacy-by-design best practices have beendeveloped.

352

Vietnam
1.

General Information

Area: 331,212 km2Population: 98,335,209
Government Type: Unitary Marxist–Leninist One-Party Socialist Republic
GDP: $ 3,610
Internet Users: 70.29
Wired (Fixed Broadband Users): 17.16
Wireless Broadband Users: 80.23
2.

Digital Government Overview in Country

3.

Digital Government Development and new trends

3.1. The development
With an overall score of 69.0893 points, Vietnamese came in 45th in the Waseda International
digital government rankings 2021. Vietnam's rapid and evidence-based response to COVID-19
has been supported by the country's focus on digital transformation. Local administrations used
several digital ways to send warnings (text messages, websites, and social media). There was asignificant rise in online government service utilization as a result of this effort. Additionally, the
COVID-19 outbreak has led to a long-term surge in technology adoption in Vietnam. The heightof Vietnam's pandemic coincided with a rise in traffic to the National E-government website,which was established at the end of 2019 and received 11 million visits by the end of January andover 28 million by the end of March. According to a recent report, Vietnam's Internet economy isexpected to reach a value of US$ 52 billion by 2025, making it the fastest expanding in Southeast
Asia.
353

Vietnam’s prime minister has often underlined the crucial role of technology and technology
businesses in Vietnam's long-term economic development. Tiki and Sendo, two of Vietnam's mostpopular e-commerce platforms, have been sponsored by the government under the 'Make in
Vietnam' program, officially launched in May 2019. Lazada and Shopee, two of Southeast Asia's
most popular online marketplaces, competed successfully because of this help. Several local IT
companies, including VCCorp, a sizeable Vietnamese internet corporation, have started
developing their social media platforms to challenge Facebook's dominance in the nation.
As the post-COVID innovation scenario swiftly changes, the government has shown its
determination to create a local champion to oppose China-based Zoom's widespread use and tostay at the vanguard. Three Vietnamese technological solutions have already been developed toprevent the spread of COVID-19 and satisfy customers’ changing needs in a pandemic. According
to the company, a contact monitoring software called Bluezone and a virtual health-screening
platform will be launched in Vietnam in April 2020. The checkup platform has boosted thegovernment's attempts to digitalize Vietnam's health sector, allowing remote medical
examinations.
3.2. New Trends
In 2020, President Nguyen Xuan Phuc signed the National Digital Transformation Roadmap, a
blueprint for Vietnam's digital transformation, to be implemented by 2025.
All government services and administrative processes should be digitalized and integrated into asingle database called "e-government." As part of this government digitization effort, allgovernment-related papers will be provided and authorized electronically. A national data center
will be linked to national databases for population, land, company registration, finance, and social
insurance.
The digital economy is predicted to contribute 30% of Vietnam's GDP by 2030, according to thecountry's 2030 development plan. The importance of internet commerce has been widely
acknowledged in this new economy. Vietnamese tech businesses have been designated as thedriving force behind the country's "Make in Vietnam" brand.
Efforts are being made to close Vietnam's "digital gap," or the inequality in internet and online
service access and usage. To get to 80% broadband penetration by 2025 and a 100% broadband
penetration over the following decade, Vietnam aims for an internet penetration rate of 60%. Epayments are expected to account for 80 percent of all transactions by 2030. Proposed changes
emphasize the need for postsecondary educational reforms that encourage students to learn about
emerging technologies, including artificial intelligence (AI), blockchain, big data, cloudcomputing, and the Internet of Things (IoT).
4.

Digital Government by Indicators

4.1. Network Infrastructure Preparedness [NIP]
Waseda’s Network Infrastructure Preparedness indicator in 2021 ranked Vietnam 52nd, with ascore of 5.589. Vietnam has 68.72 million internet users as of January 2021, an increase of 0.8
percent from the previous year. In Vietnam, the Internet penetration rate is 70.3 percent. Social354

media was utilized by 72.00 million people, or 73.7 percent of the total population. The total
number of mobile connections in Vietnam grew by 1.3 million to 154.4 million, or 157.9 percentof the population, according to the country's official statistics in January 2021.
Vietnamese efforts to prepare for and invest in digitalization have progressed significantly.
Starting in 2022, the MIC is contemplating phasing out GSM infrastructure and reallocating thespectrum to LTE and 5G networks. By the middle of 2020, commercial 5G services were planned
to be available on Vietnamese mobile networks. Additionally, Viettel performed a trial run to test
LTE services in the 2.6GHz frequency spectrum.
4.2. Management Optimization [MO]The Prime Minister approved an e-government development plan, with a view to 2030, between
2021 and 2025. Digital governance and the future digital economy and society will be guided byfundamental principles laid forth in this strategy. Creating a digital government with a new
operational model, data, and digital technology-based operations is the first and most importantgoal. The government's information reporting system, the National Document Communication
Axis, and the national bidding network will be established and completed as part of the plan. For
national cybersecurity, it plans to launch an analysis system that can handle huge volumes, as well
as a system to coordinate and react to cybersecurity disasters. Improved quality of services, timely
policy formation, efficient use of resources, and effective resolution of significant socio-economic
and managerial difficulties will be achieved as a result of this.
4.3. Online Service [OS]Online purchases in Vietnam accounted for $54.7 million in 2019. Almost half of the country's
total population is represented by this figure. E-commerce giants Lazada, Shopee, Tiki, and Sendo,
make up the country's top four. The Shopee's popularity in Vietnam has skyrocketed. Small
businesses to the world's largest CPG companies use the major e-commerce platforms to sell theirproducts and services. There is no question that e-commerce is the future of retail in Vietnam.
Mobile payment apps are getting increasingly popular in Vietnam, especially when the pandemic
happens. The apps establish their payment infrastructure and then connect to merchants andretailers to make mobile payments. In terms of their services, they only provide a small selection.
Zalo Pay and VNPay are only two of the many payment options available to Vietnam. Significantly,
Vietnam was ranked 18th in the Waseda International rankings 2021 regarding Online Service,with 10.860 points equal to the Netherlands and Germany.
4.4. National Portal [NPR]
It is expected that the Ministry of Science and Technology's Directorate for Standards, Metrology,
and Quality (DSMQ) will create a national monitoring portal in the fourth quarter of 2021.
Through the portal, products and commodities traceability systems from various ministries andsectors can be linked together, including market management from the Ministry of Industry andTrade, taxation and customs from the Ministerial of Finance, and health care from the Ministry of
Health.
This site will be a crucial part of Vietnam's traceability system, involving all supply chain players,
including manufacturers, packers, transporters, distributors, retailers, traceability solution
355

providers, and government management agencies. It also establishes a standard set to ensure thetraceability of national site-linked agencies, organizations, and enterprises. The Directorate isdoing this for Standards, Metrology, and Quality."
4.5. Government CIO [GCIO]
Vietnam’s Government CIO was ranked 21st in the Waseda rankings in 2021. A Government CIO
Council was created in 2011 with the directors of ICT departments from all provinces as members.
The council has proved its function by various acts, including using state funds to implement ICTin government organizations. Minister of Information and Communications' Decision No. 814 /QD-BTTTT of can18, 2016, consolidates the Chief Information Officer Council of State Agencies
under a central government.
4.6. E-Government Promotion [EPRO]
Recently, the Vietnamese government has pushed to improve the efficiency of state agencies
through the development of IT applications and an e-Government system. E-Government in
Vietnam has been an enormous success thanks to the Prime Minister's leadership, the efforts ofgovernment ministries, agencies, local governments, and the support of the international
community and domestic and foreign experts.
To put it another way, in recent years, there has been an increase in public awareness of the benefitsof electronic government as well as the implementation of digital government, economy, andsociety. Vietnam has completed the analysis and execution of vital information systems, such as
the national text communication axis and the government meeting and affairs information system.
In addition, safety and security efforts have been bolstered throughout the years.
Final systems have been implemented ineffectively, and data connection and interchange havebeen severely limited. Despite the widespread usage of electronic document transmission anddelivery, the legal validity of these documents has not been synchronized. Furthermore, the digital
signature formats used by ministries, agencies, and municipal governments are not standardized.
While e-Government is an innovative and sophisticated idea, the Prime Minister has said that its
implementation would be impossible without the determination and dedication to abolishing theold system.
The heads of ministries, agencies, and local governments must focus and allocate resources in thefollowing years so that e-Government can continue to grow. It is their responsibility to define astandard for digital signatures to approve electronic documents and be responsible for the progressand quality of their work. It is imperative that these companies grow and enhance their technicalinfrastructure and upgrade their text management, administration, and digital signature systems to
be compatible with electronic documents.
Public service gates and electronic one-stop information systems at ministerial and provincial
levels linked to the national public service portal should be developed quickly by relevant
authorities to satisfy the new criteria for the works. The provision of officially sanctioned online
public services at levels 3 and 4 must also be completed.
4.7. E-Participation [EPAR]
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Vietnam's Prime Minister has signed a decree authorizing 55 online governmental services via the
National Public Service Portal by 2021. These public services include the issuance, re-issuance,and renewal of identity cards; registration of permanent and temporary residence; the declarationof temporary absence; the registration of births and residences; and the issuance of ordinary
passports. The list includes 44 services that fall under the category of essential online public
services.
4.8. Open Government Data [OGD]
The national data portal makes access to information and data more accessible by the national data
portal, which provides a single point of entry for all State agencies. Publicly available state data
can be processed and accessed via the portal, which also offers a variety of publications andservices. The national data portal serves as a collaborative platform for State agencies to share dataand inventory to enhance transparency and accountability. Aside from that, it will collaborate withother state agencies on data infrastructure development to meet long-term goals and address issues
that can emerge from cross-agency data sharing.
E-Government development will also include new digital services that allow individuals andbusinesses to access their data recorded by State agencies and access to digital services for datasynthesis from a wide range of sources. Data kept by state agencies will be accessible to citizens,businesses, and communities, allowing them to conduct research, study, and product creation, allof which will contribute to the nation’s progress. It is also part of efforts to make the government
more transparent by making data more available.
State agencies can use the portal to solicit feedback and information from other organizations,businesses, or individuals to ensure that their data is accurate and up-to-date. With the help of othergovernment agencies, the Ministry of Information and Communications has defined the current
condition and needs for national databases. Agencies now recognize the necessity of making theirdata accessible to others because of the strong push toward digital governance and the digital
economy.
4.9. Cyber Security [CYB]
The International Telecommunication Union's (ITU) 2020 Global Cyber Security Index (GCI)
ranked Vietnam 25th out of 182 countries. Recently, the country's primary cybersecurity agency
has been active in its investigations and prosecutions of cybercrime. The enforcement strategy hasconcentrated on combating illegal data trade, illegal data disclosure, and illegal data theft.
Vietnam Cybersecurity Emergency Response Teams/Coordination Center (VNCERT/CC),
established in 2019, coordinated the nation's reaction to security emergencies and ensured
information security in the country. The MPS’ Department of Cyber Security and High-Tech
Crime Prevention is another agency that handles severe cybercrime. Online service providers mustalso inform their customers and cybersecurity task forces about the possibility of a data leak.
Building secure cyberspace will ensure social order, national sovereignty, and long-term economic
prosperity. According to the Global Cyber Security Index, Vietnam has achieved significant
progress toward this aim. Businesses should, however, keep in mind that Vietnam's cybersecurity357

landscape is constantly changing, and new legislation is on the horizon. People who commit crimes
should be punished, not data controllers, according to Vietnamese law and practice.
4.10. The use of Emerging ICT [EMG]
In the field of artificial intelligence (AI), Vietnam has a lot of room for growth. Artificial
Intelligence (AI) is being used in a broad range of industries throughout the globe while the UnitedStates continues to expand. FPT Corporation, a Vietnamese corporation, has deployed artificial
intelligence for smart traffic in Ho Chi Minh City, a prominent example of how AI is implemented
locally. In Vietnam, Viettel Group has employed artificial intelligence in endoscopy for theirbusiness. Anti-cyberattack and IT security services are also provided by Viettel, which leverages
AI. According to Resolution No.50-NQ-TW, which was released in August, the government plans
to increase the number of companies in advanced technology and Industry 4.0 to 50% by 2025,
which would allow AI to progress even further.
According to the Vietnam E-Commerce Association's E-Business Index 2019, by 2025, Vietnam's
e-commerce sector might be ranked third after Indonesia and Thailand. Vietnam's e-commerce
activities are concentrated in Hanoi and Ho Chi Minh City, the country's two largest cities. 70%
of all sales in the United States are made in these cities. Rural internet connectivity is robust, andthe majority of the population lives in rural areas, making this an excellent opportunity for ruralmarket penetration. With their online stores, local e-commerce firms like Shopee, Sendo, and Tiki
compete with regional e-commerce giants like Lazada and Shopee. Customers also use Instagramand Facebook to do e-commerce. More than $1 billion in finance has been invested in Vietnam's
online economy over the last four years. However, the country's e-commerce businesses are still
struggling to gain confidence from customers, face tough competition, and face significant
logistical expenses.

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