Collaboration for Human-Centric eGovernment Workflows

The original publication is available at www.springerlink.comInternational audienceThe execution of cross-domain eGovernment processes is a challenging topic. In earlier work, we presented an approach based on collaborative workflows to support eGovernment interoperability. However, such collaborative workflows often appear to be lacking transparency and control supporting concepts and mechanisms. These are needed as eGovernment workflows appear to be heavily human-centric. What is in many cases described as collaboration appears to be a mere coordination and synchronization of processes, often ignoring human-centric interactions. One type of transparency and control supporting mechanism in human-centric collaboration is that of task delegation. In this paper we aim to analyse the gap between coordination and collaboration in the context of workflow management for eGovernment. First, we present a real case study to identify the key distinguishing factors regarding collaboration as opposed to coordination. Based on this, we present our approach to support cross-organisational collaboration. In particular, we will focus on the concept of delegation in the context of heavily human-centric collaborative workflows. Finally, we propose a delegation extension and structured set of future requirements regarding a coordination architecture presented in earlier work

Support and resistance of public officials towards current eGovernment initiatives - A case study on Ukraine and Germany

This article provides insights on how German and Ukrainian public sector employees perceive and position themselves towards current eGovernment initiatives. After presenting the academic literature on the roles of individual public servants in transformative change processes in public administration, the eGovernment approaches followed by Germany and Ukraine are explained. The results of a survey (n = 74) conducted among public servants in both countries provide information on their perceived contribution to and participation in the digitisation of government service delivery, as well as reasons and causes for motivation or frustration in this context. By analysing the survey responses and identifying potential impediments of successful eGovernment implementation, the authors provide recommendations for action for executives that drive digital transformation, such as organising tool-specific training and Single Points of Contact for employees after introducing new processes and software, adjusting educational programmes for new public servants, and establishing a feedback and knowledge-sharing culture when creating new e-services.Dieser Artikel gibt Einblicke, wie Beschäftigte des öffentlichen Sektors in der Ukraine und Deutschland aktuelle eGovernment-Initiativen wahrnehmen und sich zu ihnen positionieren. Nach einer Darstellung wissenschaftlicher Literatur zur Rolle von Beschäftigten in transformativen Veränderungsprozessen in der öffentlichen Verwaltung werden die von Deutschland und der Ukraine verfolgten eGovernment-Ansätze erläutert. Die Ergebnisse einer durchgeführten Befragung von (n = 74) Staatsbediensteten in beiden Ländern geben Aufschluss über deren wahrgenommene Partizipation sowie Gründe und Ursachen für Motivation oder Frustration im Kontext der Digitalisierung der staatlichen Leistungserbringung. Auf Basis einer Analyse der Rückmeldungen des Fragebogens und der Identifizierung geäußerter potenzieller Hindernisse für eine erfolgreiche eGovernment Implementierung geben die Autoren Handlungsempfehlungen für Führungskräfte, welche die digitale Transformation vorantreiben möchten, wie beispielsweise die Etablierung von tool-spezifischen Schulungen und einheitlichen Ansprechpartnern für Beschäftigte nach der Einführung neuer Prozesse und Software, die Anpassung von Ausbildungsprogrammen für neue Staatsbedienstete und die Etablierung einer Feedback- und Wissens-Kultur im Kontext der Entwicklung neuer digitaler Services

AI Watch - Artificial Intelligence for the public sector

This the report of the 1st AI WATCH Peer Learning Workshop on the Use of and Impact of AI in Public Services organized by JRC/B6 jointly with DG CNECT/H4. The workshop discussed the current state of AI in the public sector that shows how AI is widely experimented across European countries. From the analysis of results of the JRC activities on AI for the public sector conducted as part of the AI WATCH it emerged that these technologies are mostly applied in general public services, economic affairs and health services, with most Chatbots often mentioned. Most AI based innovation, however, seems to be mostly incremental or technical, with innovation truly causing disruptions in the public service model being limited. From the discussion in working groups and plenary it also emerged that activities of the AI Watch task on AI for the public sector should prioritize on the following Policy domains: Health, Education, Public Order, Housing, Transport and Agriculture. Finally, since an important part of the debate revolved around the topic of AI and data governance, it was decided to focus the 2nd AI WATCH Peer Learning Workshop with Member States on this domain.JRC.B.6-Digital Econom

Towards a linked information architecture for integrated law enforcement

Ponència presentada al Workshop on Linked Democracy: Artificial Intelligence for Democratic Innovation co-located with the 26th International Joint Conference on Artificial Intelligence (IJCAI 2017) celebrat el 19 d'agost de 2017 a Melbourne, AustraliaLaw enforcement agencies are facing an ever-increasing flood of data to be acquired, stored, assessed and used. Automation and advanced data analy-sis capabilities are required to supersede traditional manual work processes and legacy information silos by automatically acquiring information from a range of sources, analyzing it in the context of on-going investigations, and linking it to other pieces of knowledge pertaining to the investigation. This paper outlines a modular architecture for management of linked data in the law enforcement domain and discusses legal and policy issues related to workflows and infor-mation sharing in this context

Task Delegation Based Access Control Models for Workflow Systems

International audiencee-Government organisations are facilitated and conducted using workflow management systems. Role-based access control (RBAC) is recognised as an efficient access control model for large organisations. The application of RBAC in workflow systems cannot, however, grant permissions to users dynamically while business processes are being executed. We currently observe a move away from predefined strict workflow modelling towards approaches supporting flexibility on the organisational level. One specific approach is that of task delegation. Task delegation is a mechanism that supports organisational flexibility, and ensures delegation of authority in access control systems. In this paper, we propose a Task-oriented Access Control (TAC) model based on RBAC to address these requirements. We aim to reason about task from organisational perspectives and resources perspectives to analyse and specify authorisation constraints. Moreover, we present a fine grained access control protocol to support delegation based on the TAC model

VALUE POSITIONS IN E-GOVERNMENT STRATEGIES: SOMETHING IS (NOT) CHANGING IN THE STATE OF DENMARK

Clarifying what value new information systems (IS) may help to create for government organizations and society is a central concern in the public sector. National e-government strategies present such efforts to clarify the value entailed by IS, however, what is considered valuable is influenced by value positions deeply enshrined in the traditions of public administration. We present a theory directed content analysis of value positions in the national e-government strategy for Denmark published for the first time in 1994 and latest in 2016. Our comparison of the value positions in the two e-government strategies show consistency over time when looking at the ideals of professionalism, ser-vice, and efficiency. While the least dominant ideal of engagement, has declined. The 22-year timespan separating the development of these two strategies had major technological advances, but little transformational impact on Danish e-government strategies in their general value positions. We discuss how our findings contribute to previous research on values in e-government and have practical implications for working with e-government strategies

2013 IOWAccess Revolving Fund Annual Report

IOWAccess Revolving Fund Annual Repor