The Concept Of E Gov

Published Date: 02 Nov 2017

INTRODUCTION

Public management considers that government and non-profit administration resembles private-sector management in some important ways. Management tools maximize efficiency and effectiveness. And also, it emphasizes the social and cultural drivers of government that many contend. Public management are important in developed nations. The public manager takes care on critical infrastructure which influence on quality of life. Trust in public managers is a subject of conflict of interest and ethics guidelines in most nations.

The essence of Connected Government is that transformation of their Governments needs a more sophisticated e-government model – one that links the citizens, businesses, organizations and other government entities. In this thesis, it is presented a Turkish Case for e-Transformation in Public Management and also the Bosnian context considering e-Gov. It is necessary that electronic services to be for the needs of citizens and businesses, to choose multi-channel service delivery and to improve links between traditional and electronic services. The word is about how to promote service innovation. To develop approaches to common business processes and to identify common processes within government in order to achieve economies of scale.

It is important to define a methodology of a measuring and demonstrating the costs and benefits of ICT investments in order to prioritise and better manage e-government projects. E-government co-ordination is a way of bringing a whole-of-government perspective to e-government initiatives and their management, while taking into account existing structures and cultures of government institutions.

THE CONCEPT OF E- GOV

E-Government (short for electronic government, also known as e-Gov, digital government, online government, or connected government) is digital interactions between a government and citizens (G2C), government and businesses/Commerce (G2B), government and employees (G2E), and also between government and governments /agencies (G2G).

This digital interaction consists of governance, information and communication technology (ICT), business process re-engineering (BPR), and e-citizen at all levels of government (city, state/province, national, and international). ‘E-Government' (or Digital Government) is defined as ‘The employment of the Internet and the world-wide-web for delivering government information and services to the citizens.’

'Electronic Government' (or in short 'e-Government') essentially refers to ‘The utilization of IT, ICTs and other web-based telecommunication technologies to improve and/or enhance on the efficiency and effectiveness of service delivery in the public sector.’

E-government describes the use of technologies to facilitate the operation of government and the distribution of government information and services. E-government, short for electronic government, deals heavily with Internet and non-internet applications to aid in governments. [1] 

E-government includes the use of electronics in government as large-scale as the use of telephones and fax machines, as well as surveillance systems, tracking systems and even the use of television and radios to provide government-related information and services to the citizens.

E-Government should enable anyone visiting a city website to communicate and interact with city employees via the Internet with graphical user interfaces (GUI), instant-messaging (IM), audio/video presentations, and in any way more sophisticated than a simple email letter to the address provided at the site" and "the use of technology to enhance the access to and delivery of government services to benefit citizens, business partners and employees".

The focus should be on:

The use of information and communication technologies, and particularly the Internet, as a tool to achieve better government,

The use of information and communication technologies in all facets of the operations of a government organization,

The continuous optimization of service delivery, constituency participation and governance by transforming internal and external relationships through technology, the Internet and new media. [2] 

Whilst e-Government has traditionally been understood as being centred on the operations of government, e-Governance is understood to extend the scope by including citizen engagement and participation in governance. As such, following in line with the OECD definition of e-Government, e-Governance can be defined as the use of ICTs as a tool to achieve better governance. [3] 

The Centre for Digital Government named Michigan is the most innovative state for online government. The National Centre for Digital Government (NCDG) seeks to build global research capacity, to advance practice, and to strengthen the network of researchers and practitioners engaged in building and using technology in government. [4] 

FROM E-GOVERNMENT TO CONNECTED GOVERNANCE

In a world characterised by rapid change driven by globalization, the knowledge-based economy poses some challenges but also opportunities for the private sector and the public sector alike. According to the Organization for Economic Cooperation and Development, Knowledge Management (KM) has for some time been at the core of government tasks - inseparable from strategy, planning, consultation and implementation. Nevertheless, indications are that the public sector has been falling behind in these practices, compared to the private sector. This realization has prompted some governments to put KM high on their policy agendas. [5] 

Countries aiming to transform their Governments require a more sophisticated e-government model – one that links the citizens, businesses, organizations and other government entities in a seamless network of assets, capabilities, resources and infrastructure. This is the essence of Connected Government. [6] 

As an increasing array of public services is being brought online each year, a service delivery plateau is being reached in many countries around the world. Concomitant with this ongoing development is an increasing recognition that the new technologies need to be diverted towards improvements in service delivery through the integration of government processes which provide these services. [7] 

Advances in technology have ushered in an era of new thinking about increasing integration in service delivery based on commonality of infrastructures, data and business processes. The focus on strengthening the interlinkages between e-government and connected government is forming the underpinnings of the new e-government strategies in many developed countries. In many countries the cornerstone of the e-government strategy is becoming service innovation achieved by moving to multichannel service delivery and a better use of back-end processes and systems. This is creating a drive towards more collaborative models of service delivery that can be referred to as connected government or networked government. One of the diktats of this new paradigm is that government agencies rethink their operations to move from being system-oriented to chain-oriented with respect to their structure, functioning, skills and capabilities, and culture and management. Connected or networked governance involves the governmental promotion of collective action to advance the public good, by engaging the creative efforts of all of society. ICT-based connected governance efforts are aimed at an improved cooperation between governmental agencies. [8] 

LOWER TAXES

Government agencies are plodding, inefficient bureaucracies. Right ? Well, maybe not. The U.S. government is actually on the cutting edge of a movement by governments all over the world. They’re using the Internet to provide information and deliver services rapidly and at lower cost to citizens, businesses, and other branches of government.

Consider the U.S. Internal Revenue Service - IRS (www.irs.gov), which linked its Web site closely to its mission, organizing the site so that America’s citizens can better understand and meet their tax responsibilities. Before the Internet, distributing tax forms was an expensive logistical nightmare for the IRS. Hordes of form pullers, order takers, envelope stuffers, and address labellers processed million of phone and mail requests for various tax publications and forms. The cost of handling a request by hand is about $3.00. Today, more than 100 million tax forms are downloaded directly from the Web site, with each request costing the IRS (and therefore the taxpayer) only a fraction of a cent. E-filing of tax returns save additional time and expense. Other government agencies have made equally impressive strides in the use of technology. When government first went online, most agencies merely posted static information. Today, their Web pages are increasingly interactive, allowing people to sit down at their computers or whip out their cell phones or PDAs and conduct all manner of business—everything from paying a speeding ticket to applying for a student loan. [9] 

In September 2000, the United States took e-government to the next level when it launched its award-winning FirstGov.gov (www.firstgov.gov), the official U.S. portal that links users to more than 26 million federal and state Web sites as well as to local, tribal, and foreign government sites. Visitors can enter the site through citizen, business, federal employee, or government-to-government user gateways and then search by topic, such as "money and taxes," or use an advanced search engine for more complex searches.

For instance, a business user can select the topic of "workplace issues" and in just a few clicks find the Labour Department’s online employment law guide. An individual planning a trip to Australia can type "entry requirements" and "Australia" into the advanced search engine and be immediately routed to a State Department site with a link to an Australian Web page, where the person can obtain the necessary visa in a matter of seconds rather than weeks.

Customer satisfaction with FirstGov.gov is high— and getting higher. "It’s a win-win for the government and consumers," observes Larry Freed of Foresee Results, a Michigan firm that gauges Web site consumer satisfaction. "Consumers are getting more information, and the government is lowering its cost by making it easier to get information off the Web." Other countries are developing similar comprehensive government Web portals, such as the United Kingdom’s Directgov (www.direct.gov.uk) or Singapore’s eCitizen (www.ecitizen.gov.sg). [10] 

The transition to the Internet is helping shatter the image of government workers as paper shufflers and replace it with one of committed people providing real and valuable services to the public. [11] 

PUBLIC PROCUREMENT AND E-PROCUREMENT

Public procurement is the process by which government departments or agencies purchase goods and services from the private sector. It takes place at both a national and regional level. The procurement process will usually be subject to specific rules and policies covering how relevant decisions are made. [12] 

E-procurement refers to the use of electronic communications by public sector organisations when buying supplies and services or tendering public works. Increasing the use of e-procurement in Europe can generate significant savings for European taxpayers. These savings would maximise the efficiency of public spending in the current context of fiscal constraints. E-procurement can also provide a new source of economic growth and jobs, including by facilitating access to public procurement contracts by SMEs. [13] 

Successful implementations would be South Korea and Singapore. Both are fully integrated systems. Singapore's implementation model results in revenue incurred which is utilised to enhance the service from a quality and convenience-to-customer perspectives.

A centralisation of procurement group is typically chartered to purchase specific products and services on behalf of the government. These are usually common buys. For products or services that are specific to an agency, such centralised procurement group can render its expertise to either advise on the procurement process or assist in the calling of open tenders though they would not likely have the expertise to evaluate the agency-specific requirements. For the evaluation phase, experts from the agency would be called upon to do the technical evaluation. [14] 

LEADERSHIP AND E-GOVERNMENT TRANSFORMATION

Especially the top level of leadership is essential for the successful e-Gov transformation. In a country this may be president or prime minister. In an organization, the same behaviour should be present. For example, General Manager's ownership, stability, willpower and leadership (and governance) is necessity in a general directorate for a successful outcome.

Assuming it is a National eTransformation program, the endorsement from the Prime Minister or someone of equal stature would be essential to give weight to the program. For Ministry centric programs, the Minister's leadership would be of importance. The Minister's leadership would need to be supported by a strong driver to oversee the delivery of the program, which could be pegged at the Permanent or Deputy Secretary level. [15] 

With unique data on patterns of media ownership and technology use, The Digital Origins of Dictatorship and Democracy demonstrates how, since the mid-1990s, information technologies have had a role in political transformation. Democratic revolutions are not caused by new information technologies. But in the Muslim world, democratization is no longer possible without them. [16] 

NATIONAL E-GOVERNANCE PLAN

Over the years, a large number of initiatives have been undertaken by various State Governments and Central Ministries to usher in an era of e-Government. Sustained efforts have been made at multiple levels to improve the delivery of public services and simplify the process of accessing them.

E-Government and e-Governance are both the terms are treated to be the same, however, there is some difference between the two. "E-government" is the use of the ICTs in public administrations- combined with organisational change and new skills- to improve public services and democratic processes and to strengthen support to public". The problem in this definition to be congruent with the definition of e-governance is that there is no provision for governance of ICTs. As a matter of fact, the governance of ICTs requires most probably a substantial increase in regulation and policy- making capabilities, with all the expertise and opinion-shaping processes among the various social stakeholders of these concerns. So, the perspective of the e-governance is "the use of the technologies that both help governing and have to be governed".

E-Governance is the future. Many countries are looking forward to for a corruption free government. E-government is one-way communication protocol whereas E-governance is two-way communication protocol. The essence of E-governance is to reach the beneficiary and ensure that the services intended to reach the desired individual has been met with. [17] 

E-Governance in India has steadily evolved from computerization of Government Departments to initiatives that encapsulate the finer points of Governance, such as citizen centricity, service orientation and transparency. Due cognizance has been taken of the notion that to speed up e-Governance implementation across the various arms of Government at National, State, and Local levels, a programme approach needs to be adopted, guided by common vision and strategy. This approach has the potential of enabling huge savings in costs through sharing of core and support infrastructure, enabling interoperability through standards, and of presenting a seamless view of Government to citizens. The National e-Governance Plan (NeGP), takes a holistic view of e-Governance initiatives across the country, integrating them into a collective vision, a shared cause. Around this idea, a massive countrywide infrastructure reaching down to the remotest of villages is evolving, and large-scale digitization of records is taking place to enable easy, reliable access over the internet. The ultimate objective is to bring public services closer home to citizens, as articulated in the Vision Statement of NeGP. [18] 

SUPPORTING MULTICHANNEL SERVICE DELIVERY

Increasingly powerful and user-friendly technologies are creating opportunities for governments to offer a new ways to interact with citizens in order to respond to their needs more effectively and with their integral participation. Taking advantage of the introduction of devices such as smartphones, interactive voice response systems, digital television, and self-service terminals, the private sector has been making use of multiple channels for a long time.

Such initiatives encourage citizens to envision new forms of interaction with the desire that service providers – public and private – be as accessible and responsive as modern technology allows. Although many governments are aware of this trend, few developing countries are exploiting the full potential of multichannel service delivery to serve their constituents.

Multichannel service delivery is the provision of public services by various means in an integrated and coordinated way. Citizens can make selections according to their needs and circumstances and receive consistent information and services across channels resulting in an increase in their satisfaction and trust in government. While physical access to ICT infrastructures is important for utilization of new channels, research shows that access alone is not enough. [19] 

Motivation and desire to use electronic and mobile channels, as well as having the necessary skills and confidence are other factors that prevent people from using online channels. Once new channels are implemented, certain user groups may need

to be motivated to give up traditional channels in order to accomplish both a more efficient government and better user experience. Influencing citizens to use the most cost-effective channels may not always be straightforward. Raising awareness of citizens via communication campaigns about more cost efficient channels can help to influence citizen perception. In other cases citizens may need to be trained on how to effectively utilize the new channels. Frequently used channels can be used to inform the client on what other channels are available to satisfy their needs. For example, if somebody telephones a government call centre and the answer is on the web, the caller could be directed to the Internet via an interactive voice system before a contact is established between the citizen and the call centre agent. [20] 

Dr. Jong-Sung Hwang, Assistant Mayor of Seoul for IT, shares how South Korea’s capital city is planning to leverage mobile devices to improve public service delivery and why it is crucial for the success of the city’s e-government roadmap.

Seoul city plans to position mobile devices as a primary channel to Seoul’s e-government services. In fact, a large number of Seoul citizens access the internet using mobile devices than their personal computers.

E-government services should be mobile-based to improve citizens’ access to public services. Smart phones, in particular, will become a key device for e-government services along with computers. We are already witnessing that more citizens use smart phones than computers to report difficulties of public services to the city government.

Seoul’s Mobile Strategy goes beyond a mere data search. It is now entering a new stage towards leveraging interactive services. All the content of the websites under the Seoul city government have already been made available to mobile users, and the city is working to make businesses between government and citizens be accessible on mobile devices.

Citizens are already using mobile services to report difficulties and pay taxes. E-poll is one of the first mobile services of Seoul. It allows citizens to vote for policy alternatives which could have a significant impact in their community. By doing so, we are able to engage citizens in discussions on issues that matter most to them when we conduct public forums or ask for their suggestions over at our Social Networking Sites.

Apart from e-poll, another popular mobile service is Seoul Bus application which provides real-time location information of over 7,000 city buses and their expected arrival time at designated bus stops.

Mobile devices are critically important for the realisation of Smart Seoul 2015. We are making the most out of mobile technologies to launch new location-based services and to enable citizens be connected anytime and anywhere. In addition, it is strongly encourage public employees with field duties to harness mobile devices to complete their duties on the field.

Seoul citizens are very good at adapting to various technologies. As a result, there is a high demand and expectation for state-of-the-art services. Seoul citizens are using over 50 per cent of mobile services provided by Seoul city. However, they are constantly demanding easier services with higher value this then challenge us to further innovate our services so as to respond to their changing needs.

It is very important to develop and manage e-government services from the perspectives of users instead of suppliers. E-government is a new service, and citizens are not familiar with it in the beginning.

E-government services are successful only when citizens begin to habitually use them. So e-government services should be completely user-oriented. We should not try to change the users to fit into the framework of e-government services but change e-government services to meet the needs of users. [21] 

GOVERNMENT CLOUD

Governments worldwide are embracing cloud services – motivated in large part by "Economic Darwinism" and moves to manage the cost of running IT systems, according to Professor Peter Grant, government chief information officer (GCIO) for Queensland. Professor Grant, a keynote speaker at the industry’s flagship FutureGov Forum Queensland (4th December 2012, Brisbane), said a global financial crisis had motivated governments to embrace the cloud and other cost-saving platforms. Starting with President Obama’s "Cloud First Strategy" in the US, this platform is filtering through at all levels of government. As an early cloud adopter, the US is taking the lead with investing in cloud services. This investment is driven, in large part, by economic pressures, noted Professor Grant.

He added that, among the benefits, cloud services will enable agencies to tackle concerns involving "vendor lock-in" – while reaping the benefits of an open, ubiquitous computing environment. Moves to the cloud foreshadow "a bunch of new negotiations, and the sourcing of IT as a service," he noted. To gain traction, governments need to debate new approaches to how the ICT dollar is spent. "We need to be brave enough to set the future of government."

In Australia, a high proportion of application portfolios will reach the end of their life cycle in the next five years. Many of these systems were installed during Y2K planning. A transition period offers a "perfect opportunity to fix things," and explore more cost-effective platforms.

Regionally, Asian governments are embracing cloud models under green field investments. This is largely because emerging economies did not have "legacy systems to worry about." The fundamental enabler of government is IT as a service, Professor Grant noted. "We need to first understand what services is government delivering? And then we need to align our IT investment to support that service."

Professor Grant, Queensland’s GCIO for the past 12 months, said his department has oversight for more than a 1,000 projects at any given time. To manage these projects, "risk profiles" are being allocated to those that need immediate attention. Earlier, the Queensland government initiated an audit of ICT spend across agencies. Findings from this audit are expected to be delivered to current minister for science, IT and innovation, Ros Bates – most likely in February 2013. [22] 

WORLD E-GOVERNMENT RANKINGS

In recent years, there has been a change in emphasis away from structural devolution, disaggregation, and single-purpose organizations towards a more integrated approach to public service delivery. Variously termed "one-stop government," joined-up government" and "whole-of-government," the movement from isolated silos in public administration to formal and informal networks is a global trend driven by various societal forces such as the growing complexity of problems that call for collaborative responses, the increased demand on the part of citizens for more personalized and accessible public services, which are to be planned, implemented and evaluated with their participation, and the opportunities presented by the Internet to transform the way the government works for the people.

E-GOVERNMENT IN EUROPE

Europe as a region has been in the vanguard of information technology and setting the pace for others to follow. Building on the existing strength of high levels of human capital and infrastructure, the transformative role of ICT has been recognized and adopted to further streamline e-government services. Moving beyond improving public sector efficiency, Europe is now looking to adapt innovative technologies to human development and economic sustainability in the future. The European region has the highest level of e-government development, which is around 50 per cent higher than that of the world as a whole. Western and Northern Europe offer the most on-line services but considerable gains were made by Southern and Eastern Europe as well in 2012.

With a common e-government framework, EU countries are encouraged to deploy advanced technologies, institute better governance and provide expanded services with concomitant pursuit of greater transparency, efficiency and inclusion. Notwithstanding, differences remain between regions and within them. Key European countries spend more than double the EU average amount per capita on ICT, others, around half of it.

The Netherlands (0.9125) made substantial gains, advancing to the top position in Europe and in world rankings, followed by the United Kingdom (0.8960) in 3rd place and Denmark (0.8889), which also advanced and occupies the institutional reform to increase access to information and promote digital services (e-services), and to improve public administration. By improving the governance frameworks the programme is expected.

Even though its global ranking dropped, Spain (0.7770) remained the leader in Southern Europe, followed by Slovenia at 25th and Croatia at 30th in world rankings. The e-national site of Spain is available for the user in five languages with information services and easy-to-navigate features. In Slovenia the public sector reforms have included digitization of governance processes and services for improved functioning.

The e-State portal of the Government of Slovenia (http://e-uprava.gov.si) organizes information to citizens by links to 18 life event categories such as work and employment, health and social affairs, personal finance and taxes, environment, education and youth, and social welfare so that information on government services can be easily and quickly accessible. BiH belongs to e-government development in Southern Europe. Bosnia and Herzegovina e-government development index in 2012.year (0,5328) is better for 0,063 points than in 2010.year (0,4698). But BiH World Development Ranking is in 2012.year on 79 positions, and it is worse 5 ranks than 2010. year (74 rank). [23] 

2.2. E-GOVERNMENT IN ASIA

Asia is home to 60 per cent of humanity. With some Asian countries, including China and India, averaging around 8 to 9 per cent of the continent’s GDP, Asia as a whole continued to expand e-government services further. Investments were made horizontally to expand infrastructure, including support for broadband and mobile access, while at the same time governments reached out to provide greater online services and improve e-governance. In 2012, three of the world ’s top 20 e-leaders are from Asia, and the region as a whole has a higher level of e-government development than the world average.

While there has been improvement in providing e-services across the continent, some of the largest gains are found in Western Asia. The Republic of Korea (0.9283), the world leader in e-government, is also the top performer in Asia with around double the average world e-government offerings. The 2nd slot is taken this year by Singapore (0.8474) followed by Israel (0.8100) and then Japan (0.8019). Close behind are Saudi Arabia (0.6658) and Qatar (0.6405), both of which have undertaken to expand citizen centric services as reflected in their notable performance, which raised their global rankings to 41st and 48 th respectively. A separate e-payment portal has been developed through which citizens are able to handle all online transactions. In accordance with the strategy of the Supreme Council of Information and Communication Technology (ictQATAR), Qatar developed a strategic plan for the implementation of an integrated government programme. [24] 

Turkey belongs to e-government development to Western Asia. Turkey is on 80 position. In 2012.year, it has a worse 11.ranks position than it was in 2010.year (69.place). But it has more 0, 0501 points in 2012.year (0, 5281) than in 2010.year (0,4780).

E-GOVERNMENT IN TURKEY

Information technology (IT) is rapidly changing both the personal and social aspects of people's lives. This change creates information society.  Global competition quickly affects information technology because information-based societies and IT affect every aspect of life from the economy to socio-cultural values and manifest as either benefits for or deficiencies of countries. And there is a question why are exports from the IT sector so low?

Emin Sadık Aydın, head of the Information Society Department at the Ministry of Development, explained in an interview with Today's Zaman that reaching IT targets constitutes a major area of competition between countries. "Progress in IT has become an indispensable condition of being ahead in global competition, increasing production efficiency and providing higher quality services. Without attaining those IT targets, it would be increasingly difficult for countries to achieve their other goals," he said. Acknowledging that "there is still need for much progress," Aydın explained that Turkey's current IT projects and its rapid evolution as an information society offer great opportunities for investors.

Also he said that considering a Turkey's current position as an information society and with respect to its IT sector that "Our lives are changing in line with changes in information technologies. Are only our individual behaviours changing? No. These changes affect our entire lives. And these changes are comprehensive in that if you refuse to make use of information technologies, your competitiveness diminishes -- no matter how big a company or country you are. The use of IT, on the other hand, changes lives extraordinarily.

This IT-induced change happens in all sectors, ranging from the most modern to even the most traditional, and actually reflects the economic dimension of what we call information society. Turkey, too, experiences this process. There are social and cultural aspects to IT-related change." And he also said „That the government is part of the process as it contributes to how public policies are shaped. Countries are working intensively on information societies. Some focus on the IT sector, while others pay greater attention to its use by citizens and yet others concentrate on how IT transforms other sectors."

In Turkey actually, in the 1980s, the Postal and Telecommunications General Directorate (PTT) tried to make the use of telecommunications widespread. Turkey is capable of quickly adopting changes in technology. The state has undertaken several long-term projects. For instance, the Address-Based Central Population Registration System [MERNÄ°S] project started 30 or 35 years ago. The Finance Ministry, Customs, the police department and the like widely use such technologies [as MERNÄ°S]. In the early 2000s, Turkey began to deal with IT projects in a tidier manner. First, the Prime Ministry launched the "e-Turkey" initiative. [25] 

The First International Symposium on Digital Forensics and Security (ISDFS) will take place in Elazig, Turkey, 20-21 May 2013. This symposium is organized by a consortium established by Firat University,Turkey, Sam Houston State University, USA, Gazi University, Turkey and the Turkish Police Academy. 

The symposium focuses on both theoretical and applied in digital forensics, information security, and law. The ISDFS is dedicated to the exchange of research, experience and best practice with the digital forensics, information security and law community.  [26] 

GUIDELINES AND ORGANIZATION STRUCTURE

The government does that mostly for its own institutions. The e-Turkey project remains officially valid. One of the major aims of this project is strategy. Why was the 2006-2010 Strategy Plan so important? It was the first plan about information society strategy in Turkey.

This structure is extremely important as it determines who is responsible for what, etc. True, the state may be sluggish in properly driving IT change. The strategy document envisaged a structure but couldn't implement it.

When bureaucracy coordinates and paves the way, the private sector's dynamism pushes public institutions forward. Jointly prepared projects secured the EU grant. The success in these projects is owed to the dynamism of the IT sector and society.

Turkey are about 20 percent behind the EU with respect to Internet usage [40 percent versus 60 percent] and closed the gap in terms of persistent Internet use [among those who do use it].  Here, the advantage is of having a young population steps in with important messages.

Turkey discover the Internet in 2002 and there was an expansion of broadband. The businesses, friendships and communications are moved to the Internet. The Internet is just one indicator and there has also been a big increase in e-commerce. Another striking indicator is small and medium-sized enterprises [SMEs]. It is in a better position than European countries in terms of broadband Internet use and SME website ownership. First of all, the growth of the IT sector itself will generate added value. The IT sector has to grow beyond its boundaries in Turkey. Public investments in new projects are on the rise. Current trends indicate that local and foreign investors will invest more heavily in Turkey's growing IT market. [27] 

3.2. TURKISH CASE FOR E-TRANSFORMATION IN PUBLIC MANAGEMENT

E-Transformation Turkey Project initiated in 2003. Right to Information Act adopted (Oct 9, 2003). Liberalization process in telecoms started in 2004. E-Signature Act adopted (Jan 14, 2004). Interoperability Guidelines v.1 introduced (Aug 4, 2005). Information Society Strategy and Action Plan adopted (July 28, 2006). Electronic Communications Law adopted (Nov 10, 2008). e-Government Portal launched (Dec 18, 2008). 3G services, short for third Generation, which is a term used to represent the 3rd generation of mobile telecommunications technology was launched (June 30, 2009). [28] 

4. E-GOVERNMENT IN BOSNIA AND HERZEGOVINA

An information society is a society where the creations, distribution, use, integration and manipulation of information is a significant economic, political, and cultural activity. The aim of the information society is to gain competitive advantage internationally, through using information technology (IT) in a creative and productive way. The knowledge economy is its economic counterpart, whereby wealth is created through the economic exploitation of understanding. People who have the means to partake in this form of society are sometimes called digital citizens. This is one of many dozen labels that have been identified to suggest that humans are entering a new phase of society. [29] 

4.1. PROBLEMS IN PUBLIC ADMINISTRATION CONSIDERING E-GOVERNMENT STRATEGY

Public administration provides services to citizens in 146 municipalities, 2 entities, in Brčko District and at the level of B&H state. At each level there are problems with administration work, such as follows:

The administration does not work by European standards,

The work principles and practice of municipalities or entities differ,

The clarity of the work and business is on a low level,

The absence of a unique data base on any level,

Lack of the electronic communication either on the horizontal or vertical level,

Lack of hardware and software standards, there are various operative systems in use, applications and data bases,

There is not a global plan of administration automation,

The existing systems appear to be separated, unconnected and cannot provide the necessary information for the citizens,

Modern ways of communication such as e-mail and the Internet are hardly ever used,

There are no services provided over web sites,

The services have been provided for the citizens in the following way: a citizen has to go from one desk to another, to get a receipt or certificate instead of doing it at once, at one inquiry desk or on-line.

In November 2004 the BiH Council of Ministers adopted the Policy, Strategy and Action Plan of the Information Society. The strategy covers a six-year long period (2004-2010). It was designed in accordance with the European initiatives and documents, such as the Action Plan for eEurope Development, the eEurope+ Plan for the countries candidates for joining the EU or the Policy of Information Society Development in BiH. It is composed of five development pillars: Legal infrastructure, eEducation, eGovernance, ICT infrastructure and ICT industry. The development of e-Government in Bosnia and Herzegovina is in its initial phase. Currently, information systems on the state level are being built, as well as web sites of two B-H entities (www.fbihvlada.gov.ba and www.vladars.net), municipalities and also a review of public administration in Bosnia and Herzegovina. The use of ICT in Bosnia and Herzegovina now is on a very low level. One of the main goals is the reform of public administration and introduction and application of modern technologies. [30] There is no national action plans for eAccessibility that have been adopted, but the National ICT Strategy addresses these issues. In 2009.year, the estimate of Internet penetration is 34%. The Action Plan adopted in 2004 remains valid. There is no central eGovernment system or portal. Regarding the development of strategy for eBusiness based on the Regional Guidelines developed by UNECE and adopted by the eSEE Working Group in Thessaloniki on 1st July 2005, there is no particular strategy for eBusiness has been adopted, but the ICT Strategy adopted in 2004 addresses the issue.

In BiH are no systemic activities that address this following issue:

to prevent the brain-drain and foster a successful ICT business climate,

considering a further removal of the obstacles to both direct foreign and domestic investment in order to stimulate the development of the IT Sector,

create an environment conducive to a decrease in the running costs of software companies and the subsequent cost of their services,

introduce favourable and growth-oriented tax schemes for the IT sector,

foster the creation of a favourable environment for IT professionals by stimulating business incubators, techno-parks and business start-up centres, through partnership with universities and the private sector,

a national programmes for the digitalisation of libraries,

There are no nationwide programmes for the digitalisation of cultural and historic heritage, but some programmes/projects have been started. All decisions that require public discussion, as well as their drafts, some available for on-line discussion, but no systematic benchmarking exists. Also, no official laws or decisions on this issue exist.

There is no a significant increase in the participation of citizens and business as part of eGovernment services has been registered, although no systematic benchmarking exists. Action Plans for the implementation of ICT in electoral processes and the implementation of electronic voting ICT is used for electoral process support, but to date no implementation of electronic voting is planned. [31] 

CONCLUSION

Interactive social media technologies have pushed governments to develop technology initiatives that provide citizens and businesses with unprecedented opportunities for communication.

To achieve connected governance, it is necessary that government will conduct that Intra-Government Process Re-engineering to be efficient, responsive and tailored that government reflect citizen needs, Inter-Government Process Re-engineering to be efficient, joined-up and borderless government (vertical cooperation/integration between levels, horizontal cooperation/integration between agencies at same level and multi-stakeholder cooperation (with private and third sectors) and Re-engineer legacy technology, processes, skills and mindsets.

It is important to define community resilience as the ability to solve problems, act for the future and participate in decision making facing a growing number of threats including environmental issues, economic recession and humanitarian disasters. Experience and research show that the quantity and quality of social capital within a community plays a crucial role in our resilience.

Public services and in particular public libraries initiate and support activities that engage, involve and connect people, discover and make the most of people’s talents and potential, improve and create networks within and between communities and nurture relationships of trust and partnership through working together. [32]