Gianluigi Viscusi, Informatica per le PA.

INFORMATIC A PER LA PA CONCETTI EINFORMATIC A PER LA PA: CONCETTI E METODOLOGIE

C di I f ti l PA

Gianluigi Viscusi (Ph.D.)

Corso di Informatica per la PA

SEQUOIAS Lab ‐ DISCo – Università di Milano Bicocca

[email protected]

AgendaAgenda

I d i• Introduction

• Background

• The eG4M Methodology

• Dealing with principles policies and lawsDealing with principles, policies, and laws

• Conclusion and Future work

2

Transizione dalla fase di management dei computer a quella dei sistemi informativi

Sviluppo del valore di Business dei SI

Management deiSi t iSI Sistemi

Informativi(MIS)

Relazione con le altre funzioni

Fonte, Laudon, j, Laudon K. Manage ement dei sistemi informativi

Gestione della funzione SI

Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Management deiComputer

(Computer Management o Data Processing-DP)

Gestione attività operative e tecniche dei SI

Data Processing-DP)

Relazione tra le strategie di business SI e ITRelazione tra le strategie di business, SI e IT

Strategia di business

Decisioni di businessObiettivi e direzione

Verso dove si muove il business e perché

Potenziale impatto dei

SI/IT sul settore,sull’azienda e Cambiamento

Supporto al Direzione del business

sull azienda e sull’organizzazione

Strategia dei SI

Basata sulle necessità del business

ppbusiness

Basata sulle necessità del businessOrientata alla domandaFocalizzata sulle applicazioni

Cosa è richiesto

Strategia IT

Infrastruttura e servizi Necessità e priorità

Fonte, Laudon, j, Laudon K. Manage ement dei sistemi informativi

Basata sulle attivitàOrientata all’offertaFocalizzata sulla tecnologia

Come può essere offerto

Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Allineamento tra strategia e IT ‐ Henderson e Venkatraman (1992)

Esterna Strategia dibusiness Strategia IT

Integrazione strategica

InternaInfrastruttura

e processi

Sistemi informativi,

Interna e processi organizzativi infrastruttura e

processi

Integrazione funzionale

a livello dibusiness

a livello di IT

Fonte, Laudon, j, Laudon K. jManage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Scenari della strategia SI/ITScenari della strategia SI/ITPressioni interne all’azienda per avere un’ulteriore

distribuzione del controllo dei SI/IT

ALTO

OPPORTUNISTICO COMPLESSO

Diffusion:grado di

decentralizzazione delt ll d i

Pressioni competitive esterne aumentano la criticità dei SI/IT per

il b icontrollo deiSI/IT in azienda

TRADIZIONALE SPINA DORSALE

il business

BASSO

Infusion:BASSO ALTOFonte, Laudon, j, Laudon K. grado di dipendenza del

business dai SI/IT

jManage,ement dei sistemi informativi – vol. 2- Pearson, 2009

I tre aspetti fondamentaliI tre aspetti fondamentali

Organizzazioneg

INFORMAZIONI

TecnologiaProcessi TecnologiaProcessi

Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Portafoglio IT (1/4)Portafoglio IT (1/4)

LA)

Cultura

i Ser

vizi

o -S

IT

Facilities

CompetenzeIT

Persone/Organizzazione

IT

(es.

Liv

elli

d

Stra

tegi

a I

Processi di gestione IT

&

Ris

ulta

ti: (

Layout PortafoglioApplicativo

ComponentiIT

Reti



lCulturai d l l

CompetenzeIT

Persone/OrganizzazioneIT

Cultura UtentiIT

aziendale CulturaIT

o IT

o IT

egia I

T

IT OrganizzazioneITFacilities

Personale IT

one

e co

ntro

llo

(back-office) Processi di gestione IT (front-office)operations; assetmanagementon

e e

cont

rollo

(back-office) operations; assetmanagement(back-office) operations; assetmanagement ta

ti

Stra

te

&L ut

Hardware eNetworking

P.A. orientato allagestionePr

ogra

mm

azio operations; assetmanagement

facilitymanagement servicedelivery

OLA SLA

Prog

ram

maz

io operations; assetmanagementfacilitymanagement servicedelivery

OLA SLAoperations; assetmanagementfacilitymanagement servicedelivery

OLA SLA

Risu

lt

servicemanagement

PortafoglioApplicativo

ComponentiIT

LayoutNetworking

SistemiOperativi

gestione

Portaf. xGestione

D tiArchitetture

PP

Retip

Dati(DBMS)Topologie e Protocolli



IT Capabilities

Cultura UtentiIT

Culturaaziendale Cultura

IT

dina

miche

o

FSI

...

)

T

CompetenzeIT

Persone/OrganizzazioneITFacilities

Personale IT

2

ontr

ollo

IT

ontr

ollo

IT

azioni

eamen

to c

on d

/cam

biam

ento

Stra

tegia

IT

3.1 3.2

stra

zion

e e

co

(back-office)operations; asset managementfacilitymanagement

i d liOLA SLA

stra

zion

e e

co

operations; asset managementfacilitymanagement

i d liOLA SLA

Processi di gestione IT operations; asset managementfacilitymanagement

i d liOLA SLA

ati /

Pre

sta

uten

ti,

allin

edo

evo

luzion

e/

(front-office)

servicemanagement

S


ComponentiIT

&Layout


P.A. orientato allagestione

4

Am

min

is service delivery

Am

min

is service deliveryservice delivery

Risu

lta

oddisf

azione

zien

dali,

gra

d

ApplicativoIT

Reti

SistemiOperativi

Portaf. xGestione

Dati(DBMS)

Topologie e Protocolli

Architetture1

(es.

so az

+1 4 Infrastruttura=+1 4 Infrastruttura IT=


IT Dynamic Capabilities

Cultura UtentiIT

Culturaaziendale Cultura

IT

dina

miche

o

FSI

...

)

T

CompetenzeIT

Persone/OrganizzazioneITFacilities

Personale IT

2

ontr

ollo

IT

ontr

ollo

IT

azioni

eamen

to c

on d

/cam

biam

ento

Stra

tegia

IT

3.1 3.2

stra

zion

e e

co

(back-office)operations; asset managementfacilitymanagement servicemanagement

i d liOLA SLA

stra

zion

e e

co

operations; asset managementfacilitymanagement

i d liOLA SLA

Processi di gestione IT operations; asset managementfacilitymanagement

i d liOLA SLA

ati /

Pre

sta

uten

ti,

allin

edo

evo

luzion

e/

(front-office)

S


ComponentiIT

&Layout


P.A. orientato allagestione

4

Am

min

is service delivery

Am

min

is service deliveryservice delivery

Risu

lta

oddisf

azione

zien

dali,

gra

d

ApplicativoIT

Reti

SistemiOperativi

Portaf. xGestione

Dati(DBMS)

Topologie e Protocolli

Architetture1

(es.

so az

+ =Fonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Strati di servizio (1/2)

Business

Fattorid’influenza

Strategia ITStrategia di business

Management del

Richiesta di servizi IT

Management del portafoglio IT

L d hi

Produzioneed erogazione

Leadership

Management del t f li t i

erogazionedel servizio

portafogliotecnicoFonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Strati di servizio (2/2)Strati di servizio (2/2)

Aree

Capabilities Sourcing

L d hi

Processi Strategia IT eGovernance

Produzioneed erogazione

Leadership

Aree di

Management del t f li t i

erogazionedel servizioservizio IT

portafogliotecnicoFonte, Laudon, j, Laudon K. Manage,ement dei sistemi informativi – vol. 2- Pearson, 2009

Esempio di organigrammaEsempio di organigramma

L d hi

Legenda

Cli t O i ti

Client Relationship

Service Organization

Leadership

Chief AdministrativeChief AdministrativeOffiChief OperationsChief Operations

Offi

CEOCEO

Client Organization Chief AdministrativeOfficerOfficerChief Operations

OfficerOfficer

ApplicationsLead

ApplicationsLeadChief Relationship

OfficerChief Relationship

Officer Chief TechnologyOfficer

Chief TechnologyOfficer

UnitOperationsProgram

OfficeProgramOffice

Architecture & Portfolio

•System analysts•Application programmers•Competence Centers

Biz Liaison Manager

Biz LiaisonManager

•Break/Fix•Regulatory•Minor Enhancements

Application DevelopmentDivision 1

Division 2

ApplicationMaintenance

•Hosting•DesktopHelp Desk

Infrastructure

•Competence Centers•Consultants•Project Managers

Biz LiaisonManager

•Minor Enhancements

Biz LiaisonManager

Division 3

Division n

. . .

•Help Desk•Communications

Geo. Svc.

Geo. Svc.

Geo. Svc.

Geo. Svc.

Service

Regional

Country 1 Country 2 Country 3 Country n . . .

Manager Manager Manager Manager Ser ce

Management


Catena del valoreCatena del valore


Allocazione delle risorse IT (1/2)

Allocazionerisorse IT

Strategia di business

Customer Satisfaction

Risorse (spese) discrezionali allocate per raggiungere gliobiettivi di business

Efficienza del sistema impresa

obiettivi di businessglobali e di divisione

(necessari perincrementare il livello

di ricavi ed ilvantaggio

Produzione del servizio IT

vantaggiocompetitivo)

Produzione del servizio IT (attività connesse ai sistemi tradizionali, maintenance, aggiornamento, supporto

applicativo)

Spesa non discrezionale per

l’attività di produzionedel servizio (necessarie(

per mantenerel’operatività quotidiana)

Fonte: Gartner Group, ComputerEconomics.com, Accenture


Allocazione delle risorse IT (2/2)Allocazione delle risorse IT (2/2)

NuoviSviluppi 14.0%

SolutionsDevelopment &Maintenance

NuoviSviluppi

Manutenzioneevolutiva

Manutenzione eSupportoApplicativoHardware13.0%

36.7%

10.7%

12.0%

Mainframe

Midrange/ServerSpesa

Software

Personale

9.0%

49.6%

8.4%

9.7%

ServiceDelivery PC e terminali

Help Desk/ Supportoutente

TLC D ti

SpesaIT

totaleTLC

3.5% deiRicavi

11.5% 51.9%

12.6%

6.7%

TLC - Dati

TLC Voice & Video

Pianificazionee GestioneIT

Servizi

Altro

11.1%

5.8%

7.8%

6.7%

6.4%

Leadershipan f caz n G t n

AltroFonte: Gartner Research, Meta, Giga, Forrester, Computer Economics, and Accenture Analysis

11.4%

5.0%


AgendaAgenda


• Background


• Dealing with principles policies and lawsDealing with principles, policies and laws


18

P i i l f P bli GPrinciples of Public Governance

• adherence to the rule of law• the primacy of the collective interest over sectoral or p y

private interests• respect for the rights of individuals• eq it• equity• transparency• democratic accountabilitydemocratic accountability • responsibility for future generations

E Government*E‐Government

• E government is defined as Internet (online) service delivery and other• E‐government is defined as Internet (online) service delivery and other

• Internet‐based activity such as e‐consultation.

• E‐government is equated to the use of ICTs in government. While the focus is generally on the delivery of services and processing the broadest definition encompasses all aspects ofthe delivery of services and processing, the broadest definition encompasses all aspects of government activity.

• E‐government is defined as a capacity to transform public administration through the use of ICTs or indeed is used to describe a new form of government built around ICTs. This aspect is g pusually linked to Internet use.

*F t OECD G t St di Th G t I ti 2003

20

*Fonte,OECD e-Government Studies, The e-Government Imperative, 2003

E GovernanceE‐Governance

• In general terms governance is the process of decision making and the process by• In general terms governance is the process of decision making and the process by which decisions are implemented, and an analysis of governance focuses on the formal and informal actors involved in decision‐making and implementing the decisions made and the formal and informal structures that have been set in placedecisions made and the formal and informal structures that have been set in place to arrive at and implement the decision.

• Government is one of the actors in governance. Other actors involved in governance vary depending on the level of government that is under discussiongovernance vary depending on the level of government that is under discussion

• e‐Governance is the field of activity where policy design, co‐ordination, arbitration, networking and regulation (just to mention essential steering f ti ) ith ICT b t l f ICT t k l A d thi i l ll t ffunctions), with ICTs, but also of ICTs, takes place. And this involves all sorts of non‐state actors, the state representatives being however one of the main stakeholders (Misuraca, Viscusi2010).

21

MotivationsMotivations

Diff t h i th t f th bli t t d• Different approaches in the management of the public sector towards new models of governance, aiming to reintegrate services with a new perspective on bureaucracy

• Awareness that models and techniques of information systems evaluation exploited in the private sector cannot be adapted as‐is to public sector and e‐Government initiativesp

• Lack of methodologies coping with the systemic complexity of e‐Government at strategic planning level

• Poor consideration of the impacts of principles, policies and laws on e‐Government projects planning has been seldom investigated

• Poor consideration of the institutional facets of e‐Government strategy gyas a rules‐based‐action aiming to provide services appropriate for the institutional context

22

QuestionsQuestions

H d l i i i h h diff• How to deal in a systemic way with the different facets involved in the planning of e‐Government i i i i ?initiatives?

• How to deal with different rules and legal frameworks in planning and design of e‐Government initiatives?

• How to elicit the institutional requirements within the context of intervention?f

23

AgendaAgenda

I d i h h• Introduction the research group

• Background


• Dealing with principles policies and lawsDealing with principles, policies and laws


24

E Government StrategyE‐Government Strategy

A G t t t i l f G t t• An e‐Government strategy is a plan for e‐Government systems and their supporting infrastructure which maximizes the ability of management to achieve organizational objectivesability of management to achieve organizational objectives (Heeks, 2005)

• Furthermore, the e‐Government strategy can be seen from an , gyinstitutional perspective as a rules‐based‐action aiming to provide services appropriate for the institutional context. – The appropriateness of rules considered organized into institutions

includes both cognitive and normative components (see March & Olsen2008).Olsen2008).

25

Founding conceptsFounding concepts

A i t i th bilit f d t ti d h i th t ti l• Appropriateness is the capability of detecting and enhancing the potential of the context, and the degree the e‐Government services fit the context characteristics, both at the macro (scenery) micro (users context) , and institutional level (Bridges 2005) . The appropriateness of rules considered organized into institutions includes both cognitive and normative components (March & Olsen 2008).

• Homology of systems or structure establishes a structural correspondence between two phenomena or between two coherent systems of meaning and action (Boudon 2000, 2001).

• Quality, as a quality of an artifact, a product, a service, is the degree to y, q y , p , , gwhich a set of inherent characteristics of the artifact, process, service fulfills requirements (ISO 2000).

26

The eG4M perspectiveThe eG4M perspective

Outer context

SOCIAL-ECONOMIC

JURIDICALDIMENSION

ORGANIZATION

NEEDS SERVICES

ORGANIZATIONAL

SOCIAL-ECONOMICDIMENSION

ORGANIZATION

PROCESSESPROCESS

ORGANIZATIONALDIMENSION

Inner context PROCESSES

INFORMATIONComplementary

PROCESSDIMENSION

RESOURCEDIMENSION

Inner context

INFORMATION

TECHNOLOGICAL INFRASTRUCTURE

Complementary Organizational Resources

TECHNOLOGICALDIMEN ION

DIMENSION

INFRASTRUCTUREDIMENSION

27

The eG4M methodologyThe eG4M methodology

28

The eG4M application scenarios

State Reconstruction

Application Scenario (b)

State Reconstruction

Application Scenario (a)

Q lit t

Available processes

Q lit t

Available services

Evaluation of quality of processes

Quality assessmentQuality assessment

Evaluation of quality of services

Choice of new projectsChoice of new projects

Projects improving the quality of a process or a group of processes

Application Scenario (c)

Projects improving the quality of a service or a group of services

Application Scenario

eReadiness and quality assessment

Application Scenario (c)

Quality assessment

(d)

Complete assessment of an organization

Complete assessment of an information system, or technological

infrastructure

Legal Framework- Efficiency

‐ Redundancy - Effectiveness

A

eG4M Quality‐ Accuracy

‐ Coherence‐ Completeness

‐ Accessibility‐ Accountability

Quality framework

‐ Efficiency

‐ Temporal efficiency

‐ Procedural efficiency

Organization/Process‐ Efficiency

‐Temporal efficiency

‐ User time

Service

y

‐ Level of simplification

‐ Effectiveness

‐ Effect. of Personnel

‐ Capability

‐ Proactiveness

‐ Service provision time

‐ Economic efficiency

‐ Effectiveness

‐ Correctness

‐ Accessibility

‐ Accessibility

‐ Sharing

‐ Accountability

‐ Responsibility

‐ Transparency

‐ Temporal accessibility

‐ Cultural accessibility

‐ Physical Accessibility

‐ PhAcc to disabled persons

Accountability

Transparency‐ Control ‐ Transparency

‐ Feedback

ICT TechnologiesSoftware , Hardware & Network Technologies

DataNetwork Technologies

-Efficiency- Temporal Efficiency

‐ Response time

- Accessibility

- Effectiveness‐ Accuracy

‐ Completeness

- Accessibility‐ Inter‐administration data accessibility


‐ Infrastructural accessibility

‐ Channel accessibility

‐ Inter‐administration data accessibility

‐ Data accessibility for disabled persons

30

Legal Framework- Efficiency

‐ Redundancy - Effectiveness

A

Relationships between‐ Accuracy

‐ Coherence‐ Completeness

‐ Accessibility‐ Accountability

between qualities

‐ Efficiency

‐ Temporal efficiency

‐ Procedural efficiency

Organization/Process‐ Efficiency

‐Temporal efficiency

‐ User time

Service

y

‐ Level of simplification

‐ Effectiveness

‐ Effect. of Personnel

‐ Capability

‐ Proactiveness

‐ Service provision time

‐ Economic efficiency

‐ Effectiveness

‐ Correctness

‐ Accessibility

‐ Accessibility

‐ Sharing

‐ Accountability

‐ Responsibility

‐ Transparency

‐ Temporal accessibility

‐ Cultural accessibility


‐ PhAcc to disabled persons

Accountability

Transparency‐ Control ‐ Transparency

‐ Feedback

ICT TechnologiesSoftware ,Hardware & Network Technologies

DataNetwork Technologies


‐ Response time

- Accessibility

- Effectiveness‐ Accuracy

‐ Completeness

- Accessibility‐ Interadministration data accessibility


‐ Infrastructural accessibility

‐ Channel accessibility

‐ Interadministration data accessibility

‐ Data accessibility for disabled persons

31

eG4M applicationeG4M application

E t i l li d i th G4M ( G t f• Extensively applied in the eG4M (eGovernment for Mediterranean Countries) project:

– Morocco – from November 2008 to April 2009R di f M i i lit f T i (f G )• eReadiness of Municipality of Tangier (focus on Governance)

– Tunisia ‐from January 2008 to April 2009Tunisia from January 2008 to April 2009• Information systems integration initiatives of the Tunisian Ministry of agriculture and hydraulic resources.

32

The tunisian experimentationThe tunisian experimentation

Th i h ll f th Mi i t i th i t ti t• The main challenge for the Ministry is the integration at horizontal level of the data bases of the central administrative departmentsdepartments.

• A second related goal is to

– provide a unified view of the interactions between eachprovide a unified view of the interactions between each department and other public administration, • to evaluate the actual level of efficiency and effectiveness of ycurrent information systems for eGovernment services provision.

33

The participantsThe participants

F j d i i t ti d t t h i it i th• Four major administrative departments have priority in the e‐Government initiatives, namely: – the department of animal production;– the department of animal production;

– the department of the restructuring of agricultural state‐owned domains;

– the department of veterinary services;

– the department of water resources management

34

The actionThe action…

• eG4M state reconstruction step have been focused on the following issues:• eG4M state reconstruction step have been focused on the following issues:

– the conceptual schemas re‐engineering of the current data bases, in order to identify the master data of the MAHR, suitable to be used for the design of the conceptualthe master data of the MAHR, suitable to be used for the design of the conceptual schema of the integrated information system;

– the data quality evaluation of the available data, in terms of their currency and completeness, in order to verify the correspondence with the current procedures and services provided by the public administration;

– the representation of the interactions between public administrations in terms of services and related processes, together with involved type of information and

hi f th i l d d t b th l i t d fi th i it i t tiownership of the involved data bases; the goals is to define the priority intervention areas in the integration initiative.

• After a set of courses introducing the methodology and related topics, the above described three issuesAfter a set of courses introducing the methodology and related topics, the above described three issues have been developed through participatory design workshops involving four teams composed by three civil servants (one senior manager and two middle level manager) each from the four departments

35

AgendaAgenda


• Background


• Dealing with principles, policies, and lawsDealing with principles, policies, and laws


36

Principles Policies RulesPrinciples, Policies, Rules

P li i b id d i t ti ( ) ti ( ) d b th• Policies can be considered as intention(s), action(s) or as composed both by intention(s), action(s) (Page, 2006)

• Principles are “general views about how public affair should be arranged or conducted (Principle can be considered a specific Policy intentions) (Page, 2006)

• Public policy can be considered synonymous with law rule statute edict• Public policy can be considered synonymous with law, rule, statute, edict, and regulation, when considered as ”an officially expressed intention backed by a sanction” (Lowi, 1998)

• Nevertheless, even if all public policies must be understood as coercive, coercion is only one of the characteristics of rules and law besides coercion may confer powers or privileges without imposing obligations (Hart, 1961)

37

Legal systems and rulesLegal systems and rules

L l t b id d t f l (H t• Legal system scan be considered as a systems of rules (Hart, 1961), where rules can be classified in terms of – primary rules that express rules of conduct (Hart 1961)primary rules that express rules of conduct (Hart, 1961)

• a primary rule as a rule (policy) that imposes an obligation on citizens and then applies a sanction for nonperformance

– secondary rules that define the roles of the civil servants who have to administer the rules of conduct (Hart, 1961)• a secondary rule (policy), in contrast, imposes no direct sanctions but, instead, empowers or

enables citizens to act in their own behalf or interests

( )• A complementary distinction (Searle, 1995)is made between – regulative norms which describe obligations, prohibitions and permissions,

– constitutive norms that regulate the creation of institutional facts likeconstitutive norms that regulate the creation of institutional facts like property or marriage, as well as the modification of the normative system itself. These latter are related to secondary rules

38

Principles/Policies checklist

Principle/Policy Market-Oriented Public-Oriented

Impersonality

Fairness

E-Gov

Equality

Personalisation

Decentralisation v vision e

Delegislation

Subsidiarity

Wholeness elicitatio

Wholeness

Disaggregation

Cooperation

Integration

onIntegration

Uniformity

Efficiency

Simplification

Productivity

Effectiveness

39

(Retrieved among others from Cordella,2006 – Du Gay, 2000 – Dunleavy, 2006)

Adequacy

Accountability

Transparency

Principle, goal, related rules, enabling technologies, socio‐organizational impact

Principle Goal Rule Driver Socio‐organizational

E-Gov

Impact (AS‐IS)

Efficiency Embedding Simplification laws Cooperative Improve administrative

v vision e

administrative

procedures in ICT

architectures processes

elicitatio

Effectiveness Information management

and coordination

Laws on digital

signature

Digital signature

technology

Reducing Burden on

citizens

on

40.

Common goals and strategiesCommon goals and strategies

# of Principles # of Goals #of Strategies

2 4 13

E-Gov

Principles Common Goals Common Strategies

<Efficiency, Effectiveness> 2 6

v vision e

Map A <Achieve internal effectiveness><Improving Administrative processes, Improving information management and coordination by means of laws, Improving information management

elicitatio

Improving information management and coordination by means of ICT

architecture>

on

Map B <Reduce burden for administrative

services>

<Improving data governance, Enforcing laws on digital signature,

introducing digital signaturetechnologies

41

services> technologies

Macro Micro objectives definitionMacro‐Micro objectives definition

Common Goals Common Strategies Macro‐Objective Micro‐objective

<Achieve internaleffectiveness>

<Improving Administrativeprocesses, Improving information management and coordination by

1. Effectiveness of the Administrative activity(Organization Process )

Services accessible with multiple channels

E-Gov

management and coordination by means of laws, Improving

information management and coordination by means of ICT

architecture>

(Organization‐Process )

2. Simplification of administrativeactivities (Laws)

v vision e

3. Reduce burden for administrative services (Service)

4. Use innovative ICT technologies

elicitatio

(Technology)<Reduce burden for administrative services>

<Improving data governance, Enforcing laws on digital signature,

introducing digital signaturetechnologies>

on

42

Legal framework (an example based on Italy and Tunisia)

Consti

tution

STATE

tution

International treaty

E REC

ON

Law

Decree

NSTR

UC

Decree

Decree with force of law

TION

Ordinance

Administratives rules

43

Services and related existing laws (Tunisia)

Issue Type of rule Year Objective

P i C tit ti 2002 M difi d ti l t i t d th i i l f l d tPrivacy Constitution 2002 Modified an article to introduce the principle of personal data protection

Privacy Law 2004 An organic guidance law on privacy

P i D 2007 C t N ti l A th it t th i i i l

STATE R

Privacy Decree 2007 Creates a National Authority to govern the privacy principle

Digital economy Law 2007 An organic guidance law on digital economy

Digital economy Decree 2007 List of activities included in digital economy

REC

ON

S

Digital economy Decree 2007 List of activities included in digital economy

Digital economy Decree 2007 Institution of the Higher Boaurd of digital economy

Electronic Law 2000 Juridical validity of electronic documents

STRU

CTI

administrationy

Electronic administration

Decree 2005 Creation of the electronic administration unit in the Prime ministerCabinet Office

Electronic Law 2000 An organic guidance law on electronic commerce

ION

Electronic Commerce

Law 2000 An organic guidance law on electronic commerce

Electronic Commerce

Decree 2000 Creation of the National Certification Agency

l i 200 l f h ifi i id i iElectronic Commerce

Decree 2001 Rules for the Certification provider activity

44

Services and related existing laws (Italy)S i L f Y M i i dd dService Law reference Year Main issues addessed

Certificate of residency

Law 1228/1954 1954 ‐The Municipality ownership of registry office.

‐The information to be held by the registry office.

‐The definition of rules for personal data and certificatesp

Legge 470/1988 1988 ‐ The institution by the Ministry of Interior of the National Record of the Registry Office

Law 59/97 1997 ‐The semplification of laws, rules, and administrative processes

‐The legal validity of electronic data and documents

STATE R

‐ Rules for the change of the organization of public managers

Driving licence provision

Decrees with the force of law 396/2000

285/1992

1992/2000 ‐The Municipality ownership of the registry office for civil status

‐ The creation of a digital archive for civil status in the municipality

‐The creation of a nation digital archive for civil status

REC

ON

S

285/1992 ‐ The obligation for local public administration to exchange data in electronic format through the national public network

‐The creation of a digital archive for the roads by the Ministry of transports

‐ The creation of a digital archive for vehicles

Driving licence Law 326/2003 2003 ‐ Rules for the suspension of the driving licence

STRU

CTIg

update / p g

Health card provision

Law 23/12/1978 n. 833

Decree 437/1999

1978/1999 ‐The rules for the registration to the national health system

‐Role and ownership of local office of the Ministry of Health

‐ Rules for the electronic health card

ION

Health card update

Law 1228/1954

Law 23/12/1978 n. 833

Decree 437/1999

1954/1978/1999 ‐The rules for the registration to the national health system

‐ Role and ownership of local office of the Ministry of Health

‐ Rules for the electronic health card

45Obtaining a doctor

Law 59/97 Decree 270/2000

19972000 ‐Roles of the physicians in the public administration

‐Rule for obtaining a doctor

Matrix Organization/Type of InformationMatrix Organization/Type of Information

Information/

Organization

Type of Public Administration

Residency Driving Licence Health cardOrganization Administration

Municipality Local Certifies/

Provides

‐ ‐

ffi h i l ifi /

STATE R

Traffic Authority Central ‐ Certifies/

Provides

‐

Regional Health Authority

Local ‐ ‐ Provides

REC

ON

S

Local Health Authority Local Uses ‐ Provides

Ministry of Interior Central Governs ‐ ‐

STRU

CTI

Ministry of Finance Central Certifies/

Uses

Uses Certifies/

Governs

Ministry of Health Central Uses ‐ Governs

ION

y

46

Matrix Type of Information/DataBaseMatrix Type of Information/DataBase

National registry of

Local registry of

central tax

Central registry of the road

Regional health

Local health registry

Databaseregistry of residents

registry of residents

tax registry

of the road traffic office

health registry

registry

Residency Ministry of Interior

Municipality

Information

STATE R

Driving licence Traffic authority

REC

ON

S

Health card Ministry of finance

Region health authority

Local health authority

STRU

CTIIO

N

47

The coherence of ICT technologies with the legal framework

h l / l i i l i li d i ib d bli h& h lICT Technology /Legal

framework

Digital Signature

technologies

Centralized

DBMS

technologies

Distributed DBMS

technologies

Publish&

Subscribe

Channel

technologies QU

A

Law 59/97 Relevant_for_law: yes

Operating: no

Relevant_for_law:

yes

Operating: yes

ALITY A

S

Decree with the force

of law 396/2000

Relevant_for_law: yes

Operating: no

Relevant_for_law:

yes

Operating: no

Relevant_for_law:

yes

Operating: no


Operating: no

SSESSME

Decree 437/1999 Relevant_for_law:

yes

O ti

Relevant_for_law:

yes

O ti


Operating: no

ENT

Operating: no Operating: no

48

The impact of the current legal frameworkThe impact of the current legal framework

Legal framework Organizational impact Technological Impact Enforcement Status

Law 59/97 Enables Enables Strong enforcement

QU

A

Decree 437/1999 Binds Enables Strong enforcement

Laws for digital signature Innovates Innovates Loose enforcement

ALITY A

S

Decree with the force of law 396/2000

Enables Enables Strong enforcement

SSESSMEEN

T

49

Quality for legal frameworkQuality for legal framework

• Efficiency: the legal framework is produced with a limited use of resources (Osservatorio Legislativo• Efficiency: the legal framework is produced with a limited use of resources (Osservatorio Legislativo Interregionale, 2007 ); such resources can be human, financial or temporal resources. – Redundancy: the set of laws is minimal, namely, each issue dealt with in the legal framework is regulated by one and only one law (or parts of

law) (Martin J. Eppler, Markus Helfert, & Gasser, 2004).

• Effectiveness: the legal framework has been conceived in such a way that its concrete enforcementEffectiveness: the legal framework has been conceived in such a way that its concrete enforcement produces the results and outcomes initially planned (EU Commission, 2003).

– Accuracy: laws address precisely and non ambiguously the domain of interest and do not give rise to misleading applications in the domain (Lupo, De Santis, & Batini, 2005).

Coherence la s enacted o er time are not contradictor to each other and the legal terms sed– Coherence: laws enacted over time are not contradictory to each other, and the legal terms used within different legislative domains of intervention refer to a common coherent lexicon (Bobbio, 1993). The different levels among laws are due to the fact the legal frameworks are in general structured as a hierarchy of rules; Figure 5 shows an example that generalizes the legal framework of Italy and other Mediterranean Countries such as Tunisia Besides International treaties ConstitutionItaly and other Mediterranean Countries such as Tunisia. Besides International treaties, Constitutionis the higher set of rules governing all the other types of rules, namely, Decrees, Decrees with force of Law, Ordinance and Administrative Rules, these latter governing specific administrative procedures.

l h l l f k dd ll h l f h d d d f– Completeness: the legal framework addresses all the issues relevant for the considered domain of enforcement (Bobbio, 1993; Gasser, 2003), in our case the e‐Government plan.

• Accessibility: the users of the legal framework can easily access the whole set of norms related to their rights, duties and obligations (Gasser, 2003).

• Accountability: the legal framework provides rules that govern the clear responsibility and transparency to be provided when a law is enforced (Bobbio, 1993). 50

Relationships between Laws‐Technology impacts and quality framework

-Efficiency

Legal Framework

Efficiency- Redundancy

-Effectiveness- Accuracy- Coherence- Completeness=“LOW”

-Accessibility-Accountability = “LOW”

Organization/Process Service

- Accessibility

QU

A

Loose

enforcement

Innovates- Accessibility

- Sharing- Accountability

- Adequacy- Responsibility

- Effectiveness- Formality- Integrity- Proactiveness

- Efficiency

- Temporal

accessibility

- Cultural

accessibility

Ph i l

-Efficiency-Temporal efficiency

- Economic efficiency

-Effectiveness

ALITY A

S

- Transparency- Control

- Procedural efficiency- Level of

simplification

- Physical

Accessibility

-Accountability- Openness

- Transparency

SSESSME

ICT Hardware & Network Techn.


Data

- Effectiveness

p y

- Feedback

ENT

p y- Response time

- Accessibility- Infrastructural accessibility- Channel accessibility- Connectivity

- Accuracy

- Completeness

- Accessibility

51

Connectivity

THE ITALIAN LEGISLATION

Current legal framework New legal framework

Law No.59/97General Principles

Current legal framework New legal framework

Law No.59/97General Principles

QU

A

Presidential Decree No. 513/97General Rules

General PrinciplesElectronic documents legal validity

General PrinciplesElectronic documents legal validity

ALITY A

S

Electronic documents,digital signatures and certification services

SSESSME

Ordinance of Prime MinisterNew Technical Rules

Ordinance of Prime MinisterTechnical Rules

Ordinance of Prime Minister

ENT

New Technical Rules

To be updated at least every two years

Technical Rules


Technical Rules


52

User related qualitiesLayer Quality dimension Service Current valueLayer Quality dimension Service Current value

Service Temporal accessibility Comm. of change of residency to the new mun. 30 hours a week

Comm. of change of residency to the old mun. 30 hours a week

Change of residency in the driving licence 20 hours a week

Change of residency in the health card 25 hours a week

Reservation for medical examination 15 hours a week

Service User time Comm. of change of residency to the new mun. 3 hours

Comm. of change of residency to the old mun. 6 hours

QU

A

Comm. of change of residency to the old mun.

Change of residency in the driving licence 6 hours

Change of residency in the health card 6 hours

Reservation for medical examination 24 hours a year

C f h f id t th 1 k

ALITY A

S

Service Service provision time Comm. of change of residency to the new mun. 1 week

Comm. of change of residency to the old mun. 1 week

Change of residency in the driving licence 1 month

Change of residency in the health card 1 month

SSESSME

Reservation for medical examination 3 days

Organization/process

Level of simplification Comm. of change of residency to the new mun. 2 interactions

Comm. of change of residency to the old mun. 2 interactions

Change of residency in the driving licence 2 interactions

ENT

Change of residency in the health card 2 interactions

Reservation for medical examination 2 interactions

ICT infrastruc

Channel accessibility Comm. of change of residency to the new mun. Only desk

Comm. of change of residency to the old mun. Only deskinfrastructure(channel)

Comm. of change of residency to the old mun. y

Change of residency in the driving licence Only desk

Change of residency in the health card Only desk

Reservation for medical examination Only desk

53

Relationships between Macro‐objectives and quality dimensionsobjectives and quality dimensions

Macro objectives Quality dimensions QU

A

Temporal accessibility

User time Service provision time

Level of simplification

Channel

accessibility

Reduce burden for administrative services

Low High High no High

ALITY A

S

Effectiveness of the Administrative activity

Low no no High High

Si lifi ti f d i i t ti h h

SSESSME

Simplification of administrativeactivities

no High Low High no

Use innovative ICT technologies High Low no Low High

ENT

54

Macro‐micro objectives related qualitiesMacro micro objectives related qualities

Macro Objective

Micro Objective Layer Quality cathegory

Dimension Current value

QU

A

Use innovative ICT technologies


Service Accessibility Temporal accessibility 30 hours a week

Use innovative ICT Services accessible Service Efficiency User time 2 hours for each

ALITY A

S



Service Efficiency User time 2 hours for each service on the average


Services accessible with multiple

ICT Technologies Accessibility Channel accessibility Physical desk for 99% of services

SSESSME

channels



Data Accessibility Physical accessibility for disabled persons

Only 2% of sites physically accessible

ENT

channels accessible

55

BibliografiaBibliografia

• Viscusi, G., Batini, C., Mecella, M. (2010) Information Systems for G li f i i S i H id lbeGovernment: a quality of service perspective, Springer, Heidelberg.

• Laudon, j, Laudon K. (2009) Managemement dei sistemi informativi – vol. 2 ‐ a cura di V. Morabito e F. Pennarola, Pearson Italia, , ,

56

Gianluigi Viscusi, Informatica per le PA.

Education