Suchergebnisse

It is believed that co-creation may lead to public service quality improvements, the provision and creation of new and innovative services, and bring public service providers closer to their service users. There has been an increased interest and focus on how new technological innovations are enabling and facilitating co-creation; one such digital innovation is open government data (OGD). This paper examines a relatively new concept, that of co-created OGD-driven public services and aims to understand how the availability and exploitation of OGD to co-create new public services allows service users to become collaborators rather than customers of public service providers. An exploratory case study is conducted on a pilot project within Estonia where a new public service has been co-created through the exploitation of OGD. The initial results show that in order for an OGD-driven public service to be effectively co-created, a new understanding of the role of stakeholders is needed.

Part 1: General E-Government and Open Government ; International audience ; Digital image alterations (morphing) of identity document photos is a major concern and may potentially allow citizens with malicious intent to enrol for identity document(s) later to be used also by another individual. Taking the photo in the application office – live enrolment – can address this issue. However, this is a break with tradition and entails a sizeable overhaul in the public sector, which can be reluctant to change and often lacks the necessary formal methods that ensure a smooth transition. The objective of this paper is to map the main barriers and drivers related to live enrolment based on theoretical research and interviews conducted with high-ranking officers at passport authorities in Estonia, Kosovo, Norway and Sweden. These countries have successfully switched to live enrolment. The main driver for live enrolment has been increased security; for Estonia, user convenience was important and was behind the decision of keeping alternative application processes for the citizens around. The absence of legacy systems makes it easier to implement public sector innovations, such as live enrolment. Behind the successful implementation is proper risk management, covering technological, political and organisational risks. Finally, the research results indicate varying experiences, obstacles, cultural differences and trade-offs, emphasizing the need to understand barriers and drivers in a contextualised way.

In spite of political expectations and technical advances, the cross-border implementation of the "once-only" principle (OOP) in the EU is limited to a few services so far. The Once-Only Principle Project (TOOP) is an EU-funded large-scale project which aims to explore and demonstrate OOP on a cross-border, collaborative and pan-European scale. This is done by developing a federated architecture, which will be tested in multiple sustainable pilots. TOOP has the potential to provide lessons learned which may assist future implementation and a wider usage of OOP. TOOP also has the potential to bring positive changes both for public administrations and public service users across Europe and beyond. This position paper is the first deliverable of the project and it aims to describe TOOP partners' approach towards OOP; it also summarizes the motivation and ambition behind the project.

The once-only principle (OOP) is a principle which states that public administrations should collect information from citizens and businesses only once, and then share and reuse this information. This is seen as a way to increase government efficiency and reduce the administrative burden of citizens and businesses in their interactions with public administrations. In the context of the European Single Market, data should not only be shared internally within a country but also between Member States. In spite of political expectations and technical advances, the cross-border implementation of the OOP in the EU has been limited to a few services so far. The Once-Only Principle Project (TOOP) is an EU-funded large-scale project which aims to explore and demonstrate the OOP on a cross-border pan-European scale, focusing on reducing the administrative burden of businesses. This will be achieved by developing a federated architecture for interconnecting information systems in different countries, and testing this in multiple pilots. TOOP has the potential to provide lessons learned which may assist future implementation and a wider usage of the OOP. This is expected to bring positive changes both for public administrations and public service users across Europe and beyond. This position paper describes the current state of affairs as regards the implementation of the OOP in Europe and explains the project's approach towards OOP, summarizing the motivation and ambition behind the project.

Large amounts of Open Government Data (OGD) have become available and co-created public services have started to emerge, but there is only limited empirical material available on co-created OGD-driven public services. To address this shortcoming and explore the concept of co-created OGD-driven public services the authors conducted an exploratory case study. The case study explored Chicago's use of OGD in the co-creation of a predictive analytics model that forecasts critical safety violations at food serving establishments. The results of this exploratory work allowed for new insights to be gained on co-created OGD-driven public services and led to the identification of six factors that seem to play a key role in allowing for a OGD-driven public service to be co-created. The results of the initial work also provide valuable new information that can be used to aid in the development and improvement of the authors' conceptual model for understanding co-created OGD-driven public service.

Moving towards the cross-border mobility of e-Government services is a political priority of the European Union, but the provision of such services remains fragmented. This paper builds on the first research results of "The Once-Only Principle Project" (TOOP), launched in 2017 by the European Commission and 51 organizations from 21 European countries to advance cross-border e-services through exploring and testing the cross-border application of the once-only principle (OOP). According to this principle, public administrations should collect information from citizens and businesses only once and then share this information with other administrative bodies. On the basis of a literature review, survey, focus group interviews and workshops, this paper presents a preliminary take on the benefits associated with cross-border OOP, as well as the barriers and drivers that affect the emergence of OOP-based cross-border e-Government services.

It is becoming increasingly clear that the concepts of open government data (OGD) and co-creation are related; however, there is currently only limited empirical material available exploring the link between the two. This paper aims to help clarify the relationship between these two concepts by exploring a recently coined phenomenon: OGD-driven co-created public services. These services 1) utilize or are driven by OGD; 2) are co-created by stakeholders from different groups; and 3) produce public value for society. Due to the relative newness of the phenomenon an inductive exploratory case study is undertaken on Chicago's use of OGD in the co-creation of their food safety inspection forecasting model. This model forecasts critical food safety violations at food serving establishments and sends inspectors to the highest risk establishments first. The results of this exploratory work led to the discovery of a 'perfect storm' of six factors that seem to play a key role in allowing OGD-driven public service co-creation to take place. These factors are motivated stakeholders, innovative leaders, proper communication, an existing OGD portal, external funding, and agile development.

Linked Open Statistical Data (LOSD) and Open Government Data (OGD) are believed to contain the capability to drive the creation of new and innovative public services and provide increased levels of public value. It has also been proposed that these technologies have the potential to change the relationship between traditional public service providers and public service users by allowing any stakeholder to co-create a new service. There is currently a limited amount of empirical work demonstrating how LOSD and OGD may be exploited by non-traditional stakeholders to co-create new data-driven public services. As part of the Horizon2020 funded OpenGovIntelligence (OGI) project, six pilots are being conducted in six different EU countries (Belgium, Estonia, Greece, Ireland, Lithuania, and UK) that aim to demonstrate how OGD and LOSD may be exploited and lead to co-created data-driven public services. The aim of this ongoing research paper is to provide an overview of the OGI co-creation framework and methodology as well as present the current stage of the six different pilots and how OGD/LOSD has thus far allowed for co-creation to take place and public value to be created.

Part 5: Big and Open Linked Data ; International audience ; Governments are creating and maintaining increasing amounts of data, and, recently, releasing data as open government data. As the amount of data available increases, so too should the exploitation of this data. However, this potential currently seems to be unexploited. Since exploiting open government data has the potential to create new public value, the absence of this exploitation is something that should be explored. It is therefore timely to investigate how the potential of existing datasets could be unleashed to provide services that create public value. For this purpose, we conducted a literature study and an empirical survey of the relevant drivers, barriers and gaps. Based on the results, we propose a framework that addresses some of the key challenges and puts forward an agile co-production process to support effective data-driven service creation. The proposed framework incorporates elements from agile development, lean startups, co-creation, and open government data literature and aims to increase our understanding on how open government data may be able to drive public service co-creation.

Governments are creating and maintaining increasing amounts of data, and, recently, releasing data as open government data. As the amount of data available increases, so to should the exploitation of this data. However, this potential currently seems to be unexploited. Since exploiting open government data has the potential to create new public value, the absence of this exploitation is something that should be explored. It is therefore timely to investigate how the potential of existing datasets could be unleashed to provide services that create public value. For this purpose, we conducted a literature study and an empirical survey of the relevant drivers, barriers and gaps. Based on the results, we propose a framework that addresses some of the key challenges and puts forward an agile co-production process to support effective data-driven service creation. The proposed framework incorporates elements from agile development, lean startups, co-creation, and open government data literature and aims to increase our understanding on how open government data may be able to drive public service cocreation.