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The role of IT (Information & communicationTechnology) in providing services to public & governmentsector are increasing day by day at rapid pace. Today, the roleof ICT reached to the government and it provides ourgovernment a changed face with the providing of facility of allinformation system electronically. It has given the majorinitiatives for the changing of old government into one with itschanged face. i.e in electronic form. ICT transformed thewhole system of manual government into electronicgovernment. Government of India started using ICT has amajor initiator and established e-governance as a key word forits changed face. E-governance becomes the buzzword for thegovernment of India. It can be called up by transparentgovernment for using this technology, Government startedmany projects for its implementation in the country and todayit reaches the whole of the country and gained importance atinternational level. E-governance covers projects at nationallevel, central level, state level & also at district level. Keywords— E governance, Governance, IT, International,State level, International

This paper proposes and defines new metropolitan governance strategies for territorial cohesion between inland and urban areas. Different reflections are here presented to comprehend how is it possible to implement cities' ability to understand and manage metropolitan dynamics. In Europe, urbanisation and land abandonment is a widespread phenomenon compared to many other parts of the world. According to research carried out by the European Union it is estimated that four out of five European citizens will be living in urban areas abandoning villages and rural areas. Many European metropolitan areas are character-rized by overpopulated centres, degraded suburbs and different abandoned or almost abandoned inland areas. These areas, if well connected among them and to the main metropolitan centre, can contribute to solving many urban challenges. There is the necessity to image metropolitan areas as a single entity to increase the cohesion of lands. The latent capital of inland areas can be considered as driving factor behind territorial cohesion and development. This paper analyses in deep the case of the Italian Metropolitan Cities proposing a new governance approach to increase the capacity of urban systems to adapt to natural and man-made changes, considering the hinterland as a strong point rather than a disadvantage. Strategic and Spatial Plans drive the growth of metropolitan areas in a competitive space-economy and support sustainable development policy by ensuring a balance between urban areas with strong competitiveness and inland areas.

Too often, our analyses of nonstate violent groups tend to black box the other aspects of what such groups do. Some groups choose to provide governance (in the form of goods of services) in addition to coordinating violence to achieve political goals. These different kinds of functions, whether violent or not, are all tied to the same underlying organizational structure. From this basic insight, we argue that groups that pursue both governance and violence will tend to have the following organizational structure: clear organizational agenda setting, command and control, and accountability mechanisms. This organizational structure will tend to produce a unique violence profile and allow for the provision of governance. In short, we point out the double-edged sword of organizational structure in terms of the outcomes that groups produce. Using several datasets, including the new Terrorist and Insurgent Organization Social Services dataset that accounts for the provision of social services, we show a preliminary association between violence and governance that demands future exploration. Thus, as a theory-building effort, our work demonstrates the importance of accounting for the diversity of activities that violent groups might pursue and offers evidence for how organizational structure shapes the possibility of pursuing different activities.

Western liberal governments increasingly seek to improve the performance of the public sector by spurring innovation. New Public Management reforms from the 1980s onward viewed strategic entrepreneurial leadership and public–private competition as key drivers of public innovation. By contrast, the current wave of New Public Governance reforms perceives collaboration between relevant and affected actors from the public and private sector as the primary vehicle of public innovation, and tends to see governance networks as potential arenas for collaborative innovation. The new focus on collaborative innovation in networks poses a fundamental challenge for public managers, elected politicians, and others aiming to metagovern governance networks. Hence, we claim that a specific metagovernance strategy is needed when the purpose of governance networks is to stimulate efficiency, effectiveness, and democratic legitimacy through innovation rather than incremental improvements. The article aims to sketch out the contours of such a strategy by comparing it with more traditional metagovernance strategies. The argument is illustrated by an empirical analysis of an example of collaborative innovation in Danish elderly care.