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Various e-strategies have been developed since the late '90s in an attempt to describe the governmental vision for administrative and for societal change, the objectives and priorities with regard to the development of the Information and Communication Technologies (ICT) at national and at supranational levels. Terms such as the European "Information Society", the U.S. "Information Highways" and the Korean and Chinese "Informatization" try to describe social transformation that occurs due to the ICT, and to determine means with which governments will capitalize the ICT to improve social life and to support economic growth. This book focuses on the context of managing Government e-Strategies. In this order it combines strategic management issues with recent trends in forming, planning and developing Government ICT strategies. It aims to identify various e-strategic management approaches that are followed worldwide, addresses the gaps that appear between e-strategic updates, and presents alternative strategic management methods adopted or uses strategic management methods as a means to describe the e-strategic evolution in different geographic regions. In this order, this book illustrates experiences from various national and supranational cases and offers the opportunity to readers to identify and compare the association between policies and ICT. Empirical findings from the United Arab Emirates (UAE) introduce readers to the context of this book, while part A collects chapters that address general strategic management issues in the ICT domain, such as evaluation, social involvement's assessment, location information strategies, strategic documents' analysis, effectiveness enhancement and innovation strategic management. On the other hand, part B presents various supranational, national and regional e-strategic cases and respective ICT management issues, beginning from Canada, continuing in Europe and more specifically in U.K., Spain and southern Europe; then Asian cases follow, concerning Turkey, Bangladesh, Hong Kong and Malaysia; finally, two African e-strategic cases are presented regarding Morocco and Zambia. Readers will gain significant outcomes and they will explore various e-strategic management issues such as evaluation, transformation, forming and planning, accompanied by methods for e-strategic analysis. It is of significant interest to scholars and policy-makers in public administration, management and information technology doma ...

Part 3: E-government Services and Governance ; International audience ; To develop robust and achievable e-government strategies that build the grounds for sustainable solutions, decision makers need to have a good understanding of their country's socio-economic, political and legal contexts. Particularly, they need to be well aware about challenges that might hinder successful implementation of their strategy. To make valuable contributions in e-government strategy development, analysis of e-government challenges needs to be comprehensive and informative by including insights of qualitative and quantitative analysis. Although numerous studies in e-government challenges exist, they fail to do a systematic and structured qualitative analysis of the challenges in regards to interdependencies among challenges or to measure the wider impact of challenges. Methods to support such a comprehensive analysis are scarce. In this contribution, we propose a novel mix of three methods for qualitative and quantitative analysis of e-government challenges, combining the PESTELMO analysis method, DEMATEL and ANP. The results show that this mixed approach is suitable and significant to provide the complementarity needed for a comprehensive understanding of e-government challenges.

The Government Communication Service has published guidance including handy tips to help departments deliver better British Sign Language content to meet the needs of Deaf BSL users.

The British Sign Language Act 2022 requires the Government to report how departments in scope are using BSL when communicating with the public about policy and changes to the law.

One aspect of the study of local government organization is the role of consultants and the models they have introduced in order to help the local government reorganize. One of these models is "strategy", and this article sets out to consider the implication for these organizations if "the logic of strategy" were to be implemented. A common denominator of all the local governments studied is that "strategy" does not function, and the question is why this is so. Two distinctly different explanations can be considered. One states that "strategy" is difficult and that the politicians and administrators will need time to adjust to new ways of working. The other explanation, which is applied here, focuses on whether local government as an institution can be reconciled with the demands and premises inherent in "strategic thinking". My conclusions arc negative. "Strategy" is a model from the private sector and more specifically from the competitive sector of society and it is not appropriate for wider use. In this article the arguments are restricted to local government, and do not necessarily apply to other types of public organization.

This paper looks at the implementation of a new customer value based model in e-government. Firstly the paper reviews the issues of e-government and the drive towards customer centric organisations in the context of a government agency. A model of change is reviewed and extended to the development of a virtual organisation model which can be applied along the customer value chain across multiple service organisations. A case study is used to demonstrate how the concept of a virtual organisation as a value-alliance model can improve customer service within a Government agency. Finally, it examines how the Aboriginal Affairs Department, a Western Australian Government agency is implementing this model as a virtual organisation and the implications of this model for the management of change in a developing e-community.