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This white paper addresses a combination of two issues facing
agencies purchasing electronic and information technology that is accessible to
employees and the members of the public: multi-lingual content management is
important for states with large ethnic diversities, while Section 508 clarifies
accessibility requirements.
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Since many services conducted by government have similarity,
application sharing should be considered both at the intergovernmental level and
the intragovernmental level. The concept has been broken down into four
categories: Sharing of Code, Sharing of Components, Sharing of Services, and
Sharing of Computing.
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As government entities at all levels seek to meet citizen
demand for providing access to government information and services on the
internet, citizens expect governments to protect their interests,
including providing assurances that information and assets are controlled
and secured, access is easily available to the masses, and personal information
is protected.
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This paper addresses the real world dilemmas of what a
government records is and the task of its lifecycle management by
proposing a working definition of a record, discussing the challenges of
managing records, and identifying a set of best practices
recommendations.
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Establishing and maintaining processes that are
interdisciplinary from the technical, audit, policy, and legal standpoint, in
both the development and operation of information systems and electronic
government will go a long way towards hindering a cyber terrorist attach on
government systems, records and transactions.
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Part I of this paper catalogs existing federal statutes,
regulatory initiatives, policies and practices that affect online privacy issues
and outlines major online privacy protection bills currently under
consideration. Part II addresses a broad sampling of existing as well as
proposed state laws, policies and practices that impact the use and distribution
of personal information through the online medium.
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E-government is changing the way government
conducts business and captures evidence of that business. Whether government
agencies are delivering services via the Internet or just keeping track of
contacts through a Web-based database, a range of electronic records
challenges and opportunities emerge. This paper discusses those challenges
and opportunities, and provides a flexible framework for making the most of
new information systems for managing electronic records.
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In an environment were State budgets are shrinking and
agencies are competing for funding for technology initiatives, a business case
can provide agency executives with the business and financial justification that
can secure the support and funding required to build e-Government applications.
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This paper introduces
the concept of performance-based contracting and how it works.
In addition, examples of how local governments are beginning to work
PBC elements are discussed. Finally discussion on how
performance-based contracting can affect what happens once a
contract is awarded is also addressed.
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Information technology has wrought a fundamental change in our
society's economy. Online business transactions have so completely
eliminated common barriers to competition that definition of both the playing
field and the players must be recast to encompass the globalization of access to
labor, products and services and to the view that intellectual capital is now
the key natural resource to a successful business enterprise.
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The advent of the
electronic record keeping has increased the cost and annoyance
associated with discovery. This paper will address this new
reality. It will discuss how civil discovery rules treat
electronic records and how the very nature of electronic records
creates unforeseen burdens in light of these rules. Recent
developments in the apportionment of the heavy costs of electronic
discovery both in federal and state courts will also be addressed.
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In May of 2004, the eC3 called for nominations for
the Effectiveness Through E-Payments Awards. To be eligible,
projects must have been implemented an electronic payment or receipt
application by April of 2004; demonstrated revenue maximization,
costs savings or cost containment; and presented the opportunity to
be replicated by other governmental entities. The overall
award winner was New York City NYCServe ePayment Project.
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In the eC3 Electronic Payments Primer, you will learn about
electronic funds transfer, various types of payments, and how they work. You
will find suggestions for applications that are appropriate for each payment
type. Furthermore, the primer explains how payment cards and virtual payment
systems work while highlighting their benefits and challenges.
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Practical guidelines that provide a general direction on how
state government agencies can ensure the authenticity, integrity, security and
accessibility of electronic records (e-records).
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The success of enterprise identity and access
management in a government setting requires the acknowledgment of key
concerns and challenges that must be resolved. The organizational
culture of each agency must be considered and respected. This document
explores the policy dialog, describing the opportunities, processes,
technologies and risk of deploying an enterprise identity and access
management solution for state governments.
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Prior to the Internet, procurement functions were
thought by many to be contentious, mundane processes of the overall
enterprise. Most organizations had separate procurement offices,
or preferred to assign people within the individual departments to
specific purchasing tasks.
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There are three primary funding models for e-procurement
system implementation: the traditional acquisition model, the self-funding
model, and the hybrid-funding model. Tangible benefits from each include
the ability to introduce, increase, and improve strategic sourcing on indirect
and direct commodities; the ability to reduce resource currently in paper and
manually based procurement process through improved payment process and
decreased cycle time, the opportunity for increased auditing and automated
accountability and tracking from start to finish, and increased and more
sophisticated reporting functionality. Intangible benefits include the
ability to improve and introduce commodity and vendor management, reduced
turnaround and improved throughput, improved trending of cost-center spending,
improved visibility of price changes, and improved spending controls and
employee compliance.
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The different signing processes available to form
electronically signed electronic documents provide varying levels of certainty
and flexibility when identifying and attributing a signature to an
individual and assuring the integrity of both the document and the
signature. These variations suggest a need for defined levels of trust to
establish the extent to which a state government or other entity can assume that
an electronically signed electronic record (e-record) received from another
state has authenticity, integrity, and reliability.
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Government agencies and departments are increasingly
recognizing the need to work together across their traditional
boundaries to deliver government services in a mode that is referred to
as cross boundary integration. This document is intended to help
government agencies participating in or considering launching cross
boundary projects to define an effective cross boundary governance
model. Cross boundaries leaders need to put as much effort into planning
a governance model as they do planning the XB solution - a step that
will significantly improve the overall chances for success.
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This paper is designed to identify the beginnings of the
electronic signature revolution, and provide up to date trends in digital
signature e-government applications as well as legal trends in the
validity of what constitutes a true, binding electronic signature when
used in a contract.
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Public reliance on "old world" approaches to
identity functions makes identity theft and fraud an extremely lucrative
endeavor. Technology fixes such as better card technology can be applied
to make them harder to defraud. These are the relatively easy things to
do, but they are also short-term and relatively ineffective solutions. A
more comprehensive solution is to be found in designing and implementing
an identity infrastructure to meet our functional needs. This paper will
explore thought provoking look at current and future functional identity
needs and what will be necessary to meet them.
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Identity Management can include securely managing
identities from identity theft, managing the dormant and orphaned
accounts that may still be open/available for misuse in an
organization, improving organizational efficiency by introducing
administrative simplification, meeting regulatory and auditing
requirements, and managing routine growth and constraints that may
occur in the government sector. This document will discuss the
impacts of on different business units by the role of identity
management and then showcase a number of case studies from the
public sector.
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The purpose of this identity management white paper is to educate
government and non-government decision-makers about identity management; identify approaches to achieving identity management;
suggest an appropriate role for state governments in identity management; and provide
a contribution to, and stimulus for, further dialogue regarding identity management and the role
of government in it.
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Electronic signatures introduced by e-Sign and UETA create new
security challenges for maintaining public records integrity. This paper
discusses those challenges and introduces a document classification scheme, a
best practice state governments can adopt to help them fact the security
challenges of e-Sign and UETA.
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XML-driven web services can create the dynamic framework that
lowers the dollar, time, and manpower investments to enable online transactions,
especially for environmental agencies and their business constituents.
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Individual state and local governments are involved in
creating and/or implementing electronic marketplaces as a means to improve the
effectiveness of the bidding process, as well as a means to process purchase
transaction for goods and services under contract and on the open market.
Reduced acquisition costs, broader catalog availability, more dynamic pricing,
improvements in government reporting, approval and spending controls as
well as increased vendor and government efficiency are among expected
benefits. The focus of this paper is primarily on the e-procurement
catalog portion of the systems and addresses the business (versus purely
technical) issues.
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This document is intended to provide guidance
for state agencies concerning the risks involved in the creation and
maintenance of transactions and signed electronic records, and issues to
consider when determining how such records should be retained over time.
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This document offers agencies models that can be adapted to establish policies and
procedures for effective e-mail use and management. It is divided into three chapters: a model e-mail
use policy, a model retention schedule, and a model user’s manual. The chapters are written for e-mail
users, rather than administrators who are developing policies for implementation.
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E-Government initiatives continue to be enormously
popular across all levels of government. The eC3 has been tracking the
evolution of e-commerce and e-government initiatives, and publishing
white papers for several years. eC3 has collected examples of
e-government projects that demonstrate the type of business case that
will be necessary to be successful. These examples are intended to help
organizations in reviewing and planning their respective e-government
initiatives.
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Today, use and development of "wireless to the web"
technology is reaching a critical mass and we are witnessing an explosion in the
use of wireless Internet appliances, including Internet-ready mobile phone and
Personal Digital Assistants (PDAs). Wireless technologies will improve
public access to government information and services and also enable government
workers.
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This document is
written as a handbook for the government executive who is
considering an initiative to deploy either one or many N-1-1
solutions. It is the goal of this paper to provide best
practices, lessons learned, and specific case studies as background
and valuable information as the executive begins to undertake such
an important initiative. The handbook is divided into
the following areas: 1) strategic goals and objectives, 2)
governance, 3) technology, 4) deployment and 5) communications and
outreach.
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This document defines four Certificate Policies: two for
Digital Signature certificates, one for Notary Digital Signatures and one for
confidentiality/Encryption certificates.
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A single enterprise-level (state-level) authority for the
collection, distribution, and enforcement of all related electronic signature
policies will increase the likelihood of efficient, and effective
authentication, encryption, and awareness of the signing act's legal
significance and transferability over time.
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e-Sign record retention provisions allow state regulatory
agencies to set performance standards for electronic records that law, rules, or
regulations require private entities to retain. This paper is designed to
explain e-Sign's impact on the authority of states to require that private
parties retain written records of certain transactions.
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This pamphlet provides a brief, comprehensive guide to
radio frequency ID tags.
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This paper attempts to outline what
governments are doing to justify their e-commerce or e-government
investments, trends for determining a project’s ROI, as well as the
rationale behind requiring ROI justification. Information gathered from both successful and not so successful projects
is summarized
in order to provide the reader with the tools needed to increase the
probability an e-commerce or e-government project.
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Cross boundary integration will redefine the way
citizens and businesses relate to their government. Although great
progress has been made, there is much to be done. This paper recommends
that governments identify opportune communities of interest where teams
can be formed to formulate a plan, identify a champion and contribute to
the growing base of XBI collaborations.
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