Transferring G2B ICT good practices to Eastern European NMS

Acronym of the case:

Transfer-East

Web address of the case:

http://www.transfereast.net

Country of the case:

Denmark , Germany , Italy , United Kingdom , Norway , Pan european

Posting Date:

19 May 2008

Last Edited Date:

23 May 2008

Author:

Katja Legisa (Teseo)

G2B | handbook | services

Type of initiative

Project or service

Case Abstract

Transfer-East project is an EU funded project, addressing the ICT research for the innovative Government Strategic Objective of the Information society Technologies Work programme. The project, which finished in April 2008, aimed at transferring innovative eGovernment-to-Business (G2B) approaches and tools, successful practices and transferable cases to Public Administrations in five New Member States: Slovenia, Slovakia, Czech Republic, Hungary and Poland. The project selected and transferred to the above listed NMS countries nine good practices. The good practices are now explained and publicized in the G2B Good practice Handbook.

Description of the case

Domain

eGovernment

Topic

Services for Businesses

Sector

Education, Science and Research | Communication (infrastructure)

Date

January 2006 to April 2008

Target Users

Business (industry) | Business (SME) | Administrative | Other

Target Users Description

Scope

International

Status

Not applicable/not available

Language(s)

English

Policy Context and Legal Framework

G2B Best practices â€œAvoid inventing the wheel over and over again â€“ lean from the bestâ€ is the logic behind the EU TRANSFER-EAST project. All over Europe governments are seeking ways to exploit information technologies to improve the Government-to-Business services (G2B services). Efficient communication between government and businesses on statistics, taxes, tendering and so forth has many advantages: reducing cost, increasing transparency, improving competitiveness â€“ and why not learn from the best? The good practices can certainly be identified â€“ but can they be copied with success?

Project Size and Implementation

Type of initiative

Awareness-raising information

Overall Implementation approach

Public administration

Technology choice

Not applicable/not available

Funding source

Public funding EU

Project size

Implementation: Not applicable/not available

Implementation and Management Approach

TRANSFER-EAST builds upon these earlier and current activities with the specific objective of identifying and transferring good practices from the older to the newer Member States by tackling four important challenges:
Challenge 1. Identifying good practice
Challenge 2. Timing the transfer of good practice cases
Challenge 3. Matching cases with the G2B needs of the New Member States
Challenge 4. Passing on the torch

Impact, innovation and results

Impact

The good practices were communicated to the public administrations in written form and by way of seminars where the public administration could meet with relevant national experts. The seminars were held in the summer and autumn of 2007 as one or two day events, depending on the need and relevance at the public administration, and were well received.

From the seminars and contacts with the public administration there is no doubt that the advice and insight from the case material were in high demand. The administrators, who devoted one or two days for discussing the issues, were often right in the middle of the decision process and appreciated the information and the inspiration. So far there is no doubt that the good practices have been transferred or at least that a large amount of highly useful knowledge has been exchanged.

Track record of sharing

The Good practices and its handbook have been shared with all the Public Administrations, stakeholders and end users in all New Member States.

Lessons learnt

Lesson 1 - Because of different local situations, in each NMS the process progressed at a different pace, namely for what the interaction with Public Administrations was concerned. In fact, due to the national and local political alternation periods, the approach with Public Administrations was more demanding than foreseen. As a matter of fact, in all NMS involved the political evolution and the internal reorganization of the offices were common elements, although they impacted with different intensity on NMS partnersâ€™ activities.

Lesson 2 - The concurrence of these elements above has more than once collided with the â€œtimingâ€ of the eGovernment initiatives, inducing the project to deploy different but successful contingency plans. As it is widely acknowledged, timing together with effectiveness are among the most critical factors in the eGovernment field, and namely in the exchanges of good practices.

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