State Portal Steering Committee Meeting Summary Minutes

2009

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The purpose of this research is to describe the attributes and features of government websites of Texas cites with populations between 50,000-125,000. Regardless of a city’s size, the internet and government websites have become strategic tools to deliver government services and information online to all citizens. Although many government website reviews and assessments have been conducted for the United States and worldwide cities, there have been no studies which have specifically examined the websites of smaller cities in the State of Texas. Descriptive categories identified in the literature led to the development of a conceptual framework. The framework allowed the researcher to identify specific website attribute criteria and develop a coding tool to conduct a content analysis of 31 municipal websites within the population range. The overall presence of the website attribute criteria varied. The most common features found included consistent navigation functionality and the availability of public meeting minutes, budget information, and public agency/official contact information. Online forms and payment services for traffic fines and utilities were also prevalent on most websites. Two areas requiring significant improvement throughout were Security/Privacy policies and accessibility issues regarding compliance with the American Disabilities Act, Title II and Section 508.

2007

Journal of Urban Technology, 2014

7: 4 (2010) 356-368). Experimentation and goal-setting have been done around integrating two-way communication into online GIS portals to advance online participation. Increasingly, web development information technology enables the development of these functions. However, the state of practice has not developed to support such activities. This paper relies on literature and a survey of US geoportals to provide an in-depth overview of the state of practice for such sites, including stated goals and challenges, current applications, and both technical and realized capabilities. This paper then discusses this state of practice through the lens of the development process of a new geoportal for the St Louis region. This discussion yields a response to issues raised in the literature and provides a framework for other groups that are considering development of similar sites.

International Journal of Information Management, 2008

This paper presents findings from the implementation of an integrated information system, Project Genesis, at Nevada Department of Motor Vehicles (DMV), USA. While the development and implementation was riddled with problems, the project was still labeled as successful. The case study identifies a range of issues in the organization and evaluates these based on different interpretations of various stakeholders. In a final synthesis, a contextual analysis of the emergent issues is conducted. Considerations for defining and managing the relative success of an implementation are presented.

Computers in society: Privacy …, 2003

E-government is a strategy for government to deliver services and information through technology to citizens, businesses, and to other governments. The portal Firstgov.gov 1 is a beginning effort for the federal government of the United States to put basic public services online such as tax forms and filing services, social security and unemployment benefits, and student grant applications.

2002

Baseline Comparison…………………………………………………….29 User Surveys…………………………………………….………………………30 Case Management……………………………………….………………………36 Agency Administrator Surveys…………………………..…………… 36 Client Data…………………………………..……………………..…… 38 Status of the Case Management System at Lake County…………….…43 Appendices……………………………………………………………...…………….…44 A. Response to Year One Evaluation Report……………………………………45 B. Focus Groups Questions ………………………………….………………….50 C. Lists of Participants…………………………………………..………………52 D. Summary of Data Requests ………………………………….………………55 E. Baseline Document……………………………………………………………61 Structure Recommendation 1. Institute a broad-based Steering Council or Committee comprised of agency, advocacy, local government and consumer representation for the next two years. This committee could meet on a quarterly basis. Status-At the end of Year Two, the Project Management Team had just established and had an initial meeting of a broad-based Steering Committee as described in the first recommendation. The project currently requires an enormous amount of coordination between homeless service agencies, Management Services, Planning Department, BVM Communications, Bowman Internet Systems, Health Department, UMass, United Way, and has several committees and commissions already in place and contributing to the project in various capacities. This group includes one member from each IMPACT subcommittee , the project director, Lake County Community Planning technical expert, and the president of the Homeless Coalition. The group is expected to continue to meet quarterly. Recommendation 2. Establish a formal reporting mechanism of outcome-related criteria that satisfies three different sets of constituencies: service agencies, consumers, and funders or local government. Status-BVM Communications has created formal reporting mechanisms for the kiosks and provider/web version. The IMPACT project staff has created a formal reporting mechanism to report outcomes from the case management system. These reports are used in the interim until a larger reports module is in place. Recommendation 3. Form an outreach committee to work on the expansion of the IMPACT network. Status-The original 9 providers piloting the case management system are still in the process of "getting comfortable" with ServicePoint and one agency has not implemented the system. It is expected that all agencies will be fully using the system by December 31, 2001. Therefore, by April 2002, project staff should be able to aggregate complete and accurate data for the first quarter of 2002. Active outreach and fundraising efforts are planned to begin after successful results can be documented for the first quarter of 2002. Recommendation 4. Organize to develop an expansion of services and sustainability strategy that goes beyond the year 2003. Recommendation 10. Through the case management committee, participating agencies address the non-technical aspects of implementing a HMIS. Examples include the significant time spent on privacy issues and the discussion on developing a rapport with clients while using an HMIS. However, a more defined strategy and list of issues can be developed to address these issues more strategically. Recommendation 11. Bowman Internet Systems is sponsoring a 2 day training session October 31 st and Nov 1 st to train new staff and refresh staff that were already trained. Staff within each agency train new staff as they join the agency and the County has provided several on-site trainings/refreshers as needed. Recommendation 12. The County's Management Services division and Planning Department will continue to maintain the ServicePoint system beyond the grant term. Additional funding will be acquired through the County's Continuum of Care funds. Currently, 3-5 agencies are interested in implementing the ServicePoint after the initial 9 agencies are operating smoothly. Additional outreach will be put in place as described in recommendation 3.

2000

In 1996 he Nevada Department of Motor Vehicles and Public Safety launched the "Genesis" project, a technology-enabled reengineering endeavor. In September of 1999, after four years of planning, organizational restructuring and system development, the new system was released. To the accompaniment of great publicity, it fell dramatically short of expectations. This case provides the background necessary to understand the origins and shortcomings of the system, then focuses on the turnaround effort that took the system to a point of successful operation within a year of its going into production. The turn around was accomplished under great pressure to retreat to the legacy system. The effort involved a synergy of manual and technical corrections to bring overall system performance to acceptable levels. The DMV now faces the formidable challenge of taking full responsibility for the long-term maintenance of a system that was designed and implemented by outside contractors. BACKGROUND The Nevada Department of Motor Vehicles and Public Safety (DMV) is a state-level governmental agency, but both state and federal laws establish the agency's responsibilities. The DMV performs the following core activities: evaluates and licenses drivers; regulates the vehicle industry; registers and determines legal ownership of vehicles; collects fees and taxes associated with operating vehicles on the highways; regulates vehicle emissions; and maintains vehicle records that are used within the state and nationally. Since so many people drive vehicles in the United States, the DMV has greater interaction with the general public than any other state department.

2018

Information technologies have become an essential component of government administrative reforms and governance strategies around the world. Although Internet portals are now some of the most mature technologies, they continue to be the most important channel for governments to provide information and services to citizens and other stakeholders. However, studies about government portals still lack the level of detail necessary to better understand the specific variables that affect their success and, more prominently, how these variables intertwine. Based on institutional theory, particularly the technology enactment framework, and one in-depth case study in Mexico, this paper shows how leadership from the governor, the establishment of government-wide rules and standards, and the existence of a powerful centralized IT agency collectively affect the process of enacting a state government website and its potential results. The paper also identifies other variables and discusses some ...

2018

Electronic government (E-government) portals are considered one of the most popular conduits for offering government services online. Successful e-government portal development projects have been lauded in several academic and practitioner papers. These projects have concentrated on integrating government agencies by working to break the traditional silo-based view of the government and providing seamless integrated online services to citizens. However, the rate of adoption for e-government portals by citizens has been much lower than expected. A major reason identified in the literature for this is a lack of understanding of managerial considerations that affect portal development and subsequent adoption. In this chapter, we present a framework of managerial considerations for the development of e-government portals. The framework builds upon available literature in the field of e-government and public administration. It consists of eight key front-office and back-office considerations that contribute to successful development of an e-government portal. It provides an excellent platform for future research on e-government portals. The framework can also be extended to managers as a useful tool for ascertaining the effectiveness of their government portal development.