Asanee Kawtrakul et al.
an“ information society” in which the lives of citizens are empowered and enriched by access to information, and the social, economic and political opportunities that this offers.
• Building the capacity of both service consumers and service providers, especially in understanding their own business processes. In order to maintain and extend existing services, government personnel need to be trained and learn by working on the project initiatives instead of only using consultants or outsourcing.
• Availability of deep information about the cases. We knew all about the 25 cases in the partners’ knowledge, but a specific questionnaire was set‐up for the owner of the cases gathered from the ePractice portal. Only 29 out 49 feedback to this questionnaire were received.
Moreover, in order to reduce awkward interactions between users and the system, to automate workflows, and to adapt these workflows as well as the service’ s behaviour and appearance toward the users according to current circumstances, it becomes increasingly obvious that e‐services must be able to handle context‐aware services. According to initiatives of the ASEAN Community, Country Strategy and Strategic c‐Government Roadmap Integration work plan 2013‐2015, one of the target achievements in shared services with seamless connectivity across enterprises is economic integration with poverty reduction and the promotion of equitable and inclusive development.
Since the world population will increase from 7 to 9 billion by 2050, more food will be needed to meet demand. In Thailand, rice is the national food staple and represents the main income sustaining farmers( 66 % of 5.7 million agricultural households are rice farmers). A project initiative called Coop‐Cyber‐Brain, a platform of community knowledge sharing and delivering services in the agricultural domain through the mechanism of agricultural cooperatives, has been implemented for evaluating the model of non‐technical interoperability and harvesting the best‐practices in c‐Government transformation.
Section 2 will outline the processes required for starting and selecting a project aimed at harvesting the best practices in c‐Government implementation. Section 3 will explain the service design and marketing strategies for multi‐sector engagement. Section 4 describes the platform of Coop‐Cyber‐Brain that shows how to cocreate value based on community knowledge sharing and ensuring that projects work through a network of service providers and service consumers. Section 5 proposes a measurement and evaluation method for benefits realization.
2. The challenges of c‐Government transformation and project initiative implementation
In order to shift toward connected government transformation proactively, while ensuring that investment in such implementation is spent wisely and is worthwhile, the essence of marketing strategies and recent progress in the field of services design and innovation have resulted in deployment of c‐Government implementation. Experience from the lessons learned during 2006‐2012 shows that a business model carefully designed around a strong understanding of specific customer needs, strong working networks, citizenempowerment with IT alignment for self‐services, and an efficient cost structure, especially a value‐driven cost structure, will help increase the value chain through customer experiences and reduce agencies’ operating budgets while increasing public satisfaction.
2.1 Lessons learned and challenges
The success factors for c‐Government transformation lie in the connectivity of shared services, seamless connectivity across enterprises, and information exchange among government agencies. These factors are identified firstly from the lessons learned and weaknesses of e‐Government implementation. This paper examines four of the ten lessons learned( Kawtrakul et al., 2012) for implementation of the project initiative presented in this paper. The other six lessons will be implemented at a later date since they are related to the ecosystem of c‐Government, i. e. law enforcement, data governance, data ownership, engagement of a broad variety participants, promoting knowledge sharing within government, and the needs of stakeholders across enterprises.
Understanding the core business and service context. Focusing only on computers will not make officials more service‐oriented toward government’ s“ customers” and partners. Accordingly, treating e‐Government as a reform process, and not merely the computerization of government operations, will contribute to building an“ information society” in which the lives of citizens are empowered and enriched by access to information and the social, economic and political opportunities that it offers. Since citizens and business partners are the heart
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