About the Survey:
In the space of just few months, the COVID-19 pandemic caused by the novel coronavirus has radically transformed the lives of people around the globe, including higher education students. Apart from the devastating health consequences on people directly affected by the virus, the COVID-19 pandemic has had major implications for the way higher education students live and work, affecting their physical and mental well-being in a profound way. To capture the immediate economic and social effects of this crisis, University of Ljubljana/Faculty of Public Administration (with international partners) launched a large-scale online survey across the world on 5 May 2020. Entitled Impact of the Covid-19 Pandemic on Life of Higher Education Students, the online questionnaire is based on and extending “The European Students’ Union survey (2020)” and targets higher education students - on what student life looks like during the COVID-19 pandemic, including teaching and learning, social contacts, as well as how students are coping with the situation emotionally in different parts of the world. A global comparative analysis will help us to create best recommendations for policymakers and higher education institutions on how students can be supported in such crisis situations in different environments, such as economic, social, cultural, political and institutional.
Current Global Survey Statistics (14.07.2020):
Current TOP 10 Countries (No. of Valid Student Responses):
Code (Country) | Valid responses |
TOP 10 | |
1. Poland | 2,893 |
2. Mexico | 1,950 |
3. Italy | 1,940 |
4. Chile | 1,822 |
5. Turkey | 1,719 |
6. India | 1,609 |
7. Ecuador | 1,507 |
8. Bangladesh | 1,325 |
9. Portugal | 1,254 |
10. Slovenia | 1,049 |
Questionnaires for students (and preview version for contact persons):
ENGLISH version:
SPANISH version:
ITALIAN version:
PORTUGUESE version:
TURKISH version:
ROMANIAN version:
Current students` responses by countries (TUE, 14.07.2020, 09:00 PM CET):
World Data Map:
Code (Country) | Valid responses |
20,210 | |
Poland | 2,887 |
India | 1,609 |
Bangladesh | 1,325 |
Slovenia | 1,048 |
Italy | 994 |
Croatia | 691 |
Pakistan | 655 |
Indonesia | 625 |
Hungary | 540 |
Ghana | 535 |
Nigeria | 474 |
Greece | 461 |
Egypt | 440 |
United Arab Emirates | 421 |
Bosnia and Herzegovina | 415 |
South Africa | 402 |
Germany | 382 |
United States of America | 378 |
Kyrgyzstan | 372 |
Afghanistan | 332 |
Iran | 296 |
Kenya | 276 |
Mozambique | 247 |
Turkey | 232 |
Malta | 231 |
Oman | 207 |
Sri Lanka | 207 |
Georgia | 206 |
New Zealand | 171 |
China | 168 |
Saudi Arabia | 156 |
Thailand | 154 |
Slovakia | 153 |
Romania | 139 |
Kuwait | 129 |
Libya | 128 |
Malaysia | 126 |
Jordan | 118 |
Serbia | 115 |
The Philippines | 109 |
Sweden | 102 |
Russia | 97 |
Spain | 93 |
Austria | 92 |
Portugal | 88 |
Nepal | 80 |
Japan | 75 |
Taiwan | 73 |
Cyprus | 72 |
Uzbekistan | 63 |
Rwanda | 62 |
Tajikistan | 48 |
Palestinian State | 46 |
Mexico | 37 |
Cameroon | 36 |
Latvia | 34 |
Malawi | 25 |
North Macedonia | 22 |
Estonia | 21 |
Democratic Republic of Congo | 20 |
Lithuania | 20 |
United Kingdom | 19 |
Canada | 16 |
The Netherlands | 16 |
Uganda | 16 |
France | 15 |
Israel | 15 |
Gambia | 13 |
Switzerland | 13 |
Australia | 11 |
Bulgaria | 10 |
Belgium | 8 |
Finland | 7 |
Algeria | 6 |
Brazil | 6 |
Bahrain | 5 |
Czech Republic | 5 |
Ethiopia | 5 |
Iraq | 5 |
Korea South | 4 |
Ukraine | 4 |
Albania | 3 |
Antigua and Barbuda | 3 |
Botswana | 3 |
Guatemala | 3 |
Ireland | 3 |
Andorra | 2 |
Argentina | 2 |
Armenia | 2 |
Eswatini | 2 |
Gabon | 2 |
Kazakhstan | 2 |
Morocco | 2 |
Papua New Guinea | 2 |
Sudan | 2 |
Tunisia | 2 |
Vietnam | 2 |
Bhutan | 1 |
Burundi | 1 |
Cambodia | 1 |
Comoros | 1 |
Denmark | 1 |
Dominican Republic | 1 |
Fiji | 1 |
Jamaica | 1 |
Korea North | 1 |
Lebanon | 1 |
Niger | 1 |
Norway | 1 |
Palestine | 1 |
Qatar | 1 |
Sergia | 1 |
Singapore | 1 |
South Sudan | 1 |
Syria | 1 |
Tanzania | 1 |
Togo | 1 |
Yemen | 1 |
Code (Country) | Valid responses |
5,996 | |
Mexico | 1,913 |
Chile | 1,822 |
Ecuador | 1,507 |
Argentina | 495 |
Spain | 139 |
Guatemala | 61 |
United States of America | 13 |
Honduras | 7 |
Colombia | 3 |
Cuba | 3 |
Canada | 2 |
China | 2 |
France | 2 |
Poland | 2 |
Argentin | 1 |
Brazil | 1 |
Hungary | 1 |
Micronesia | 1 |
Peru | 1 |
Slovenia | 1 |
Sweden | 1 |
Taiwan | 1 |
United Kingdom | 1 |
Code (Country) | Valid responses |
964 | |
Italy | 946 |
France | 4 |
Spain | 3 |
Germany | 2 |
Poland | 2 |
Austria | 1 |
Sweden | 1 |
Code (Country) | Valid responses |
1,806 | |
Portugal | 1,166 |
Brazil | 552 |
Mozambique | 46 |
Cape Verde | 14 |
Russia | 7 |
Spain | 3 |
Finland | 2 |
Afghanistan | 1 |
Algeria | 1 |
Angola | 1 |
Iran | 1 |
Kosovo | 1 |
The Netherlands | 1 |
Code (Country) | Valid responses |
1,503 | |
Turkey | 1,477 |
Algeria | 1 |
Azerbaijan | 1 |
Burkina Faso | 1 |
Costa Rica | 1 |
Cyprus | 1 |
Italy | 1 |
Jordan | 1 |
Kyrgyzstan | 1 |
Poland | 1 |
Spain | 1 |
United States of America | 1 |
Vietnam | 1 |
Code (Country) | Valid responses |
838 | |
Romania | 831 |
Denmark | 1 |
Poland | 1 |
Russia | 1 |
Sweden | 1 |
United Kingdom | 1 |
Code (Country) | Valid responses |
156 | |
North Macedonia | 152 |
Bulgaria | 3 |
Principal investigator:
Collaborating investigators:
International partners (preliminary):
Afganistan |
SMART Afghan International Trainings & Consultancy |
Argentina |
Universidad Nacional del Sur |
Australia |
Western Sydney University, School of Business |
Bangladesh |
Patuakhali Science and Technology University, Department of Agricultural Extension & Rural Development |
Bosnia and Hezegovina |
University of Sarajevo, School of Economics and Business Sarajevo |
Brazil |
Federal University of Maranhão -UFMA |
Cameroon |
University of Dschang, Faculty of Medicine and Pharmaceutical Sciences |
Canada |
Nova Southeastern university, Northern Alberta Institute of Technology |
Chile |
Universidad del Bío-Bío |
China |
South-Central University for Nationalities, School of Education |
Chinese Academy of Science, Institutes of Science and Development |
Sichuan Agricultural University, College of Tourism |
North China University of Science and Technology, School of Foreign Languages |
Hong Kong Polytechnic University, School of Nursing |
Wuhan University of Science and Technology |
Education University of Hong Kong |
Congo DR |
Protestant University of Congo, Department of Family Medicine and Primary Health care |
Croatia |
University of Zagreb, Faculty of Economics and Business |
University of Rijeka, Faculty of Teacher Education |
Cyprus |
Cyprus University of Technology, Department of Nursing |
Czech Republic |
Masaryk University, Faculty of Economics and Administration |
Ecuador |
ESPOL, Facultad de Ciencias Sociales y Humanísticas |
Egypt |
Alexandria University, Faculty of Dentistry |
Ethiopia |
University of Gondar, Department of Human Physiology |
Mekelle University, College of Health Sciences |
Fiji |
Fiji National University, School of Public Health and Primary Care |
Gambia |
University of The Gambia |
Georgia |
Economics and Business Faculty, Department of Economic and Social Statistics |
Ilia State University, School of Business, Public Health and Insurance Institute |
Germany |
Charité – Universitätsmedizin Berlin, Scheffer Center for Medical Education |
Institut für Psychologie, TU Dortmund |
Ghana |
University of Cape Coast, Department of Population and Health |
Kwame Nkrumah University of Science and Technology, School of Medicine and Dentistry, Department of Surgery |
Central University College |
University of Ghana, Department of Sociology |
Greece |
University of Thessaly |
University of West Attica |
Guatemala |
Universidad Galileo, Facultad de Educación |
Universidad de San Carlos de Guatemala |
Honduras |
Francisco Morazán National Pedagogical University |
Hungary |
Óbuda University, Keleti Faculty of Business and Management |
India |
Postgraduate Institute of Medical Education and Research, Department of Psychiatry |
Kasturba Medical College, Manipal |
Melaka Manipal Medical College |
SIES College of Management Studies, Mumbai |
National Institute of Mental Health & Neurosciences, Department of Nursing |
King George's Medical University, Lucknow |
Symbiosis Centre for management Studies (SCMS), Noida |
Indonesia |
Jurusan Keperawatan Poltekkes Kemenkes Banjarmasin |
University of Mataram, Faculty of Mathematics and Natural Sciences |
IAIN Tulungagung Indonesia |
President University |
Univeritas Bina Darma , Management Program Study |
Bina Nusantara University (BINUS) |
Iran |
Islamic Azad Univesity, Tehran Medical Sciences, Department of Genetics |
Ahvaz Jundishapur University of Medical Sciences, Menopause Andropause Research Center |
Research Institute Shahid Beheshti University of Medical Sciences, National Nutrition and Food Technology, Faculty of Nutrition and Food Technology |
Israel |
Tel Hai Academic College, Department of Psychology |
Kinneret Academic College |
College of Management Academic Studies, Department of Psychology, |
Italy |
University of Studies "G. d'Annunzio" Chieti - Pescara, Department of Psychological Sciences, Healt and Territory |
Sapienza University of Rome |
University of Verona |
Japan |
Chuo University, Faculty of Law |
University of Tokyo |
Jordan |
Middle East University |
Kenya |
Coast Institute of Tehcnology |
Kuwait |
College of Social Science, Second Floor-Department of Information Studies |
Kuwait University, Department of Educational Administration and Planning |
Kyrgyzstan |
University of central Asia, Earth and Environmental Sciences |
Laos |
University of Health Sciences, Faculty of Postgraduate Studies |
Latvia |
Turiba University |
University of Latvia, Faculty of Social Sciences |
Lebanon |
Notre Dame University-Louaize, Faculty of Natural and Applied Sciences, Department of Computer Science |
Libya |
University of Benghazi, Faculty of Dentistry, Dental Public Health |
Malawi |
University of Malawi, School of Public Health and Family medicine, Department of Family Medicine |
Malaysia |
Universiti Utara Malaysia, College of Arts & Sciences |
Universiti Sains Malaysia, School of Pharmaceutical Sciences, Discipline of Social and Administrative Pharmacy |
Universiti Teknologi Malaysia |
Universiti Utara Malaysia, School of Multimedia Technology & Communication |
Malta |
L-Universita ta' Malta, Faculty of Health Sciences |
Mexico |
Universidad Iberoamericana Puebla |
Universidad Autónoma de Chihuahua, Facultad de Filosofía y Letras |
Universidad Autónoma del Estado de Morelos, Faculty of Medicine |
Centro de Investigación Biomédica de Michoacán, IMSS, |
Institute of Astronomy and Meteorology, Department of Physics |
Montenegro |
University, "Mediterranean" Podgorica, Faculty for Information Technology |
Nepal |
Kantipur Dental College Teaching Hospital and Research Center, Department of Prosthodontics |
New Zealand |
University of Waikato |
Otago Polytechnic, College of Community Development and Personal Well being |
Nigeria |
Redeemer’s University, Faculty of Law |
University of Ibadan, College of Medicine, Faculty of Public Health, Department of Epidemiology and Medical Statistics |
University of Nigeria, Department of Psychology |
Obafemi Awolowo University, Department of Child Dental Health |
North Macedonia |
Healthgrouper Summit, Health and social policy research |
Oman |
Sultan Qaboos University Sultanate of Oman, Department of Psychology |
Middle East College, Computing Department |
Sultan Qaboos University, Faculty of Engineering, Department of Civil & Architectural Engineering |
Pakistan |
Lahore College for Women University |
Palestine |
Al-Quds University, Department of Periodontology and Preventive Dentistry |
Philippines |
President Ramon Magsaysay State University |
Cebu Technological University, Institute of Molecular Parasitology and Vector-borne Diseases at Main Campus and College of Veterinary Medicine at Barili Campus |
Camarines Sur Polytechnic Colleges (CSPC) |
West Visayas State University |
Poland |
Medical University of Lublin, Faculty of Health Sciences, Department of Development in Nursing |
University of Economics in Katowice |
Rzeszów University, Medical College of Rzeszów University, Institute of Health Sciences |
Lublin University of Technology, Institute of Computer Science |
Jagiellonian University, Medical Collegem, 2nd Department of General Surgery |
Global Health and Tropical Medicine, GHTM |
Poznan University of Medical Sciences, Department of Environmental Medicine |
Portugal |
University of Porto, Computer Science Departement |
University of Aveiro, Department of Economics, Management and Industrial Engineering and Tourism |
ISPA – Instituto Universitário |
Higher Institute of Engineering of Porto, Polytechnic Institute of Porto - Computer Science Department |
University of Coimbra, Center for Neuroscience and Cell Biology |
NOVA University of Lisbon, Faculty of Social and Human Sciences (FCSH) |
Romania |
National Research Institute for Labour and Social Protection |
Bucharest International High School of Informatics |
University of Medicine and Pharmacy, Faculty of Medicine, Department of Infectious Diseases I |
Universitatea Alexandru Ioan Cuza |
Bucharest University Hospital |
Carol Davila University of Medicine and Pharmacy |
University of Bucharest, Faculty of Sociology and Social Work |
Russia |
Skolkovo Institute of Science and Technology |
Innopolis University, Innopolis |
Omsk State Technical University |
RUDN University (Peoples' Friendship University of Russia) |
Rwanda |
University of Rwanda, College of Science and Technology, School of Engineering, Department of Civil, Environmental and Geomatics Engineering |
Saudi Arabia |
Imam Abdulrhman Bin Faisal University, Substitutive Dental Science |
Imam Abdulrhman Bin Faisal University, Preventive Dental Science |
Serbia |
University of Belgrade, Faculty of Pharmacy, Department of Social Pharmacy and Pharmacy Legislation |
University of Niš, Faculty of Economics |
Institute of Criminological and Sociological Research |
Slovakia |
University of Zilina, Faculty of Operation and Economics of Transport and Communication, Department of Economics |
South Africa |
University of Zululand, Department of Politics and International Studies |
University of Pretoria, Sociology Department |
University of Zululand, Department of Social Sciences |
Walter Sisulu University |
University of Zululand, Department of curriculum and instructional studies |
University of the Witwatersrand |
Spain |
Universitat Politècnica de València |
Miguel Hernandez University of Elche, Department of Health Psychology |
Universidad Miguel Hernández |
Universidad Autónoma de Madrid, School of Medicine |
Sri Lanka |
University of Ruhuna, Faculty of Management and Finance |
Sweden |
Stockholm University, Department of Education |
Tanzania |
College of Engineering and Technology, Department of Mechanical Engineering |
Thailand |
Naresuan University, Faculty of Business Economics and Communications, Department of Economics |
Tunisia |
School of Medicine of Tunis |
King Mongkut's University of Technology Thonburi |
Chulalongkorn University, Faculty of Pharmaceutical Science, Department of Pharmacology and Physiology |
Mahidol University, Research Institute for Languages and Cultures of Asia |
Chulalongkorn University, Faculty of Pharmaceutical Sciences, Department of Pharmacognosy and Pharmaceutical Botany |
Turkey |
Ordu University |
Marmara Üniversitesi |
Istanbul Universitesi, Akademik Veri Yonetim Sistemi |
Uganda |
Uganda National Institute of Public Health |
Makerere University, Animal Resources and Biosecurity, College of Veterinary Medicine |
Makerere University, School of Psychology |
United Arab Emirates |
Mohammed Bin Rashid School of Government, Health Administration & Policy |
University of Sharjah, College of Health Sciences |
United Kingdom |
University of Portsmouth |
Huddersfield Business School |
United States of America |
Emory university, Department of Biology |
Michigan State University |
University of Monatana, Department of Geography |
University of Arkansas, College of Education and Health Professions |
University of Nevada, College of Business, Reno |
Uzbekistan |
National University of Uzbekistan |
Vietnam |
Faculty Council, Scientific Union, Department of Business Administration of Mines |
Zimbabwe |
Bindura University of Science Education |
The aim of the project is to develop a digital transformation model (DTM) for the Slovenian public administration. The model is to be based on internationally recognized frameworks (the technology enactment framework (Fountain, 2001), the four-stage maturity model (Layne and Lee, 2001), the four-stage strategy and maturity model (Davison et al., 2005), the eGov-MM Model (Iribarren et al. 2008), the Manchester eGovernment Maturity Model (Heeks, 2015), the Digital Government Evaluation Model (Janowski, 2015), and others) which will be significantly modernized. The limits of Slovenia’s present model of public governance and service delivery will be directly addressed, particularly the administrative silos with limited cross-agency information-sharing and service design, leading to a suboptimal PA experience, multiple transactions with multiple agencies for many needs, and with limited information and knowledge transferred between agencies and other stakeholders. Accordingly, the DTM incorporates the following innovative improvements that foster digital transformation:
ATLAS
Transformation of governance and public sevice delivery mechanisms in the digital age
Slovenian Research Agency
J5-1789
1.7.2019 - 30.6.2022
1596 hours
Prof. Aleksander Aristovnik, PhD
Social sciences
UL Faculty of Administration
Logon d.o.o.
The project is funded by 1596 hours per year (price class A) for a period of 3 years.
The project’s aim is to be operationalized based on five complementary objectives:
As regards the project’s aims, it must be stressed that, along with establishing a scientific model, the challenge of applying the DTM to administrative practice will also be addressed. We will therefore appropriately consider the division of public institutions into service-oriented and authoritative ones and analyse their current maturity in terms of digitalization and define the referential trajectories needed for the targeted digital governance maturity. Since this requires addressing a range of elements, the implementation feasibility will be supported by the model’s focus on directly controllable elements (digital governance principles, enforcing the digital transformation and thus leading to the desired digital governance maturity) and an openly available innovative software solution which will guide users in the public administration concerning individual elements of the transformation, covering dimensions of the administrative & service design and the role of the network of different actors. Public institutions will be presented with the current state of digital transformation within the institution as well as the referential values based on best-performing institutions. For relevant policymakers and citizens, the aggregate results will be particularly useful, with a focus on raising awareness about the least exploited elements of digital transformation. Further, by monitoring the users' feedback, technological improvements and best practices regarding both the DTM and hence the web-based software solution will also be dynamically adjusted, thereby overcoming limitations of the existing finite-state (Meyerhoff Nielsen, 2017) digital governance models.
The known digital governance models are mainly theoretical and technology-focused, and only helpful for mapping the levels of sophistication of e-service offerings and technologically joining the existing fragmented government (Meyerhoff Nielsen, 2017; Pollitt and Bouckaert, 2011). A digitally transformed state requires changing the way public institutions organize (the administrative design dimension), produce and deliver services (the service design dimension) by utilizing the great potential of networks and partnerships between governments, business corporations, and civil society associations (the dimension covering the network of actors). In WP2, we will therefore quantitatively identify the ‘ideal’ instance of the DTM, covering all the mentioned dimensions and related elements of digital governance maturity. Based on the comprehensiveness of this approach, we recognize that an adequate model suiting Slovenia’s public administration digital transformation needs to be developed.
Figure: Operationalization of the digital transformation model (DTM): an original and systematic approach based on digital governance principles (P1–P11), guiding improvements in all dimensions (D1–D3) and underlying elements (E1–E4), finally leading to the targeted digital maturity level (ML43). The DTM builds on an advanced methodology and the authors’ critical evaluation of works by Fountain (2001), Layne and Lee (2001), Davison et al. (2005), Iribarren et al. (2008), Heeks (2015), Janowski (2015) and others.
Phase | Objectives | Hypotheses | Methods |
---|---|---|---|
1 | Preparation of theoretical starting points | H1: Existing digital governance models are not sufficiently meeting future demands and expectations of digital transformation. |
|
2 | Operac. of the DTM |
H2: The digital transformation model required for the Slovenian PA can be achieved with the proper transformation of administrative and service design in connection with a network of stakeholders. H3: The digital transformation presupposes sufficient investments in digital infrastructure. |
|
3 | DTM optimization and validation |
H4: For optimal results, the digital transformation elements have to be tailored to different segments within the PA. |
|
4 | Original software tool enabling systematic guidelines for implementing the DTM |
H5: The digital transformation within the Slovenian PA can be guided systematically through a software tool representing the key elements and referential values. |
Dynamic web solution, enabling:
|
5 | Dissemination of the DTM and related research results |
All of the above (dissemination) |
Multiple diffusion channels (scientific, professional and open/public), addressing all relevant PA stakeholders |
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HIRSCH, Bernhard, SCHÄFER, Fabienne-Sophie, ARISTOVNIK, Aleksander, KOVAČ, Polonca, RAVŠELJ, Dejan. The impact of digitalized communication on the effectiveness of local administrative authorities - findings from Central European countries in the Covid-19 crisis. Journal of business economics. 2022, str. 1-20. ISSN 1861-8928. https://link.springer.com/article/10.1007/s11573-022-01106-8, https://link.springer.com/content/pdf/10.1007/s11573-022-01106-8.pdf, DOI: 10.1007/s11573-022-01106-8. [COBISS.SI-ID 115585283]
PEČARIČ, Mirko, KOVAČ, Polonca, UMEK, Lan, RAVŠELJ, Dejan. Digitalisation and law : the more things change – the more they stay the same. Lex localis : revija za lokalno samoupravo. [Tiskana izd.]. apr. 2022, vol. 20, no. 2, str. 411-434, ilustr. ISSN 1581-5374. http://pub.lex-localis.info/index.php/LexLocalis/article/download/1763/771, DOI: 10.4335/10.4335/20.2.411-434(2022). [COBISS.SI-ID 105876227]
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HODŽIĆ, Sabina, RAVŠELJ, Dejan, JURLINA-ALIBEGOVIĆ, Dubravka. E-government effectiveness and efficiency in EU-28 and COVID-19. Central European public administration review, ISSN 2591-2240. [Tiskana izd.], maj 2021, vol. 19, no. 1, str. 159-180, ilustr. http://cepar.fu.uni-lj.si/index.php/CEPAR/article/view/501, doi: 10.17573/cepar.2021.1.07. [COBISS.SI-ID 65245699]
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HRŽICA, Rok, PLUCHINOTTA, Irene, KOVAČ, Polonca, VRBEK, Sanja, JUKIĆ, Tina. Organizational readiness for co-creation of public services in the Central and Eastern European administrative tradition: Development of the conceptual multi-attribute decision support model. The NISPAcee journal of public administration and policy, ISSN 1337-9038, June 2021, vol. 14, iss. 1, str. 169-214, ilustr., doi: 10.2478/nispa-2021-0007. [COBISS.SI-ID 66455299]
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PEČARIČ, Mirko. Learning the match between the administrative structures and tasks : follow the information. V: Citizens' engagement and empowerment - the era of collaborative innovation in governance : 29th NISPAcee Annual Conference, October 21 - 23, 2021, Ljubljana, Slovenia : e-proceedings. Ljubljana: NISPAcee. [2022], 17 str. https://www.nispa. org/files/conferences/2021/e-proceedings/system_files/papers/Pecaric_Learning_the_match_between_the_administrative_structures_and_tasks. pdf. [COBISS.SI-ID 90936067]
ARISTOVNIK, Aleksander, RAVŠELJ, Dejan, UMEK, Lan. The importance of public governance models for SDGs implementation. V: IASIA-IIAS 2021 Conference: Public Administration & Industry 4.0/4IR : July 26-30, Bela-Bela, South Africa : ConfTool Conference Administration. Bela Bela: IASIA, 2021, str. 1-9. https://www.conftool.org/iasia-iias-conference2021/index.php?page=submissions, https://www.iasia-conference2020.org/. [COBISS.SI-ID 76540931]
RAVŠELJ, Dejan, OBADIĆ, Alka, ARISTOVNIK, Aleksander. Digital transformation of higher education during covid-19: Croatia and Slovenia in comparative perspective. V: Region, entrepreneurship, development : REDX2021. Osijek: [Josip Juraj Strossmayer University of Osijek: University of Osijek, Faculty of Economics]. 2021, str. 234-247, tabele. http://www.efos.unios.hr/red/wp-content/uploads/sites/20/2021/07/RED_2021_Proceedings.pdf. [COBISS.SI-ID 70836995]
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At the end of June 2022, the project TRP ATLAS entitled "Transformation of governance and public service delivery mechanisms in the digital age" was successfully completed. The project aimed to develop a digital transformation model (DTM) for Slovenian public administration, which will enable public administration institutions to gain insights into possible changes in governance and implementation of public services in the age of digitalization. The model was based on internationally recognized frameworks, which were significantly modernized and adapted to the specifics of Slovenian public administration. Despite the difficult circumstances imposed by the Covid-19 pandemic, during the last three years (from 1 July 2019 to 30 June 2022), the project team conducted several research activities that supported the project and its complementary objectives as follows:
The content of the project was further incorporated into the international context through several bilateral project applications (Germany, Croatia, etc.). Moreover, the content of the project presents the basis for examining the concept of smart governance, which is carefully addressed within the project TRP HERCULES (http://www.project-hercules.si/). Accordingly, despite the completion of the project TRP ATLAS, further results and interesting insights can be expected also in the future.
The project team would like to thank everyone for their cooperation over the past three years and wish for further cooperation in future research into the field of public governance.
The research team has developed an analytical e-tool for monitoring digitalisation in a public institution, consisting of two interfaces, which are in a sequential relationship
The first interface is the data collection tool (Figure 1), which enables efficient data collection across different organisational elements (technology, processes, structure, people and organisational culture). By default, the data collection tool is set to sequentially show statements (including explanatory questions and selected examples) that should be assessed by the respondents on a scale from 1 (worst performance) to 5 (best performance) to provide the current situation in their institutions. If a statement is not relevant for a certain institution, the respondent is offered the option »not applicable«. Before submitting the final assessment, the respondents can check and change their assessments by selecting the organisational element and statement for which they want to make changes and choosing the correct assessment. The data is automatically saved in the cloud when the final assessment is submitted.
The second interface is the report generation tool (Figures below), which provides public managers with comprehensive insights about the current state and opportunities in their institutions. The first page of the report (Figure 2) consists of brief information about the research project, followed by structure and instructions on how to read the report. The report includes four sections (Summary of the analysis, Comparison with comparable institutions and state in the institution, Compact analysis and Annex: Guiding statements) and follows the logic of traffic light colours (red – the need for improvements, yellow – opportunities for improvements, green – improvements are not necessary).
The first section presents a summary of the analysis (Figure 3), including the state by organisational elements (average value of responses), a comparison of the state with comparable institutions (ranking of institutions), the state of digitalisation (lagging behind the best performance) and the state of digitalisation according to the best comparable institution (lagging behind the performance of the best comparable institution).
The second section compares comparable institutions and the state in the institution (Figure 4) across organisational elements. This presentation provides information on which organisational elements are more or less problematic by considering the comparison with a comparable group of institutions.
The third section presents the results of the compact analysis (Figure 5), showing the lag of the institution behind the best performance and the average performance of the best comparable institutions.
Finally, the fourth section provides some guiding statements (Figure 6), enabling public managers to gain in-depth insights into possible changes in governance and implementation of public services in the age of digitalisation.
Summarising the previous post, we first established the theoretical framework for the digital transformation model’s development for the Slovenian public administration. The core elements are defined based on the literature review of eGovernment maturity models and broadening Leavitt’s diamond model for the organisation: technology, processes, structure, people, and organisational culture. Additionally, the model builds on three sets of encompassing dimensions, complementing core elements: digital principles, good governance principles, and elements of the external environment.
Based on the established digital transformation model, the second objective was to develop a questionnaire, offering the values of the answers in the form of simple evaluation scales for individual statements, which describe the situation in the institution by individual content sets. The questionnaire is being conducted on two distinctive levels of Slovenian public administration: ministries and local government.
The preliminary results reveal interesting insights. Digital strategy for public administration is central to the Ministry of public administration. Several public managers would like to digitally accelerate their operations; however, preliminary results show several internal and external limitations to do so. The initial results revealed that local governments scored significantly lower in various aspects. The initial sample of local governments stated the need for a systemic solution that would enable easier interoperability and expressed the desire for a standardised and unified arrangement regarding ICT solutions. Regarding the barriers to digitalisation, the problems with weak digital skills of employees were reported on both levels, as well as lacking the possibility of hiring IT specialists.
Public institutions will be presented with the current state of digital transformation within the institution and the referential values based on the best-performing institutions. For relevant policymakers and citizens, the aggregate results will be beneficial, focusing on raising awareness about the least exploited elements of digital transformation and defining the referential trajectories needed for the targeted digital maturity.
Empirical verification of the model showed the importance and relevance of all five fundamental elements. We expect to see further significance in relation to the encompassing dimensions of digital principles, good governance principles and environmental elements with a bigger sample
Members of the project team attended the 30th NISPAcee (Network of Institutes and Schools of Public Administration in Central and Eastern Europe) annual conference that took place in Bucharest, Romania, on June 2 – 4, 2022. The conference was organised in cooperation with the Faculty of Business and Public Administration of the University of Bucharest and welcomed papers and presentations on the crises, vulnerability and resilience in public administration.
As a part of the Digital Government Working Group, we have presented our paper, titled:”Developing and testing digital transformation model for public administration: the case of Slovenia”. The aim of the paper is two-fold. First of all, to establish the theoretical framework for the digital transformation model’s development for the Slovenian public administration.
The core elements are defined based on the literature review of eGovernment maturity models. Internationally recognised frameworks and models, developed by academics, governments and consultants, namely the four-stage maturity model (Layne & Lee, 2001), the four-stage strategy and maturity model (Davison et al., 2005), the eGovernment maturity model (eGov-MM) (Iribarren et al., 2008), and several others, have been considered. The review showed that most of them are primarily focused on the technology and process aspect. Hence, the development of our digital maturity model resulted in maturity levels being reflected inside each element in the form of questionnaire items.
We have additionally included broadened Leavitt’s diamond model for the organisation, namely: technology, processes, structure, people, and organisational culture, which stands as the foundation of our digital transformation model for the organisational level. Additionally, the model builds on a comprehensive set of principles influencing administrative and service design that lead to targeted digital governance maturity, enacted technology, and ultimately the desired public administration outputs and outcomes. There are three sets of encompassing dimensions, complementing core elements:
In February 2022, researchers from the ATLAS project group published an article titled “From Neo-Weberian to Hybrid Governance Models in Public Administration: Differences between State and Local Self-Government” in the Administrative science journal. The paper aims to provide an overview of different public governance models, extract quantifiable elements based on models’ principles and examine the extent of layering of different governance models at different levels of public administration in the specific case of the Slovenian administration. Thus, the main focus is on identifying the differences in characteristics of public governance practices between state administration and local self-government.
When examining the development of public governance models, we can observe three main pillars starting with: (i) the traditional public administration (the Weberian public administration); (ii) the managerial model (New Public Management (NPM)); and (iii) Governance and Hybrid models (Neo-Weberian State (NWS), Good Governance (GG), New Public Governance, Digital-Era Governance (DEG), and Alternative/Hybrid models).
The results show that Digital-Era Governance elements are more prominent in institutions on the local self-government level (see Figure 1). In 1994, the functions of municipalities (local self-government) were strictly separated from those of the state administration, constituting the most radical public administration reform in Slovenia thus far. The Local Self-Government Act allows the municipality to obtain the functions, under authentic competence, that are crucial for the life and work of inhabitants of the municipality. Following this approach, the functions can be exercised in a more effective and rational way within the local community rather than through state administration. Interested stakeholders find information about operations without significant effort, either on websites, published reports, or directly from the institution. Moreover, information is available to the public through all modern information and communication channels, and critical business processes are supported by state-of-the-art digital solutions, also reflecting the principles of Digital-Era Governance.
Comparative results of our study were presented as an abstract, titled “Effects of Covid-19 pandemic on selected digitalization aspects of local general administrative authorities in Slovenia with some international comparisons” at the International Conference "Prospects for Governance Quality in the Context of Digitalization" organized on December 15-16, 2021, by the Russian Presidential Academy of National Economy and Public Administration (RANEPA). The conference aimed at reviewing the key governance digitalization trends and risks in Russia and beyond, as well as evaluating the possibilities to use various mechanisms and instruments to improve governance quality.
Within the framework of this conference, we were presenting during the international session “Public Administration Digitalization and COVID: Key Lessons”, which was held online. Our survey considered, among other aspects, digitalization as a tool for simplifying the performance of administrative procedures typical of all European countries included in the survey (Slovenia, Germany, Romania, Czech Republic, Poland) before and during the crisis. Public managers were asked to report on the scope, but even more importantly, the consequences of simplified procedures through digitalization relative to public service users. As shown in Figure 1, the number of parties to the procedures using a digitalized mode, above all filing e-applications with or without a qualified e-signature, grew significantly as indicated by the average value of 4.1, where the biggest increase was observed in Slovenia (4.55), then Germany (4.28) and Romania (4.02), and finally the Czech Republic (3.85) and Poland (3.79). Slovenia is, therefore, the smallest of the five countries, with a strongly centralized and unified but also broadly publicized ICT system in its administrative authorities, which is probably responsible for such a result. Moreover, administrative authorities engaged in digitalized activities as well, even though less than parties, we can see a value of 3.8.
The study results show high values for the likelihood of the digital changes remaining in place after the pandemic for all countries that participated. However, all of them score below the EU average according to last year’s data (2020), when it comes to providing digital public services, which highlights the considerable room for improvement compared to the top providers in digital public services (e.g., Estonia, Spain, Finland).
The objective of this session was to identify the key lessons of the coronavirus pandemic for governance digitalization and discuss the ways this experience could be used for the future governance transformation. The session provided an opportunity for Russian and international scholars and practitioners to share best practices and to promote the recent research on the issue.
The 29th NISPAcee (Network of Institutes and Schools of Public Administration in Central and Eastern Europe) annual conference took place in Ljubljana, Slovenia, from the 21st to 23rd October at the Faculty of Public Administration in a hybrid form. Conference main theme was “Citizens’ engagement and empowerment – The era of collaborative innovation in governance” and has welcomed papers that invigorated discussion about possible ways of citizens' empowerment in the CEE region, in connection to its developments/tradition, governance practices, regulatory framework, financial capacity, public policy, digitalisation processes, human resource management and public administration itself.
As a part of the E-governance Working Group we have presented our paper, titled: “A bibliometric analysis of digital era governance research: An overview over the past two decades”. Namely, the emergence of digital technologies has profoundly affected and transformed almost every aspect of societal relations. These impacts have also reached public administration, including its governance. Digital technologies’ rise has paved the way for the surfacing of a new public governance model called Digital Era Governance (DEG) model, in which digital technologies play a central role. Therefore, the main aim of the paper was to provide a comprehensive and in-depth examination of DEG research over the past two decades. Bibliometric analysis was based on the Scopus database that contains 3,917 documents published between 2000 and 2019. In this context, several established and innovative bibliometric approaches were applied.
The results of the paper reveal the apparent growth of DEG research in the last 20 years, as accelerated by several of the most relevant documents published in reputable journals like Government Information Quarterly. Most DEG research has been conducted in Anglo-Saxon countries, as confirmed while examining authors’ affiliations and collaborations. With respect to the biggest discussion topics in DEG research, the results show that in recent years e-government has been replaced by emerging alternative concepts like digital, open and smart government (Figure 1). The findings add to the existing scientific knowledge and facilitate evidence-based policymaking.
The 29th NISPAcee (Network of Institutes and Schools of Public Administration in Central and Eastern Europe) annual conference took place in Ljubljana, Slovenia, from the 21st to 23rd October at the Faculty of Public Administration in a hybrid form. Conference main theme was “Citizens’ engagement and empowerment – The era of collaborative innovation in governance” and has welcomed papers that invigorated discussion about possible ways of citizens' empowerment in the CEE region, in connection to its developments/tradition, governance practices, regulatory framework, financial capacity, public policy, digitalisation processes, human resource management and public administration itself.
As a part of the E-governance Working Group we have presented our paper, titled: “The impact of the Covid-19 pandemic on the digital transformation of public administration: The case of Slovenian administrative units”. In an unexpected circumstance, such as the Covid-19 crisis, public service delivery cannot be suspended, but must be delivered online, relying on the available digital technology. Accordingly, public administration has faced the urgent need to assess its current digital technological capabilities while facing sudden processes of technological adoption and implementing solutions. In other words, the Covid-19 pandemic can be considered as an accelerator for digital transformation in public service delivery. Therefore, the main aim of the paper was to examine the impact of the Covid-19 pandemic on the digital transformation of public administration in Slovenia
The results of the paper (Table 1) suggest that the Covid-19 pandemic will have a lasting impact on the operation of the Slovenian administrative units, especially concerning digitalization. Despite the lack of personal contacts emphasized by the civil servants, it is very likely that the administrative units in Slovenia will continue to use digital-based solutions even after the Covid-19 crisis.
With increased efficiency orientation, the use of digital communication channels of administrative units will remain towards the parties as well as towards the employees also after the Covid-19 pandemic. Furthermore, whether overall digitalization of work processes and simplified digitalized procedures in administrative units will continue to develop, this would lead to accelerated use of web portals and digital communication channels with parties after the Covid-19 pandemic. The use of digital communication channels would remain in use if they proved to be efficient for the meetings in current circumstances. Even so, this will likely not be the case, despite the efficiency, if the employees are missing formal personal contacts with their co-workers.
We were also able to identify two external factors relevant to administrative units’ operations that are important for explaining the variation in accelerated digitalization of processes and use of web portals and digital communication channels with parties. Firstly, the rise in population with higher education increases the likelihood of being on a higher level of accelerated digitalization after the Covid-19 pandemic. And secondly, the administrative units with more employees per 1000 inhabitants, these are typically smaller and rural units, will be more likely prone to digitalisation in the future, as digital solutions were previously rare and also possibly due to population being more dispersed throughout the villages, hence the distance from people's homes to the offices of administrative units generally increases the level of use of e-communication, even more during a pandemic.
The European Group for Public Administration has organized an annual conference. The EGPA conference is the annual meeting of a community of public administration academics, young researchers, and practitioners in Europe and key EGPA/IIAS partners. The conference took place in Brussels, Belgium from 7 to 10 September 2021. The conference was organised in hybrid form. As participants’ safety is organizers’ top priority, they also enabled the possibility of on-line participation for all those authors who could not attend the conference in person.
Our research team has presented a paper on the topic of Covid-19 in public administration, with the title “The impact of digitalized communication on the effectiveness of local public administrations – Findings from central European countries in the covid-19 crisis”. The Covid-19 pandemic brought big and unforeseen challenges not only to societies at large but also to public administrations. Consequently, public administrations have been forced to provide public services to their citizens in an effective way while protecting the safety and health of their employees and their citizens.
The main aim of the paper was to analyse the impact of digitalized communication on the effectiveness of service provision by various European local public administrations in the Covid-19 pandemic by considering the Covid-19 driven changes of the legal competence of the institutional unit, and the public administration’s orientation to good governance as mediators of this relationship (see Figure 1).
By applying partial least squares structural equation modelling (PLS-SEM) on survey data (N=610) from five central European countries (Czech Republic, Germany, Poland, Romania, Slovenia), the results show that a Covid-19 accelerated use of digitalized communication tools has a positive effect on the effectiveness of local public administrations. The results also indicate that Covid 19-driven new laws and instructions and good governance - based on the mostly convergent administrative traditions and European trends – partially mediate the relationship of the use of digital communication tools and the administrative effectiveness. These findings do not significantly differ between the participating countries and their bureaucratic traditions. Consequently, the Covid-19 crisis proved to be a joint facilitator of responsive public governance yet complaint to the rule of law, regardless of traditionally more legalistically or managerially oriented national administrative systems.
Faculty of Economics and Business, University of Zagreb (FEB Zagreb), Croatia has organized the 12th International Odyssey Conference, this time in a hybrid form. The conference took place in Amadria Park Hotel Ivan in Šibenik, Croatia from 9 to 12 June. As participants’ safety is organizers’ top priority, they also enabled the possibility of on-line participation for all those authors who could not attend the conference in person. The conference aims to bring together researchers and practitioners to present their research and discuss recent challenges in business and economics.
Our research team has presented an abstract on the topic of Covid-19 in public administration, with the title: »The impact of Covid-19 pandemic on cost management in general administrative authorities at local level in Slovenia«. The Covid-19 pandemic has significantly reshaped almost all aspects of societal relations, including administrative ones, and revealed that the public administration is facing turbulent problems. New circumstances have changed work tasks and demands at work within public administration and thus affected the structure of material and financial resources utilization.
The main aim of the paper was to: (i) identify the key factors and consequences of the operation of the general administrative authorities during the (first wave) of the Covid-19 pandemic; (ii) examine the impact of the pandemic on utilization of material and financial resources in general administrative authorities and their functioning during the pandemic and beyond; (iii) identify differences between general administrative authorities covering urban and rural areas.
Regarding the financial and economic aspect, the empirical results showed that at the time of the Covid-19 pandemic, in relation to normal operations, costs or operating expenditure in general administrative authorities are generally lower. Especially, there was a larger decrease in the costs of paid-in printed matter, investments and investment maintenance and other costs (e.g., sale of real estate), while the costs of salaries and material costs decreased the least. Material costs remained almost the same, but the allocation has changed. There was a significant increase in the costs of safety and health at work and costs of security and cleaning of the premises since about 95 % of the employees continue working from the offices. Due to the restricting measures, ICT equipment was also more used among the material resources. On the other hand, part of the material costs decreased, such as the costs of business trips, vehicles, registration fees for employee training, office equipment and small inventory.
We were also able to observe differences between general administrative authorities covering urban and rural areas since the size of the urban general administrative authorities is greater, the need for safety and health at work, security and cleaning of business premises is above average and higher than for the rural ones. Nevertheless, both types required above-average use of ICT equipment (Figure 1).
According to the opinion of public managers, the Covid-19 pandemic also brings lasting changes in the functioning of the general administrative authorities, especially in terms of further digitalisation. On the other hand, they are expecting no major changes compared to the time before the pandemic in the areas of remote work, material cost savings, and work reorganization.
The IRSPM (International research society for public management) conference 2021 theme was »Public management, governance and policy in extraordinary times: challenges and opportunities«. It was held between 20-23 April and was the very first virtual IRSPM conference. With more than 30 panels, 450 accepted abstracts and over 650 registered participants from over 50 countries made the virtual IRSPM conference 2021 a success.
Our research team, working under the Covid-19 Social Science Lab, has presented an abstract on the topic of Covid-19 in public administration, with the title: »Digital transformation of general administrative authorities at local level during Covid-19 pandemic and beyond: A comparative study of five European countries«. The Covid-19 pandemic has significantly reshaped almost all aspects of societal relations, including administrative ones, and digital transformation of public administration proved to be one of the crucial. The main aim of the paper was to (i) ascertain the impact of the first wave of the Covid-19 pandemic on functioning and digital transformation of general administrative authorities at local level; (ii) its implications for public service delivery and their design during the Covid-19 pandemic and beyond; (iii) identify differences between five European countries by using explorative approach. The results on a sample of 926 respondents from Czech Republic, Germany, Poland, Romania, and Slovenia showed that the Covid-19 pandemic, besides several negative consequences, is perceived by public managers also as an opportunity to digitalize work processes in public administration, allowing for higher efficiency and responsiveness as a key determinant of good governance. Pandemic will have a long-lasting impact on the functioning and digital transformation of public administrations and high values for probability of digital changes to remain after the epidemic for all countries that participated in this study indicate they will continue to use digital-based solutions even after the Covid-19 crisis (Figure 1).
Identified differences between public administrations of selected European countries reveal that especially German and Romanian administrative authorities will most probably keep digital changes as the two countries rank the lowest (DESI index 2020) in comparison to other countries taking part in this survey, when it comes to providing digital public services, which enhances the need for digitalization.
As a part of a comprehensive research on digital era governance (DEG) research over the past two decades, researchers performed a thematic evolution analysis. The thematic evolution analysis is based on an in-depth examination of author’s keywords through a longitudinal framework, which allows to observe the development of DEG research over time. To focus on the core themes, 500 author’s keywords with minimum cluster frequency (per thousand documents) of 50 are included in the analysis.
The results of the analysis are presented in a Figure 1, whereby the rectangle size is proportional to the number of publications for the corresponding theme, and edge is proportional to the inclusion index between two connected themes. The results reveal that e-government is presented in all four sub-periods and evolves in a stable and compact way from the first sub-period (2000-2004) until the last observed sub-period (2015-2019). Moreover, many of the identified themes represent a continuation or permutation of themes that are identified in a previous sub-period, except innovation, which is identified as a newly developed theme in DEG research between 2010 and 2014. Finally, an in-depth examination reveals that: 1) open data has its roots in transparency evolved from e-government and security; 2) e-participation is mainly derived from social media, which has its roots in e-democracy; 3) e-governance is predominantly evolved from e-government, ICT and innovation; 4) social media has its predecessors in e-democracy, which is derived from e-governance and public administration; and 5) government spills over into public sector over time.
In June 2020, researchers from the ATLAS project group, in cooperation with the Ministry of Public Administration (MPA), conducted a survey among Slovenian administrative units (AU) as general territorial administrative districts, namely on the functioning of the AU during and after Covid-19. The aim of the research was to identify the key factors and consequences of the functioning of the AU during the (first wave) epidemic - spring 2020 - both in relation to citizens and other natural persons, companies, non-governmental organizations, etc. as well as to parties to administrative proceedings, as in internal relations between the AU and other administrative authorities, and between employees of the AU. All heads of AU (58) responded to the invitation to participate in the survey. The percentage of completion for the (content and demographic) questions was recorded from 77 % to 100 %. Questions or statements mainly concerned the assessment of the opinions of the heads of the AU regarding the developments in the observed institutions during and after the Covid-19 epidemic in relation to normal functioning. Individual claims, unless otherwise stated, were measured using a 5-point Likert scale: “1 = significantly less”, “2 = less”, “3 = equal”, “4 = more”, “5 = significantly more”.
The results of the survey generally showed that in the period from March to June 2020, regulations and measures were adopted very quickly (compared to normal operations) and there were many of them, which together led to certain non-compliances by departments. However, the simplified e-commerce proved to be positive, as shown in the Figure 1, as the use of e-portals, e-mail communication, e-applications and e-service increased significantly, without major or systemic problems. The Figure 2 shows a marked increase in the digitalization of work during the Covid-19 epidemic, both in relation to customers as well as between authorities and employees. At the same time, this meant a greater burden on the AU due to the necessary testing for possible misuses, but there were not many cases. According to the heads of AU, the Covid-19 epidemic also brings lasting changes in the functioning of the AU, especially in terms of digitalisation. Even after the epidemic, greater use of web portals (eGovernment), digital communication channels, accelerated digitalization of processes and changes in regulations for simplified procedures are expected to be maintained. In conclusion, the results of the research showed key changes or needs for them in the functioning of the AU. The full survey report is available on the CovidSocLab website - Public Administration Survey.
The project conducted activities that upgrade the existing theoretical starting points. In this context, a preliminary review of the scientific literature in the area of the Digital Era Governance has been prepared. In April, we obtained 3,917 units of scientific literature by searching the terms related to Digital Era Governance for the last two decades (2000-2019), which were then divided into five-year periods. We found that both the number of documents as well as the number of citations in the field of management in the digital age are growing sharply over time. Detailed dynamics of the number of documents and citations in the area of Digital Era Governance can be observed in Figure 1.
Figure 1. Distribution of documents and citations by year (2000-2019; N=3.917)
Members of the project team were successful in applying for bilateral scientific research projects between Slovenia and Northern Europe for the period 2020 to 2022. Of the six projects applied for each country in Northern Europe, 5 projects were approved by the SRA (Denmark, Norway, Estonia, Lithuania and Latvia). Most of the registered or obtained projects are directly or indirectly related to the research in the context of the TRP ATLAS project, as they cover a wide range of aspects from disruptive technologies in the public sector to the challenges of contemporary/digital governance in public administration.
Members of the project team conducted a survey entitled: “The impact of the Covid-19 epidemic on the efficiency of public administration: a case of general territorial administrative units”. The survey was lasted from the beginning of June 2020 to the end of August in comparable administrative bodies in a total of 10 foreign countries as part of the activities within the CovidSocLab project. The main goal of this survey was to identify key challenges and opportunities and present an international comparative analysis of selected public administration organizations during the first wave of the Covid-19 pandemic. The main purpose was to design the proposals for policy makers and public managers through which public administration would operate compliant to good governance principles. The results of the survey show, among other things, that the turbulent problems exposed by the Covid-19 pandemic especially call for digital-based solutions that are sufficiently adaptable, agile and pragmatic to uphold a particular goal or function in the face of continuous/sudden disruptions. Reports on both surveys (Slovenian and international) are available at: http://www.covidsoclab.org/public-administration-survey/.
A number of activities have been performed on a project that are important in terms of preparing theoretical considerations (WP1):
The next steps in the project are aimed at carrying out bibliometric and content analyses, which is a good basis for the further envisaged steps.
On June 14, 2019, the Director of the Public Research Agency of the Republic of Slovenia (ARRS) issued a Decision on the selection of applications for (co) financing of research projects based on the Public call for (co) financing of research projects for 2019 (second phase of evaluation) no. 6316-9 / 2018-1147. Based on this decision, the ARRS issued a Notice on the selection of applications for (co) financing of research projects based on the Call for Proposals (co) financing of research projects for 2019. Following this announcement, research project J5-1789 - Transformation of governance and public sevice delivery mechanisms in the digital age will be (co) funded by 1596 hours per year (price class A) for a period of 3 years. The funding start date is July 1, 2019.
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