Rats Informations System
Staatskanzlei des Kantons St.Gallen
Switzerland

The Problem

The Canton of St.Gallen is a member State of Switzerland with a population of approximately 60,000 and an area of about 2,000 km2. It is organised according to the traditional separation of powers model. Direct democracy is exercised by means of suffrage, but in particular by means of the voting rights which extend to parliamentary matters. Furthermore, citizens can use initiatives to have a vote organised on their own administrative and legislative proposals.

Legislature: Cantonal Council
The Cantonal Council is a “Militia Parliament” (its members have other professions) and forms the legislative body of the Canton of St.Gallen. It is elected every four years using the proportional representation method and is comprised of 180 members. In each year the Cantonal Council meets for 5 sessions, each of which lasts between 2 and 3 days. The sessions are held in the Government Building in the City of St.Gallen, the canton’s capital. 6 political parties are represented in the Cantonal Council; it members are organised into 5 factions. It decides upon administrative and legislative changes and exercises supervisory powers over the government, the administration and the justice. It elects various public officers and fosters relations with the other Cantons and neighbouring foreign territories.

During 10 to 15 days of session in every year, the Cantonal Council attends to approximately 200 items of legislation, sometimes repeatedly as well as in various procedural stages. Before being heard in plenum, most legislative matters will be discussed in detail by the various commissions. 4 permanent commissions are appointed for a period of 4 years and regularly deal with similar types of matters, whereas up to 15 other commissions are temporarily appointed each year depending on the particular issue of legislative business. The Administration, and the State Chancellery (Staatskanzlei) or the particular Department in particular, is responsible for controlling these permanent and non-permanent commissions. These offices manage the flow of information, ensure the distribution of documentation and organise the meetings.

Executive: Government
The Government forms the Executive of the Canton of St.Gallen. It consists of 7 persons each of which is responsible for one Department. The Government is elected by the majority choice procedure for a period of 4 years. It has at its disposal the Secretary of State who, at the same time, is head of the State Chancellery. During some 50 meetings held annually the Government deals with approximately 1,000 legislative matters, which are prepared by the Departments and executed in law upon being passed. The Cantonal Council also deals with some governmental business; the large majority of Cantonal legislative items have their origin in governmental legislation.

State Chancellery
It is a peculiarity of St.Gallen that the State Chancellery provides official services on behalf of both the Cantonal Council (Legislature) and the Government (Executive). It manages both the legislative business data and the personal information, the associated documentation as well as the corresponding processes. The State Chancellery, in this function, forms the link between the Cantonal Council, Government, Departments and citizens and residents. Furthermore it is responsible for public relations and administers the internet presence of the Government and the Cantonal Council (www.sg.ch). Alongside this, the State Chancellery is the issuer of official publications and is responsible for other central administrative functions.

Solution and Key Benefits

 What is the initiative about? (the solution)
Since the end of May 2006 the Cantonal Council of St.Gallen has published its business on the internet at https://www.ratsinfo.sg.ch. When compared internationally, a new level of information provision and transparency has been achieved by the Canton of St.Gallen with its Council Information System. Using this website, the public can speedily and easily inspect the electoral and legislative business of the Parliament. Voting behaviour and inputs to the debate made by each member of the Council can be viewed, irrespective of the particular legislative matter at hand. Whenever they wish to do so, interested citizens can view the up-to-date progress of a particular point of legislative business and peruse the contents of the associated documentation. The progress status of an item of business is also graphically represented. An newsletter, issued automatically and to which a subscription can be made simply by registering one’s email address, provides information regarding changes to the content or the progress status of the individual point of business.

Behind the Council Information System there is an entire organisational and information technology project. The result is a process-orientated administration system, which issues publications via the internet with regard to the legislative business procedure. Since the Council Information System processes both Cantonal Council business as well as that of the Government, the synergies are high. It is still possible, however, to separate the concerns of the State bodies. Internal and external customers of the State Chancellery are given a standard interface for the exchange of information. The foundations for continual improvement are optimised. Leadership bodies are better able to access strategic information in a structured form.

Actors and Stakeholders

 Who proposed the solution, who implemented it and who were the stakeholders?
– Feasibility analysis (Process analysis, cost-benefit equation, potential synergies)
from March 2003
– ISO-certification (Quality management system)
February 2004
– Public tender
July 2004
– Contract award, contract for services and project kick-off
November / December 2004
– Adoption of the detailed plan
February 2005
– Administration Release 1
July 2005
– Operative deployment of administration
January 2006
– Administration Release 2 and internet publication
March 2006
– Project conclusion and live switching of internet site
May 2006

(a) Strategies

 Describe how and when the initiative was implemented by answering these questions
 a.      What were the strategies used to implement the initiative? In no more than 500 words, provide a summary of the main objectives and strategies of the initiative, how they were established and by whom.
The State Chancellery of St.Gallen exists to assist both the Cantonal Council and Government, that is to say both the Legislature and the Executive are supported on an equal basis. This circumstance creates the optimal conditions for a seamless flow of business between Cantonal Council and the Government. At the same time, the State Chancellery plays a central administrative role for the exchange of official State information with regards to the media and the public. Recent years have seen a steady increase in the demand by the various stakeholder groups for fast efficient access to information concerning “their” legislative issues in order to have this data for their own processes.

As the main representative of the State Chancellery, the Secretary of State decided that these requirements could not in the long-term be fulfilled by the standard means of information and communication. The E-Government Strategy of the Canton of St.Gallen, the concept of which was drafted for the entire State administration by the State Chancellery, underlined this assessment: As part of this project, an evaluation was made of the needs of internal and external customers, as well as the general community, for electronic means of communication with the State. In order to achieve the 10 stated aims of the E-Government Strategy-Strategy several expansion projects were launched including the Council Information System.

The State Chancellery of St.Gallen has been ISO-certificated since February 2004. The subject of quality management was intensively worked upon for a period of two years as part of this project. The strategy of the State Chancellery, drafted in workshops by the Directorate and updated annually, is aimed towards in expanding and strengthening the position of trust within the interface between the Government and Parliament. Those quality-relevant aspects of the relationship with the various stakeholder groups were the subject of intensive discussions within the State Chancellery. The internal understanding and knowledge of this area, with regard to, for example, both process and customer orientation, could be better supported and given a solid foundation by means of standardised documentation, and which could certainly be further developed. There was at the same time a growing awareness that quality management could no longer remain an isolated task, but rather it needed to be seamlessly integrated into everyday institutional business. Here too the Directorship saw the ideal instrument in the form of the Council Information System.

The long-term archiving of files is a continual task, which the State Chancellery has fulfilled since time immemorial with respect both to legislative materials as well as the enactments and resolutions passed by the Government and the Cantonal Council. There was growing awareness that information had to be stored in a context whereby it was accessible by means of metadata such as content, participating persons, file plans and keyword indexes, if the data was to be made available for use by third parties in the best possible arrangement. The requirements of a future-orientated archive are to be drafted in a separate project involving the State Archive; the Council Information System however, with regard to (long-term) electronic archiving, already has a filing department plan for both Cantonal Council and Government legislative business as well as available interfaces.

(b) Implementation

 b.      What were the key development and implementation steps and the chronology? No more than 500 words
The Council Information System focuses on parliamentary business. Linked to particular item of parliamentary business is meta data such as designation, opening date, responsible person and organisational unit. In this way the documents, the persons and groups participating, resolutions, voting, discussions, results of meetings are all allocated to a particular item of parliamentary business. Improved efficiency is derived primarily from the link-up of the Directorate with the Content Management System, which takes care of the internet publication process. The business of the Executive is only partially open to the public, whereby the majority of the Council’s business is accessible. The appropriate selection must be managed within the administration in such a way that the administrative staff need not concern themselves with the details. Due to the scarcity of resources, improvements in efficiency must also be generated by technical assistance. The pay back period of the Council Information System is about 2 years.

The Council Information System also has an integrated audio/video and voting system in the parliamentary chamber. This enables the contributions to debates and the voting behaviour of the members of parliament to be recorded. In future the voting patterns can be evaluated according to parliamentary member, the political faction, sex or geographical origin. The Council Information System – as a source of primary information – only makes the relevant data materials available; the evaluation or processing of this information is a matter for the media or expert bodies.

The greatest possible transparency within the legislature is of crucial importance for the economic and political culture. The better the regulations can be located and traced, the better the compliance thereto. The time lost in laborious research is reduced; while the legal certainty increases. The push principle is implemented by means of the newsletter. Through the restriction to one or several or 9 subjects, the informational flood is dammed up.

The State is obliged to continually archive its information. This presents problems for electronic media. For this reason the Council Information System separates the representation and content by means of XML standards. With the combination of the use of consolidated filing plans and the context-related storage of information on individual items of parliamentary business, the long-term archiving of data can now be optimally achieved given current standards.

By using the Council Information System, the best possible organisation of governmental meetings can be arranged. This includes a function whereby the recording clerk can relay individual items of parliamentary business during ongoing meetings, allowing the administrative department to begin processing even though the meeting is still in session. The Council Information System is thus equipped with a “mass printing” function, which enables the council documentation to be compiled from the numerous electronic documents and be prepared in pdf format for printing or internet export.

(c) Overcoming Obstacles

 c.      What were the main obstacles encountered? How were they overcome? No more than 500 words
The E-Government Strategy of the Canton of St.Gallen is aimed at deploying electronic communication technologies in such a way that the partnership between citizens and the State is continually improved. The strategy focuses on 4 fields of action. The Council Information System belongs to the field of action "Political Leadership Communication" and contributes to making political activities more transparent and understandable. This should ensure improved participation in the direct democracy system, especially to include the younger generation. The Council Information System is part of the same project family as e-voting. Within the E-Government Strategy there will be an elucidation of the digital divide and the possible effects on the society. The 180 members of the Cantonal Council form a representative cross-section of the population. To this extent, the Council Information System presents a good test and development environment for acceptance and usability.

In order to implement the introduction of the Council Information System, it was necessary to make certain changes to the legal basis. The members of the Cantonal Council could have opposed, abstained from or, on the other hand, approved the appropriate governmental amendments without dissenting votes. This is an indication of the careful communication carried out during the project and the maturity of the solution. The members of the Cantonal Council work on various legislative proposals in preparatory commissions. For these purposes they require additional parliamentary documentation that can be easily made available to them via the Extranet. Moreover, the commissions experience a relative high rate of personnel turnover. These changes, including the accurate transfer of files, can be easily implemented using the Council Information System.

(d) Use of Resources

 d.      What resources were used for the initiative and what were its key benefits? In no more than 500 words, specify what were the financial, technical and human resources’ costs associated with this initiative. Describe how resources were mobilized
Due to the Council Information System there is an expectation that the culture of political discussion will be opened up. During public discussions, the members of the Cantonal Council must better recall what they have previously argued and in which direction they have voted in relation to individual items of parliamentary business. Their conduct can be better evaluated and the citizens can get direct feedback on the work performed by their elected representatives.

The transparency within the legislature is significantly improved. It is now quite easy for the public to get an overview of the various legislative proposals and to follow the progress in each case. The capabilities of direct democratic control are improved with a parallel reduction in the distance between the administration and private individuals.

The paper communication of Council documentation is reduced to a minimum. The 180 members of the Cantonal Council are only supplied once with the necessary documentation, in a orderly format, prior to each of the 5 sessions. In the past this documentation was sent to them on a weekly basis. The costs associated with archiving, printing and dispatch are thereby reduced to an absolute minimum.

Seen from within the administration, the primary benefit lies with the process management of the parliamentary business procedure. This optimises the internal operational processes, by means of procedural guidelines, checklists for each process stage, versioning of the documentation, filing plan and key-wording. Data storage, moreover, can be supported on a wider basis: improved access entails that the availability of information no longer depends on individual persons.

Sustainability and Transferability

  Is the initiative sustainable and transferable?
The concept of the Council Information System is so generic, that it can be extended to the next level of the State. This is another aim of the E-Government Strategy. The information and knowledge transfer, in particular, can be significantly accelerated and better organised using this platform.

The code administration enables the various terms of the administration to be accounted for, without the need to make amendments to the overall design. The result is that the Council Information System can be extended within the State administration of the Canton of St.Gallen. Specifically, it is already currently implemented on the next sub-level of the State, the local authorities (Gemeinden). Efforts are ongoing to expand the use still further. At present various workshops are being held in order to still better integrate particular requirements. In the main this appears less to involve the development of additional functions and more the removal of those that are superfluous.

The fact that the rights management permits working on two different State levels – Parliament and Government – using the same platform, the conclusion is then obvious that it must be possible to cover all other requirements regarding the separation of concerns. Of particular benefit to other areas of public administration is the combination of administration and internet publication, which can also be used for approval procedures. Using the newsletter function it is possible, for example, to keep the applicant automatically informed with regard to his/her application request.

Lessons Learned

 What are the impact of your initiative and the lessons learned?
– The development of the organisational structures poses a greater challenge than the implementation of a technical solution. This has indeed been successful. In a similarly placed project even greater consideration must be given to this aspect.
– The original schedule was too ambitious. The project lasted about one year longer than planned. The reason for this was the parallel development of the administration and internet publication. It would have been better to develop these elements one after the other.
– More consideration should have been given at an earlier stage to the customer capability aspect. This would have ensured that the extension to other public organisations would have been simplified.
– Within the tendering procedure for IT services, as required for this project, a condition could have been imposed ensuring that the source code was accessible and usable by the public. Other organisations could thereby have profited from the preparatory work.

Contact Information

Institution Name:   Staatskanzlei des Kantons St.Gallen
Institution Type:   Government Department  
Contact Person:   Lucas Keel
Title:   Projektleiter  
Telephone/ Fax:   ++41 71 229 32 60
Institution's / Project's Website:   ++41 71 229 39 55
E-mail:   lucas.keel@sg.ch  
Address:   Regierungsgebäude
Postal Code:   9001
City:   St.Gallen
State/Province:   SG
Country:   Switzerland

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