[{"bbox": [96, 152, 1134, 552], "category": "Text", "text": "supported by tools for managing the development and implementation of state information systems, including a catalogue of interoperable solutions; (iii) implementing the interoperability-by-design paradigm; (iv) creating a conceptual model for integrating information systems and services and forming interoperability building blocks; (v) institutional capacity building and skills development on interoperability related topics; (vi) analysing public services to identify digitalisation priorities; (vii) mapping AS-IS work processes and the ecosystem for existing services; (viii) defining the problems and understanding citizens' needs and user experience taking into account the digital gender divide; (ix) developing, describing, and visualising the future version (TO-BE process) of public services; (x) validating the selected solution with user groups; (xi) preparing the technical development of digital services and supporting implementation; (xii) calculating costs for future service management and supporting the development of a monitoring system; (xiii) identifying public institutions for government interoperability solutions pilot; (xiv) selection and deployment of a suitable interoperability and data exchange solution; (xv) conducting an initial data exchange service pilot using the selected interoperability solution and selected set of digital public services, ensuring equal access for women and marginalised groups; (xvi) building capacity to locally operate and sustain the platform; (xvii) strengthening and building up the interoperability platform to reach significant impact in the public sector (also including the staff from public authorities)."}, {"bbox": [96, 577, 487, 605], "category": "Text", "text": "Indicative activities relating to Output 3.1:"}, {"bbox": [96, 629, 1134, 868], "category": "Text", "text": "3.1(i) Consultancy for digital engagement policy and framework development; (ii) facilitating seminars and validation workshops with stakeholder engagement; (iii) creation of guidelines for learning and development programmes; (iv) awareness-raising actions; (v) outlining training methodologies and offering training of trainers (ToT) programmes; (vi) creating inclusive digital skills development plans for the public sector authorities as well as to citizens, aimed at reducing the gender digital gap among other; (vii) institutional capacity building in all the project Objectives (SO1-2); (viii) organising custom designed study visits/seminars (indicatively in advanced European Union countries) for GoG public authorities, to exchange experiences in digital transformation; (ix) strengthening institutional capacity and cultivate a deeper comprehension of e-governance and inclusive digital transformation."}, {"bbox": [96, 894, 480, 922], "category": "Text", "text": "Indicative activities relating to Output 4.1"}, {"bbox": [96, 947, 1134, 1241], "category": "Text", "text": "4.1. PFM system diagnostic and reform strategy. Activities related to this output include: (i) a stocktaking of PFM information systems (notably of the PFM digital platform known as \"Sistema integrado de Administración Financiera -SIAF-, which is critical for the efficient and transparent management of the country's public resources), including an assessment of the institutional coverage of existing information tools; (ii) assessing the core PFM functional processes and methodologies, including the development of updated conceptual and functional models for core PFM functions; (iii) assessing information exchange and interoperability requirements between core and support PFM processes; (iv) identifying investments needed to stabilize the PFM information ecosystem and strengthen cyber-security; (v) assessing PFM information governance models, with an emphasis in reform sustainability; (vi) Public Expenditure and Financial Accountability (PEFA) assessments at the first year (which will serve as a baseline) and last year of the Action (the Supplementary Framework for Assessing Gender Responsive PFM; and the Supplementary Framework for Assessing Climate Responsive PFM, will also be used)."}, {"bbox": [96, 1266, 480, 1294], "category": "Text", "text": "Indicative activities relating to Output 4.2"}, {"bbox": [96, 1319, 1134, 1506], "category": "Text", "text": "4.2. Strengthened PFM governance and sustainability: This output will be an integrated, inclusive, and scalable PFM system governance model that addresses the needs of all system governing bodies at MINFIN and provides a space for engagement and technical dialogue with other entities involved in public resource management. Activities related to this output include: (i) design of an improved PFM governance model; (ii) design and implementation of a PFM data governance model; (iii) establishment and initial support for the creation of the PFM system management unit; (iv) assessment of the life-cycle costs of alternative models for development, implementation, and operation of the PFM information ecosystem."}, {"bbox": [96, 1531, 480, 1559], "category": "Text", "text": "Indicative activities relating to Output 4.3"}, {"bbox": [96, 1583, 1134, 1639], "category": "Text", "text": "4.3. Tools for fiscal transparency and data-informed decision making. MINFIN needs to develop the digital tools and culture for data analytics and evidence-based decision making. It also needs to promote fiscal"}, {"bbox": [1015, 1678, 1144, 1706], "category": "Page-footer", "text": "Page 14 of 38"}]