[{"bbox": [93, 154, 1163, 295], "category": "Text", "text": "**Society as a service-centred organisation.** All the activities of officials, entrepreneurs, citizens and software/information system are viewed as services. End users see services from a joint service room. They are not interested in the organisation that provides the service, but in the service itself. Although the private and public sectors act according to fairly different business rules, the users of their services are the same. Hence, it is practical that the private and public sectors develop and manage the services jointly."}, {"bbox": [93, 314, 1163, 483], "category": "Text", "text": "**Separation of front-end and back-end systems.** In public sector information systems, front-end and back-end systems should be architecturally clearly separated. All public sector registers and databases are considered to be \"back-end systems\". The task of back-end systems is data management and provision of network services; they do not deal with authentication and authorisation. Hence, there is no need to build components of end-user's authentication and authorisation into back-end systems. Web services of back-end systems are made available for the end-user only through service intermediaries (front-end systems)."}, {"bbox": [93, 502, 1163, 586], "category": "Text", "text": "**Reuse of components.** A full component-based service model for public administrations allows the establishment of public services by reusing, as much as possible, existing service components. Public administrations should agree on a common scheme to interconnect loosely coupled components and put the necessary infrastructure in place."}, {"bbox": [93, 605, 1163, 831], "category": "Text", "text": "**Service oriented architecture.** In the elaboration of the state IT architecture, principles of Service Oriented Architecture (SOA) shall be followed. In case of service-oriented architecture, different systems provide diverse information services through the so-called \"service interfaces\", which can be used by other information systems. Descriptions of these interfaces have to contain sufficient information for the identification and use of a service without the need for the service-using system to \"know\" anything about the internal architecture, platform etc. of the service-providing system. In case of SOA, the service publisher and the actual service provider do not necessarily have to be the same, while from the point of view of the service user, this does not make any difference. There are no restrictions as to technologies to be used for the application of SOA."}, {"bbox": [93, 850, 1163, 1048], "category": "Text", "text": "**Linking business processes via aggregated services.** Information systems communicate with each other via aggregated services. If, for the performance of a business process in one agency, data is needed from one agency or workflow has to be carried out in another agency, aggregated services are made use of. Agencies should ensure that the data and services they offer can be used as aggregated services. Aggregate service or complex service is combined from reliable basic services (for example, results of one basic service are used as input for another). The user perceives a complex service as one service. In the case of aggregate services, special attention must be paid to security-related risks that are linked with service use rights as well as to the danger of combining data."}, {"bbox": [93, 1067, 1163, 1122], "category": "Text", "text": "**Avoiding a \"single point of failure\".** It is recommended to use solutions where the breakdown of one part of the system may disrupt the functioning of the whole system."}, {"bbox": [93, 1141, 1163, 1282], "category": "Text", "text": "**Enhancing project visibility and disseminating results should be mainstreamed.** In the Guatemalan context, it is key to disseminate the project's ongoing work and its outcomes beyond the standard stakeholders. Engaging citizens directly has proven to be an effective strategy for highlighting ownership and dedication to the reforms. In a setting where citizens often lack awareness of government-led reforms, improving action visibility is a significant stride forward, paving the way for deeper engagement and fostering greater trust in the institutions concerned."}, {"bbox": [93, 1297, 1163, 1429], "category": "Text", "text": "**PFM projects benefit from a robust assessment of reform sequencing and realistic implementation timelines.** The action implementation timeline should be realistic for such a complex and ambitious initiative given the characteristics of the activities. It should also consider the capacity of country counterparts and their familiarity with the technical and management requirements of the activities. Implementation schedules should factor in the time needed to design, build commitment, pilot, and rollout PFM reforms."}, {"bbox": [93, 1442, 1163, 1612], "category": "Text", "text": "**When promoting complex PFM and digital reforms in low-capacity settings, sustainability must be considered long-term.** Implementing complex reforms in low-capacity contexts typically entails a series of interconnected interventions spanning 10-15 years before a stable ecosystem is established. Project outcomes should serve as foundational elements for a more extensive intervention, which need to endure change management strategies to solidify these capacities. Therefore, the action must incorporate sustainability measures to ensure the autonomous operation of systems independent of continued assistance from development partners."}, {"bbox": [1016, 1680, 1143, 1706], "category": "Page-footer", "text": "Page 22 of 38"}]