Citizen’s Perception of Public Services Digitization and Automation

Edna Dias Canedo

1 a

, Heloise Acco Tives

2 b

and Anderson Jefferson Cerqueira

3 c

Department of Computer Science, University of Bras

ılia (UnB), Bras

ılia, Distrito Federal, Brazil

Department of Computer Science, Lutheran University Center of Palmas, Palmas, Tocantins, Brazil

Pol

ıcia Militar do Distrito Federal, Bras

ılia, Distrito Federal, Brazil

Keywords:

Public Services, Service Digitization, Digital Government, Digital Governance Strategy, Digital

Transformation Kit.

Abstract:

The Brazilian government, with the objective of promoting the transformation of its government services

into digital services, has published relevant Decrees in recent years. This article aims to characterize public

services, especially the Brazilian ones, in the context of digital transformation and proposes a model/process

of digitization of public services focused on the needs of the citizen that can be used by any Government

Agency that wishes to digitize its services, being adaptable and ﬂexible, according to its needs. In addition,

this paper presents the results of a survey in the scope of the Federal Public Administration to try to identify

the expectation of the citizen and/or public servant with the Digitization of Public Services by the Brazilian

Government.

1 INTRODUCTION

Digital transformation has emerged as a term that de-

scribes the departure from digitization efforts to a full

stack revision of the policies, processes and services

in order to create simpler user experiences for citizens

and front line workers. While previous waves of dig-

itization focused on the transition from analog to dig-

ital services to increase efﬁciency and effectiveness

of government services, digital transformation aims

to redesign and reengineer government services from

the ground up to fulﬁll changing user needs. At the

center of these efforts are users – both internal and

external users – of digital services who are included

in the digital transformation efforts.

Across the globe governments and government

agencies are implementing digital transformation

projects and initiatives for a myriad of reasons, of

which the satisfaction and experience of a changing

citizen is one and cost savings another. These trans-

formations happen on all levels: national, regional,

local, supra-national. They also happen beyond gov-

ernments as such, among others in public sector ser-

vices such as public transport and national health

https://orcid.org/0000-0002-2159-339X

https://orcid.org/0000-0002-3963-310X

https://orcid.org/0000-0002-6973-3240

care, across various government agency areas and in

regulated and semi-regulated or state-sponsored ser-

vices, which differ per country. With the technolog-

ical evolution and expansion of the Internet, more

governments are adopting Information and Commu-

nication Technology (ICT) to provide services (Fang,

2002), the term e-Government stands for electronic

Government, and it has been expanding and evolving

(Gr

onlund and Horan, 2005).

In relation to Brazil, the Brazilian government has

sought to encourage Brazilian agencies to transform

their services into digital services (a public service

where it occurs electronically) for access, monitor-

ing and evaluation of citizens. Since 2016, important

decrees have been published in this sense, deﬁning

a Digital Governance Policy (Moura, 2016) and the

Digital Citizenship Platform (da Republica do Brasil,

2016) in the scope of the Federal Public Adminis-

tration. The Digital Citizenship Platform (da Repub-

lica do Brasil, 2016) aims to broaden and simplify the

access of Brazilian citizens to digital public services,

including through mobile devices.

The Federal Government Service Portal should be

a single integrated channel for the provision of infor-

mation, electronic request and monitoring of public

services, whose objective is, in addition to providing

practicality and agility for citizens and entrepreneurs,

for digital services to reduce the cost to government

754

Canedo, E., Tives, H. and Cerqueira, A.

Citizen’s Perception of Public Services Digitization and Automation.

DOI: 10.5220/0009409507540761

In Proceedings of the 22nd International Conference on Enterprise Information Systems (ICEIS 2020) - Volume 2, pages 754-761

ISBN: 978-989-758-423-7

by up to 97%. It is expected that the reduction will

eliminate the unnecessary commuting costs of the

government service, as well as waiting time in the

queues, possible printouts of certiﬁcates, and docu-

ment endorsements. The actions of the Platform are

aligned with the Digital Governance Strategy (DGS)

(Ministerio do Planejamento, 2016), (Musaﬁr, 2018)

that will guide the actions of Information and Com-

munications Technology (ICT) until 2019.

Brazilian ones, in the context of digital transfor-

mation, investigating the pricing models of services

and analyzing the context of the strategies of the Dig-

ital Platform and the Transformation Kit of the Brazil-

ian Government. In addition, it is intended to answer

the following question: How to work more closely

with citizens and organizations in a context of contin-

uous technological change and budgetary constraints?

2 BACKGROUND

In the study presented by (Janowski, 2015), an anal-

ysis of the evolution of initiatives for Digital Gov-

ernment is done, and a model with four evolution-

ary stages is shown: Digitization, Transformation,

Engagement, and Contextualization. Each of these

stages is analyzed in regards to their impact in three

variables of the evolutionary process: the internal

transformation of the government, the impact of the

transformation on external relationships (Citizens and

Government), and if the transformation is speciﬁc to

the applied context (city, state, country).

Besides his study with the deﬁnition of the stages,

Janowski (Janowski, 2015) presents a framework of

evolutionary analysis for the institutionalization of

the Digital Government as a result of governmen-

tal innovations executed to alleviate social, politi-

cal, economic, and ecologic pressures. According to

(Janowski, 2015), for each stage of the evolutionary

process there are different pressures to be resolved

and different available technologies, which lead to

speciﬁc innovations and institutionalizations of the

Digital Government. The impact of technologies in

the government is causing a rupture in the digital

capacities of the citizen. There are ﬁve main areas

among the factors that inﬂuence and can facilitate

digital transformation: Strategy, Leadership, Work-

force Talents, Digital Culture, and Citizen Focus

(citizen-driven) (Eggers and Bellman, 2016).

The steps of the digital evolution foresee that suc-

cessful public agencies will be more ﬂexible, adapt-

ing to the only constant of the digital era: change.

This points to the need of reimagining services and

of engaging the citizen. While some governments

struggle against change, others will take advantage of

the transformation and prosper (Eggers and Bellman,

2016). Worldwide experience and best practices are

very important for implementation of digitized ser-

vices. E-government maturity models can serve as a

way for provide best practices and recommendations

to implement and move to higher stages of maturity in

implementation of services(Fath-Allah et al., 2017).

Backofﬁce ICT use in Georgia has been a suc-

cess, as has the introduction of key enablers, relevant

registers and standards. Similarly, a number of high-

volume, high frequency online services are available.

The areas of open data, data reuse in government and

eParticipation can be improved, but show some ini-

tial promise - particularly in relation to the open data

portal. Georgia faces several recurrent challenges,

including: limited budget availability; a shortage or

underutilization of qualiﬁed staff; expensive infras-

tructure; a lack of some key national standards; data

compatibility; and security issues. These challenges

are ampliﬁed by the vacuum left by an inefﬁcient

or missing governance structures to ensure cross-

governmental cooperation and joint development and

has led to a fragmented ICT framework (Nielsen and

Goderdzishvili, 2017).

The work proposed by (Nielsen, 2016) identiﬁes

three gaps in current e-government research: Which

variables positively effects e-service use and whether

these correlations be statistically proven; the de-

gree with which governance and cooperation mod-

els ensure successful supply and use of e-services,

and; existing stage models for mapping e-government

progress only address supply-side, technology and or-

ganizational issues. The work concludes by outlining

a proposal to address the identiﬁed research gaps. The

work proposed by (Pieterson et al., 2017) determine

how newer generations of service channels interact

with existing channels and how these interactions im-

pact the evaluations and success of public service de-

livery.

2.1 Related Works

Digitization, routine automation, robotics, and artiﬁ-

cial intelligence affect business structure, organiza-

tions, and tasks at the most diverse levels of service

delivery. (Jylh

a and Syynimaa, 2019) presents the re-

sult of a survey of the 11 largest companies providing

outsourced services in Finland. The study identiﬁed

that with the development of new technologies there

will be changes in the proﬁles of professionals. In

addition, it has helped to identify potential beneﬁts

from the use of these new technologies, helped to un-

derstand new ways of decision making, management

Citizen’s Perception of Public Services Digitization and Automation

755

and staff training to adapt with less difﬁculty to this

phase of signiﬁcant change in the way we work and

deliver. services, since the spread of digitized services

needs to have in its structure professionals able to de-

liver services and support for the most different user

proﬁles (Jylh

a and Syynimaa, 2019).

Simonofski et al. (Simonofski et al., 2017) con-

ducted a systematic literature review to understand

citizen participation in the delivery of digitized ser-

vices. The authors identiﬁed four main factors that

make up citizen participation in service delivery: 1.

Stakeholders, who may be citizens, acting as end

users, public servants, politicians, and software de-

velopers; 2. Preconditions that can be classiﬁed into

motivations and barriers; 3. Participation methods,

which may be classiﬁed as service co-design and ser-

vice co-execution; 4. Results, which can be classiﬁed

into traditional e-government information systems.

The Government of Portugal, according to San-

tos (de Lemos Santos et al., 2019), has been trying

to identify ways to meet citizens’ needs regarding

public services, in order to make them simpler, eas-

ier to use and access, especially through mobile de-

vices. Currently public services in Portugal are avail-

able through several non-integrated portals that are

still in use. To minimize this problem, a Digital Ex-

cellence Center, called TicAPP, tries to support the

Digital Transformation process of Public Administra-

tion. TicAPP follows development with a top-down

approach to business architecture and based on the

TOGAF ADM methodology. In the ﬁnal stages of de-

velopment, which are still running, it is expected to be

able to assess the ticAPP maturity level using the Ar-

chitecture Capability Maturity Model framework in-

cluded in TOGAF and thus calculate the maturity rat-

ing.

The government of Uzbekistan, according to Shin

(Sang-Chul and Rakhmatullayev, 2019), aims to

achieve the optimization of government and admin-

istration units to create a digital government, promote

decentralization of administration and create a “sin-

gle center” that serves citizens and businesses based

on integrated and centralized services on a single plat-

form. Speciﬁcally, the proposal involves improve-

ments to the technology infrastructure available both

within the government and to the population that will

have access to the new service delivery format, in-

crease human resources and improve public services,

mainly by using interactive service portals. , which

provide broad and rapid access, thus reaching the

maximum digitization of government services, thus

achieving the idea of achieving the sustainable devel-

opment of society .

3 DIGITAL GOVERNMENT IN

BRAZIL

The digitization of government services is a grow-

ing trend today. The digitization of public services

has been transformation the relation between govern-

ments and citizens throughout the world. this pro-

cess has been seen as a great opportunity for govern-

ments to ensure universal access to public services,

offered with more quality and agility, as well as in-

creasing citizen participation in the day-to-day of the

public life, thus promoting the effective exercise of

the concept of citizenship (Daugherty et al., 2016).

Even though the beneﬁts are unquestionable, there are

many ways to approach government digitization, and

each country adopts distinct, varied practices, accord-

ing to their goals and possibilities. Therefore, it is

a complex task of establishing comparisons between

countries in regards to their maturity level in digitiza-

tion. However, a recent report presented a comparison

of the performance of ten countries in regards to their

actions towards government digitization.

Brazil was one of the ten countries participating in

this survey, and even though the report acknowledges

and praises its government’s efforts in relation to dig-

itization, the results are lackluster, as the country

takes the last place in the ranking of surveyed coun-

tries (Masson and Al-Yahya, 2014) (Coelho et al.,

2016). Assessing the context of Digital Government

in Brazil, some initiatives of the Brazilian government

can be seen with the Deﬁnition of Digital Gover-

nance and Digital Citizenship Policies, such as the

construction of programs,guidelines, and institutional

support.

The Digital Governance Strategy (DGS) (Minis-

terio do Planejamento, 2016) deﬁnes the strategic ob-

jectives, goals, and indicators of the Digital Gover-

nance Policy, and asserts that its biggest challenge

is cultural. With the objective of exploring, poten-

tializing, and orchestrating synergies that promove

higher efﬁcacy, efﬁciency, and economy to the Brazil-

ian Government, the DGS intends to foment a move-

ment of simpliﬁcation and optimization of public ser-

vices, with improvements in the business environment

and efﬁciency of public management.

The DGS acknowledges the need of refocusing

when it comes to the stage of Electronic Government

in Brazil, expanding it towards digital governance,

where the citizen becomes a participant in the con-

struction of public policies. Its purpose is, then, to

”orient and integrate the initiatives relative to digi-

tal governance in the Public Federal Administration,

contributing to increase the effectiveness of generat-

ing beneﬁts for the Brazilian society through the ex-

ICEIS 2020 - 22nd International Conference on Enterprise Information Systems

756

pansion of access to government information, the im-

provement of digital public services, and the ampliﬁ-

cation of social participation” (Ministerio do Planeja-

mento, 2016).

In this scenario of Digital Governance and Digital

Citizenship Platform, the Ministry of Planning, De-

velopment and Management anticipates that the Fed-

eral Government Services Portal will become a sin-

gle, integrated channel for the display of information,

electronic request, and monitoring of public services.

To such end, one of the initiatives comprehends a

technical solution for the automation of public ser-

vices and deployment of services in the Government’s

Digital Citizenship Portal.

The Ministry of Planning, Development and Man-

agement (MP) coordinates the strategy of automation

of public services together with agencies of the Public

Federal Administration (PFA). In 2017, for the Por-

tal of Government Services, they stipulated the sourc-

ing, in the cloud, of a technologic solution for the au-

tomation of public services, in the Software as Service

model (SaaS) (Pereira et al., 2017). This solution in-

cludes the adaptation and automation of the services

public, with the use of the available technologic solu-

tion, including technical support and training, capable

of serving the PFA’s agencies in need of automatizing

public services.

The Digital Platform (da Republica do Brasil,

2016) is a tool for request and monitoring of public

services, which will allow for services to be offered

electronically, including the: 1. Identiﬁcation of pub-

lic services and its main stages; 2. Electronic request

of services; 3. Electronic scheduling, when neces-

sary; 4. Monitoring of requests by stage/progress; and

5. Electronic petitioning of any nature. The platform

has the following functionalities: graphic visualiza-

tion of the demands; digital interaction such as chat

and e-mail; and history of service and interactions be-

tween citizen and service provider (da Republica do

Brasil, 2016). The platform is under construction,

under the responsibility of the Ministry of Planning,

Development and Management (MP), through a Dig-

ital Government program called Transformation Kit

(Ministerio do Planejamento, 2017).

4 PROPOSED MODEL

Based on the studies carried (Acco Tives Le

ao and

Canedo, 2018) out and in accordance with the Trans-

formation kit of Public Services for the Brazilian

Government, a digitization model of services to be

tested by the Brazilian Government was proposed.

The model proposed to customize the services pro-

vided by the Brazilian Government needs to have the

Process centered on the Citizen, where each phase

represents the activities necessary to be executed. The

ﬁrst phase, for example, which is to customize it. The

goal is to understand citizen), requires the following

activities/tasks to be performed:

1. Map the Stakeholders: Map the general out-

line and description of the different individuals,

groups and organizations that interrelate, directly

or indirectly, with each other.

2. Identify the Possible Stakeholders: Conducting

a survey or interviewing citizens in a busy loca-

tion.

3. Identify Communication Channels: Verify

which communication channels will be used, and

can be structured: surveys, interviews; formal un-

structured: e-mail, chat; and informal: social net-

works.

4. Identify Needs: Map and classify quantitatively

the priorities of services and/or functionalities to

be implemented.

5. Apply Techniques to Identify the Proﬁles of

Citizens: Proﬁles related to age group, educa-

tional level, economic situation, among others,

must be identiﬁed for delivery of the adequate vol-

ume of information. Proﬁles related to difﬁculty

of access or deﬁciency (auditory or visual) should

be identiﬁed to suit the way the service is deliv-

ered.

6. Provide a Tool to Evaluate the Services Pro-

vided: Services must be continuously evaluated

to identify changes or improvements to be devel-

oped, access below expected, as well as to per-

ceive infrastructure or security problems.

7. Apply Improvements in Services Provided: Im-

provements or changes must be implemented to ﬁt

the perceptions of citizens.

8. Implement Mechanisms to Maintain and/or

Encourage the Use of Services: The citizen

should be encouraged to use the services as if they

were part of their daily life.

This model will be implemented in a federal govern-

ment agency with the purpose of executing all activi-

ties of the customize phase, recording all the collected

information, as well as the citizens’ feedback regard-

ing the proposed model. If the necessity for adjust-

ments is identiﬁed at this stage, these adjustments will

be made prior to the implementation of the complete

model, in order to allow the other phases to be de-

tailed and implemented with the aim to validate the

model as a whole and especially the ﬁrst phase that is

Citizen’s Perception of Public Services Digitization and Automation

757

important to understand the proﬁle of the citizen who

will consume the digitized services.

5 SURVEY

This work carried out a questionnaire survey in sev-

eral Federal Public Administration (FPA) located

in Bras

ılia-DF, with information technology (IT)

servers. The research was conducted in this city for

being the headquarters of several Brazilian FPA. The

IT servers were chosen for bringing a practical, real-

world view of the current state of the technologies and

infrastructure currently in place. The 15 applied ques-

tions were developed aiming to identify the current

scenario of the digitization of public services of the

APF according to the vision of the servers themselves.

A survey is not just the instrument (the question-

naire or checklist) for gathering information. It is a

comprehensive research method for collecting infor-

mation to describe, compare or explain knowledge,

attitudes and behavior. The purpose of a survey is

to produce statistics, that is, quantitative or numeri-

cal descriptions of some aspects of the study popula-

tion. The main way of collecting information is by

asking questions; their answers constitute the data to

be analyzed. Generally, information is to be collected

from only a fraction of the population, that is a sam-

ple, rather than from every member of the population

(Kitchenham and Pﬂeeger, 2008).

The questionnaire was composed of 15 questions,

14 of which were multiple choice using 5 points in the

Likert scale (Completely Agree, Agree, Neutral, Dis-

agree e Completely Disagree) and one which was de-

scriptive, to obtain information on services that have

already been digitized by the surveyed Agencies. The

applied questions are related to the expectation of the

citizen and/or public servant in regards to the Digi-

tization of Public Services by the Brazilian Govern-

ment.

5.1 Results and Analysis

In the application of the questionnaire, 31 people an-

swered the questions. The participants are part of dif-

ferent Agencies of the APF. In Figure 1, the results

obtained are presented, with the perception of the user

in regards to the economy of resources (such as out-

sourced workforce, water, telephone, electricity, and

number of servants) that can be achieved with the dig-

itization of public services. 90% of the participants

hope that there is such economy. It’s important to

highlight that there were no answers disagreeing with

such afﬁrmative, which is a positive aspect. Accord-

ing to the public needs and government parameters,

it’s important to have a conscientization of the econ-

omy of resources.

Figure 1: Do you think that the digitization of government

services will achieve an economy of resources?

Among the myriad of services labeled as already dig-

itized by the Agencies, the most relevant ones are

the following: 1. Military Enlistment; 2. Consult-

ing owed taxes; 3. Expedition of Certiﬁcates; 4. In-

put of documents of processes relevant to the society;

5. Implementation of the Electronic Process of the

Electronic Information System (SEI); 6. Expert Re-

ports; 7. Ombudsman Service; 8. Tracking protocol

for shipment delivery; 9. Proceedings of documents.

In relation to the use of electronic spreadsheets for the

pricing of services rendered by an Agency, Figures 2

and 3 summarize the result of these questions. The

ﬁrst one refers to the utility of such spreadsheets, and

the second to practicity in its utilization.

The analysis of the results show that the use of

such spreadsheets, even if indicated by the MP, are

not well known by the servants inside the Agencies -

39% stated that they didn’t know there spreadsheets.

When the spreadsheets are used, they generate dis-

satisfaction among some users (13%), which can be

considered a point of attention for the process of dig-

itization of services.

Figure 2: Has the use of electronic spreadsheets for the pric-

ing of the services provided by your agency been useful?

ICEIS 2020 - 22nd International Conference on Enterprise Information Systems

758

Figure 3: Is the collection of data to compose the electronic

spreadsheets used to price digitized services accessible and

dynamic?

The results show that 58% of the citizens make daily

service requests from the digitized services already

offered by the Agency. 10% request it weekly, 3%

monthly, and 29% weren’t able to inform the fre-

quency with which citizens make requests. Figure 4

shows these results.

Figure 4: How often do citizens make requests to the digi-

tized services offered by your Agency?

The time to answer these service requests was also

evaluated and is shown in Figure 5. In the analysis

of results, improvements that must be applied by the

PFA in such processes were found, as a signiﬁcant

number of answers (35.48%) pointed to the unaware-

ness of the information, which could indicate a lack of

monitoring in that process or failures in the process of

disclosing information by the Federal Government.

In regards to the questionnaire related to the aver-

age time of service of the requests, there are also op-

portunities for improvement, as the highest percentual

found (22.58%) indicated an average of 15 days to

have a request serviced. Such time frame can be im-

proved with an efﬁcient digitization and automation

of services, bringing signiﬁcant gain to the citizens.

There are many services that need a faster response

time, as waiting for 15 days for the citizen to receive

a document can be quite problematic and case insur-

mountable damage to the society.

The perception on the time spent by the citizen

to request a service and the quality of the digitized

services offered by the APF are presented in Figures

6 and 7, respectively. The analysis of these graphs

show that these are the biggest factors of dissatisfac-

tion among the participants. 19% of the interviewees

Figure 5: What is the average time to service the requests

of citizens made on your Agency’s digitized services?

claim that the time spent in current adopted solution

is unacceptable and 7% completely disagree. This

means that 26% of the interviewees think they spend

too much time ﬁlling forms. Besides that, 61% of the

participants informed that the quality of the digitized

services offered is not adequate, and is below the ex-

pectations of such services. Again, this result shows

a need for improvement in the quality of the services

offered by the PFA, be them technical or usability im-

provements.

Figure 6: Is the time spent by the citizen to request a service

in your Agency acceptable (is the request process fast)?

Figure 7: Is the current quality of the digitized services of-

fered by the Agencies of the Public Federal Administration

satisfactory?

In regards to the gain in transparency in the servicing

of requests, it is possible to identify an expectation by

the survey participants that the digitization increases

the beneﬁts and brings more transparency and trust to

the services provided by the APF. 84% hope for such

transparency. This result is shown in Figure 8.

The question related to the possibility of using

differentiated technology according to the level of

Citizen’s Perception of Public Services Digitization and Automation

759

Figure 8: Will the digitization of public services offer more

transparency in the services of your Agency?

knowledge of the citizen showed the most agreement

by the participants. 87% of them agree that the use

of a differentiated technology will bring more accep-

tance by the citizens. Figure 9 shows this result.

The acceptance and necessity of using new tech-

nologies to support the digitization and automation of

services by the APF needs to take into account the

use of methodologies for gathering the views of cit-

izens/users when elaborating proposals and/or hiring

the ones responsible for the development of a solu-

tion. Interviews, questionnaires, focal groups, etc.

can be used to see the satisfaction or register com-

plaints by users, investigating behaviors, reasons, and

experiences, thus identifying the proﬁle of citizens

for different cultural levels or social classes. It will

be very important to perform this study together with

the citizen to identify their proﬁle and propose differ-

entiated solutions, according to the proﬁles identiﬁed

(Figure 9).

Figure 9: Will a technology differentiated according to the

level of knowledge of the citizen have more acceptance by

them?

Figure 10 presents the results regarding Public Ser-

vices Transformation Kit, solution proposed by the

Ministry of Planning, Management, and Development

to support the digitization of services of the PFA. 55%

neither agree nor disagree that the Kit will solve the

bureaucratic problem for the services offered by the

PFA. 19% believe that the Kit alone won’t have con-

Figure 10: Do you think the Transformation Kit will solve

the bureaucratic problem for services offered by the Agen-

cies of the APF?

ditions of solving the bureaucratic problems of the

Brazilian public services. 26% claim that the Kit is

able to assist in the improvement of the bureaucratic

process that often consumes much of the citizen and

servant’s time.

Other results were obtained with this research.

The ones considered relevant were presented in this

article.

6 LIMITATIONS AND THREATS

TO VALIDITY

The limitations in this work are related to the cul-

ture of people who work in the Agencies of APF, be-

cause they aren’t convinced that the Transformation

Kit will solve the bureaucracy existing actually. Un-

fortunately, most part of them are not worried about

become the actually process faster or to engage with

the cause of digital transformation, they think that

what exists is enough. Therefore, the threat to validity

this work is change the mind of people who work and

use the public services. It is necessary to show that we

can improve the services to become better and faster.

To reach this, the Government has to invest in quali-

fying and transparency.

7 CONCLUSION

The current situation of the Public Federal Adminis-

tration of the Brazilian Government regarding the dig-

itization of its services is still ﬂimsy and insufﬁcient,

according to international reports and articles/studies

analyzed during the development of this research and

the carrying out of the survey. The Brazilian Govern-

ment needs to begin the development of a support tool

that assists in the pricing of the public services, seek-

ing a real calculation of the costs of the services pro-

vided to the citizen, since the results gathered indicate

ICEIS 2020 - 22nd International Conference on Enterprise Information Systems

760

a lack of knowledge or dissatisfaction with the spread-

sheets indicated by the MP. Besides that, it is neces-

sary to facilitate and optimize the process of collect-

ing the information needed to calculate these costs.

With the tools to support the pricing of services,

level of maturity, and user satisfaction, the Brazilian

Government may have real feedback on the digitized

services it offers to the citizen, as well as perform an

improvement in such services, if necessary. Another

needed initiative is the development of a support tool

to evaluate the level of maturity of the services of-

fered, and the level of satisfaction of the citizen, in-

cluding resources in the tool that are able to evaluate

and make available differentiated services to the citi-

zen, according to their level of knowledge, as well as

facilitate the usage of such technologies. Overall, this

study shows that the PFA has had initiatives focused

on digitizing public services, but much still needs to

be done to reach an acceptable level of satisfaction

and meet the needs of the Brazilian Citizens.

ACKNOWLEDGMENTS

This research work has the support of the Research

Support Foundation of the Federal District (FAPDF)

research grant 05/2018.

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