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The development of e-government in most countries is still primarily aimed at developing electronic services that customers can access via the internet. This has been matched by the methods for monitoring e-government development, which fall far short of providing a true overall assessment. Such a narrow focus on e-government has led to a significant slowdown of development in most countries. Countries have used "quick fix, quick win" solutions, while continued development require above all the development of an integrated government portal and reengineering of back-office processes. The more developed countries are therefore increasingly tailoring their e-government strategies in the direction of customer-orientation and instead of persisting with rigid organisational structures are working on integrating services and processes across individual administrative bodies and institutions and even include private businesses. The development of e-government therefore demands a holistic strategic approach that encompasses the entire public administration and is not limited to individual bodies and institutions, or individual sectors and levels of administration. The methods of monitoring, evaluating and benchmarking e-government development will have to follow the same principles. Based on critical analyses of existing approaches, this paper attempts to define the areas and aspects that must be included within the integrated approach in order to facilitate the progress of e-government towards its strategic objectives, that is the development of services based on user's needs and problems, i.e. integrated services or life-events.

Public policy design and implementation is a complex process, and so decision makers try to monitor all of the policy lifecycle stages in a particular policy domain. However, the question of coherent integration of various policy activities arises, including agenda-setting, ex-ante evaluation, formulation, decision-making, implementation, ex-post evaluation of individual policies, sector-specific ones, and even horizontal ones. Therefore, it is important to investigate and understand the reasons why an individual country, such as Slovenia, does not exploit all potential aspects of carrying out policy activities in a systematic and coherent manner. This article explores and analyzes Slovenian practice in policy design based on an in-depth empirical study among key public policyholders and decision makers. Furthermore, the authors identify the key success factors that facilitate or inhibit the development and progress of public policies, programs, and projects (PPPP) in Slovenia. The key findings indicate a particular lack of a professional policy unit to monitor the process holistically and the absence of ex-post evaluation. A need for a systemic solution in public policy design is established, which would merge different authorities’ efforts, epistemic communities, and the public in developing a structural multilevel model for good public governance.

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