OECD Peer Review of E-Government in Denmark - ePractice.eu

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minimisation of the risk for individual projects, and creation of a more flexible and competitive ICT market. The white paper proposed five core architectural principles: 1) interoperability; 2) security; 3) openness; 4) flexibility; and 5) scalability. To give effect to these it recommended that government adopt a “service-oriented architecture” (SOA) model based on various international standards. The SOA model treats individual ICT solutions (developed as either single-agency or shared initiatives) as modularly designed “services” with well-defined interfaces with each other and to legacy systems. Interoperability To implement the architecture, the National Enterprise Architecture Committee was established under the Co-ordinating Information Committee and charged with developing and maintaining the common architecture framework. This work has manifested itself as the Danish e-government interoperability framework (formerly called the Reference Profile), which documents selected standards, technologies and protocols to give effect to the architectural principles noted above. In June 2005, an updated version (release 1.2.1) of the interoperability framework, containing 461 standards, was launched. Three notable features of this release were: 1) the change of its name from the Reference Profile to the “OIO Catalogue”; 2) the inclusion of a decision support tool to aid in the adoption of multi-media standards; and 3) inclusion of the first process standard (on information security processes) alongside existing technical and data standards. Beyond simply developing these frameworks, Denmark has made sure that they are well communicated and easily accessible to those who are expected to implement them. In 2004, the ITST organised a major conference to present and discuss the enterprise architecture with State and local government, and repeated this successful initiative in February 2005. To make the architecture accessible, the OIO Catalogue and other common data and ICT frameworks and standards are combined to form part of the Danish InfoStructurebase, an online knowledge management and collaboration tool that supports exchange and reuse of data related to service delivery, with a focus on enabling co-operation, business re-engineering and alignment of services across organisational boundaries. The InfoStructurebase is open for use by both the public and private sectors, within and outside Denmark. There are four main areas to the InfoStructurebase: • Infosite: a database of information about standardisation initiatives and communities. • Repository: a repository of international standards covering: 1) business processes; 2) data model and interface descriptions; 3) complex XML schemas; and 4) XML schema fragments developed by both public and private organisations. • Forum: a forum for discussions about XML, Web services and other relevant service-oriented issues. • UDDI: a UDDI (Universal Discovery, Description, and Integration) repository containing information on XML Web services. Denmark, like many OECD countries, is embracing the use of XML (eXtensible Markup Language) as a standard means of managing information use across the public sector. In essence, the InfoStructurebase allows public institutions to find out what data exists in public databases and how it can be accessed. This enables improved public administration through more effective use and reuse of that data, based on use of XML and related technologies. The process of developing the various XML 105
schemas used in different areas of government activity (e.g. the health sector, business services, internal document management, etc.) involves both public and private experts in sub-committees established under the oversight of an XML Committee, which is subordinate to the Co-ordinating Information Committee. The aim is to ensure that, as it develops, this aspect of the enterprise architecture reflects the real-world operating environment of the organisations that implement it. It also provides a good opportunity and environment for development and exchange of knowledge and expertise in this area of e-government. Finally, the InfoStructurebase is an element of a Web site called OIO (Public Information Online – www.oio.dk), again provided by the ITST. This Web site is designed as a central resource for people dealing with e-government and public sector ICT implementation. It works by linking relevant information resources and tools, covering areas such as architecture, digital signatures, electronic document management, ICT and software strategies, ICT security, metadata, interoperability and standard contracts. The above is by no means an exhaustive account of the common frameworks and systems that have been put in place to support and guide development of e-government in Denmark. Denmark has put significant effort into this aspect of e-government. In interviews with officials and other stakeholders it was clear that, while there are the inevitable issues and challenges around implementation of each initiative, overall this is seen as an area where the collaborative e-government efforts of the public sector are well supported. However, officials raised a number of issues, including: • A major concern that, while the enterprise architecture and supporting standards and frameworks have been very well developed at the conceptual level, they are proving more difficult to translate into the actual standards and schemas required for implementation. Many people working to implement the architecture find it abstract and difficult to understand. • A second major concern that, while municipalities are solidly committed to the concept of enterprise architecture and common standards, their heavy reliance on one ICT vendor that provides them with many proprietary (i.e. non-standard) systems significantly slows the pace of their adoption of standards, and therefore the rate at which collaborative e-government goals can be achieved (see the discussion of local government below). There was also frequent mention of a concern that, while the enterprise architecture and other frameworks governing how information and ICT can be better used across government are now relatively well established, organisations are not yet putting enough effort into applying these frameworks to redesigning services and business processes, and developing the common systems and applications required to deliver the e-government results the Government is seeking. Five main explanations for this were advanced: • In development of these common frameworks, the ITST has engaged mainly information and technology specialists across government, with comparatively limited involvement of people responsible for broader management of service delivery, policy development or public management. • Some officials felt that, despite its work with new service communities, the Digital Task Force has not placed sufficient emphasis on facilitating organisational adoption of the enterprise architecture and related frameworks. 106
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OECD PEER REVIEW OF E-GOVERNMENT IN
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TABLE OF CONTENTS SUMMARY ASSESSMEN
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ANNEX A: OVERVIEW OF POLITICAL AND
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OECD PEER REVIEW OF E-GOVERNMENT IN
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While it is vital that the Governme
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Finance and the MVTU following thes
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this challenge was frequently menti
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Alongside the problem of the reliab
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In terms of its impact on organisat
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and businesses. While it is not cer
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considerable strategic importance t
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government organisations are aware
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8. Monitoring and evaluation Denmar
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Abstract There is a favourable envi
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E-government context Government pol
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The Structural Reform Between 2005
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administrative procedures. The find
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Figure 1.2 E-government structure a
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II. THE CASE FOR E-GOVERNMENT Denma
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• Creation of a competitive marke
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Abstract Government organisations c
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Source: OECD E-Government Survey: D
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Figure 3.2 Legislative and regulato
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modernisation process, especially i
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and the generally high level of tru
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fund it has created providing a tot
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outright barriers. The clearest evi
Page 55 and 56: Figure 3.5 Use of public digital se
Page 57 and 58: • Employment status: students and
Page 59 and 60: APPENDIX TO CHAPTER 3: INFORMATION
Page 61 and 62: Figure 3.A.4 ICT usage among Danish
Page 63 and 64: Figure 3.A.8 Internet access among
Page 65 and 66: IV. PLANNING AND LEADERSHIP The e-g
Page 67 and 68: The strategy notes that Denmark is
Page 69 and 70: exchanged electronically. This is e
Page 71 and 72: with even lower rankings for driver
Page 73 and 74: involvement in e-government therefo
Page 75 and 76: In addition to support for the Join
Page 77 and 78: Figure 4.5 Responsibility for desig
Page 79 and 80: V. ORGANISATIONAL CHANGE This chapt
Page 81 and 82: Structural Reform and e-government
Page 83 and 84: The Task Force has initiated a proj
Page 85 and 86: Figure 5.2 Share of documents recei
Page 87 and 88: Box 5.1 Improving middle management
Page 89 and 90: Abstract Collaboration is relativel
Page 91 and 92: Co-ordination of e-government polic
Page 93 and 94: Box 6.1 Key e-government co-ordinat
Page 95 and 96: The CRS encompasses a number of reg
Page 97 and 98: Digital signatures are now being wi
Page 99 and 100: Denmark - something that could be a
Page 101 and 102: Staffed by employees from the Digit
Page 103 and 104: The additional workload is connecte
Page 105: such a framework be designed; and 3
Page 109 and 110: • Changing conditions in the publ
Page 111 and 112: municipalities, which might otherwi
Page 113 and 114: The current situation has evolved o
Page 115 and 116: Figure 6.6 Impacts of partnerships
Page 117 and 118: Source: OECD E-government Survey: D
Page 119 and 120: Abstract The Danish vision for e-go
Page 121 and 122: Figure 7.1 Drivers of e-government
Page 123 and 124: • To ensure internal knowledge of
Page 125 and 126: • The lack of information and the
Page 127 and 128: Figure 7.2 Source and type of e-gov
Page 129 and 130: Figure 7.4 Constraints on demand fo
Page 131 and 132: When asked about the level of impor
Page 133 and 134: eing for one group or another (e.g.
Page 135 and 136: Figure 7.8 Use of electronic delive
Page 137 and 138: The national portal www.denmark.dk
Page 139 and 140: identification of the relationship
Page 141 and 142: Abstract At the all-of-government l
Page 143 and 144: • At least 60 percent of all publ
Page 145 and 146: External audit Another important el
Page 147 and 148: can have impacts: 1) “service cha
Page 149 and 150: Figure 8.4 Responsibilities for mon
Page 151 and 152: CASE STUDY 1: STANDARDS-BASED E-GOV
Page 153 and 154: pharmacies (e.g. referrals and disc
Page 155 and 156: Danish approach of flexible decentr
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CASE STUDY 2: ACHIEVING E-GOVERNMEN
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Estimation of benefits for both eDa
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ANNEX A: OVERVIEW OF POLITICAL AND
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ANNEX B: INSTITUTIONAL CONTEXT AND
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Administrative environment Organisa
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Other State government responsibili
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− Models to support inter-organis
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ICT usage As discussed in Chapter 3
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Promotion of IT Research and Educat
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other reforms. The plan identified
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Overall, these action plans were su
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E-mail addresses for everyone Anoth
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had developed extensive practical k
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ANNEX E: METHODOLOGY Definition of
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The survey asked State and local go
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ANNEX F: GLOSSARY This glossary was
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BIBLIOGRAPHY Agency for Governmenta
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Ministry of Science, Technology and
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Statistics Denmark (2004b), Nyt fra
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