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

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Figure 6.8 Importance of obstacles to collaboration Lack of incentives to work together Lack of a common e-government vision Lack of a common understanding of e- government within the organisation Internal resistance to change Lack of guidance and leadership Lack of clear instructions Performance measures that do not recognise the value of collaboration Habit of non-collaboration Lack of managerial accountability 0% 20% 40% 60% 80% 100% Very important Important Somewhat important Not important Was important (now mastered) Not relevant Source: OECD E-Government Survey: Denmark. It is important to recognise that the requirement for, and benefits of, collaboration vary depending on which level of government is being considered. Many of those interviewed for the review felt that the greatest need for collaboration currently exists at the State government level, where a wide variety of cross-agency and cross-sectoral e-government initiatives occur or originate. There was frequent mention of the experience with the development of the business portal, where there is evidence of smaller organisations participating quite actively while large ones have been more reluctant to get involved. Some attribute this to the effect of www.virk.dk adding quite substantially to the service delivery capability of smaller organisations that have made less e-government progress on their own, but representing less of a benefit (perhaps even a cost) for larger organisations that have made much more progress developing their own e-government offerings. Key point 6.4 Denmark has identified collaboration as a key aspect of achieving its e-government goals. The idea of collaboration is widely accepted by government officials. However, the actual behaviour of government organisations is characterised by a silo rather than a collaborative style of operations. The e-government strategy targets this challenge with a significant range of activity designed to facilitate more collaboration on e-government, and many frameworks and ICT infrastructures designed to facilitate this. However, while officials appear generally satisfied with what has been put in place to assist them, there is still only a moderate level of collaboration actually occurring. A range of obstacles to collaboration, including a lack of incentives and appropriate performance measures, have been identified. Efforts made to rectify these and other deficiencies would presumably lead to higher levels of collaboration on e-government in the future. 117
Abstract The Danish vision for e-government is clearly user-focused. It is informed by, and consistent with, the broader set of user-oriented goals articulated under the Citizens at the Wheel (2002) public sector modernisation programme. Interviews conducted for this review revealed that both on- and offline service delivery at all levels of the Danish public sector is informed by inherently user-focused attitudes. Danes’ high level of overall satisfaction with government services indicates that these attitudes do translate into user-focused services. Officials believe e-government can enable organisations to move even further in this direction. Most are conscious of Danes’ relatively high levels of satisfaction with government services, and regard the question of how to develop more user-focus through e-government as being of less concern than other challenges, such as how to deliver more effective and efficient cross-organisation services. However, examination of the ways that government organisations are attempting to assess and meet users’ needs for better services through e-government shows that this is an area where there are opportunities for significant improvement. 118
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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
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Figure 3.5 Use of public digital se
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• Employment status: students and
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APPENDIX TO CHAPTER 3: INFORMATION
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Figure 3.A.4 ICT usage among Danish
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Figure 3.A.8 Internet access among
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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 and 106: such a framework be designed; and 3
Page 107 and 108: schemas used in different areas of
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: Source: OECD E-government Survey: D
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
Page 157 and 158: CASE STUDY 2: ACHIEVING E-GOVERNMEN
Page 159 and 160: Estimation of benefits for both eDa
Page 161 and 162: ANNEX A: OVERVIEW OF POLITICAL AND
Page 163 and 164: ANNEX B: INSTITUTIONAL CONTEXT AND
Page 165 and 166: Administrative environment Organisa
Page 167 and 168: 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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