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

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progress against e-government goals may be a reflection of the decentralised and relatively autonomous nature of public management arrangements in Denmark. It may also reflect the fact that e-government is neither a headline policy of the Government nor a goal in its own right, but rather an enabling element of public sector reform and modernisation; it therefore generates less demand for reporting of results than would otherwise be the case. Figure 8.5 Use of results of e-government monitoring and evaluation Management in your organisation All staff in your organisation The public Ministers The E-Government Board The State IT Council Sharing with other countries The IT Forum CIU (The Coordinating Information Committee) The Digital Counties The Municipal Digitalisation Council 0% 20% 40% 60% 80% 100% Yes No Missing Source: OECD E-Government Survey: Denmark. Key point 8.3 E-government monitoring and evaluation is a voluntary activity given relatively low priority by many Danish government organisations. The monitoring and evaluation that occurs is biased towards individual organisations and the users of their services, and is undertaken internally rather than externally to a significant degree. Results of monitoring and evaluation are not widely diffused outside most organisations, and there appears to be limited external demand for this type of information. 149
CASE STUDY 1: STANDARDS-BASED E-GOVERNMENT IN THE HEALTH SECTOR Organisation of health care in Denmark Approximately 85% of Danish health services are provided by public institutions. Wherever possible, services are provided at the level closest to their users. Management of the health sector is decentralised, with regional government providing the majority of services. Municipalities also provide health services and State government, through the Ministry of the Interior and Health, has an overarching role in national health policy and strategy. The health sector has administrative bodies at the State, county and municipal levels. Strategic context National Health Sector IT strategy Since 1999, e-government in the Danish health sector has been guided by the National Strategy for IT in the Hospital Sector, which is now in its second iteration, covering the period 2003-2007. This strategy reflects the Government’s overarching view that effective use of modern ICT is crucial to both the quality of health services, and the ability of the health sector to contribute to overall goals relating to the sustainability of the public sector. Co-operatively developed by the Ministry of Interior and Health, the National Board of Health, Danish Regions and Healthcare Copenhagen, the strategy encompasses the whole of the health sector. The aim is to create a common framework for full digitalisation of the health system. The strategy is designed to strengthen centralised co-ordination of health sector ICT while, at the same time, creating conditions for effective decentralised use of ICT by service deliverers (hospitals, local health bodies, general practitioners, etc.). A key goal of the strategy is to enable data sharing between the many disparate ICT solutions that exist in the sector. Achieving this goal requires the widespread use of electronic data networks and electronic health records (EHRs) based on common standards, which were due to be introduced in all Danish hospitals by the end of 2005. Structural Reform The Structural Reform will impact significantly on the health sector. Through the Reform, the health aims to promote a strong public health service that offers patients unrestricted, equal and free access to high-quality prevention, examination, treatment and care services. The five new regions that will supersede the current counties will retain significant responsibility for delivery of health services. Municipalities will play a stronger role in provision of those services that are not provided by hospitals. Regions and municipalities will be legally required to co-operate with one another; the grounds for this co-operation are established through obligatory regional health care agreements. At the State government level, the National Board of Health (part of the Ministry of Interior and Health) will act as co-ordinator of the health system. Its responsibilities will include specifying certain 150
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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
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The strategy notes that Denmark is
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exchanged electronically. This is e
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with even lower rankings for driver
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involvement in e-government therefo
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In addition to support for the Join
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Figure 4.5 Responsibility for desig
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V. ORGANISATIONAL CHANGE This chapt
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Structural Reform and e-government
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The Task Force has initiated a proj
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Figure 5.2 Share of documents recei
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Box 5.1 Improving middle management
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Abstract Collaboration is relativel
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Co-ordination of e-government polic
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Box 6.1 Key e-government co-ordinat
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The CRS encompasses a number of reg
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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 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: Figure 8.4 Responsibilities for mon
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
Page 169 and 170: − Models to support inter-organis
Page 171 and 172: ICT usage As discussed in Chapter 3
Page 173 and 174: Promotion of IT Research and Educat
Page 175 and 176: other reforms. The plan identified
Page 177 and 178: Overall, these action plans were su
Page 179 and 180: E-mail addresses for everyone Anoth
Page 181 and 182: had developed extensive practical k
Page 183 and 184: ANNEX E: METHODOLOGY Definition of
Page 185 and 186: The survey asked State and local go
Page 187 and 188: ANNEX F: GLOSSARY This glossary was
Page 189 and 190: BIBLIOGRAPHY Agency for Governmenta
Page 191 and 192: Ministry of Science, Technology and
Page 193: Statistics Denmark (2004b), Nyt fra
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