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

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1. The fact that the initiative was developed under the leadership of the Joint Board of e-Government with the backing of ministers in the Government Finance Committee gave it credibility and ensured a sense of responsibility to participate. 2. Under the leadership and co-ordination of the Digital Task Force, marketing of the initiative to citizens and businesses created public expectations that acted as a powerful external driver for organisations to participate. Most organisations, even if they were not convinced by the business case, did not want to be seen by either ministers or the public to be failing to participate in delivering the benefits promised by eDay. 3. Giving the public and businesses a right, through eDay 2, to insist on electronic communications with government effectively reinforced the incentive to participate in the eDay initiative created by the eDay marketing programme undertaken by the Task Force and individual organisations. 4. Building on ministers’ and the public’s expectations of change, in the small number of instances where organisations did not want to participate, the threat that the Digital Task Force would publicise non-participation provided the necessary incentive. This last point should not be overemphasised. By all accounts, very few organisations seriously resisted being involved in the eDays. As already noted, one of the most outstanding features of eDay is the scope of change that was achieved on a “voluntary” basis. Also, despite the fact of a positive business case, the provision of strong leadership and support by the centre of government, and creation of powerful incentives for participation, it is important to understand that the success of both eDays would not have been possible without consensus and co-operation among the organisations involved. Next steps Following eDay 2, work in this area has been concentrated on encouraging government employees to use secure digital communication effectively, and on working closely with those organisations still significantly using paper-based communications to assist them in closing those nonelectronic channels (where possible) in due course. Further work will also be undertaken to assist citizens and businesses in communicating electronically with government, and developing robust practices for management of sensitive communications. Conclusion The eDay initiative has clearly had a positive impact on achieving Denmark’s e-government goals, enabling the public sector to take a collective step forward in its capacity to operate digitally. It has also had a positive impact on individual organisations’ information and ICT policies, strategies and capabilities, has generated considerable cost savings, and has been a powerful demonstration of the benefits of e-government, both within and outside of government. eDay offers OECD countries a very interesting, and potentially replicable, example of how a country can rapidly advance its e- government readiness and achievements. 159
ANNEX A: OVERVIEW OF POLITICAL AND ADMINISTRATIVE SYSTEM Form of government State structure Executive government Constitutional monarchy: Parliamentary system of government. Functions of the monarch are mainly ceremonial. Unitary: Two tiers of government – State and local. Local is divided into 14 counties (soon to become 5 regions) and 275 municipalities (being reduced to 98). Intermediate/Consensual: Since WWII, there has been a tradition of minority governments without firm agreements on co-operation. This has resulted in issue-based compromises with different parties outside government. Centralised/decentralised Decentralised: Danish counties and municipalities have a high degree of regional autonomy. Local government independence is established in Section 82 of the Constitution. Many administrative powers are delegated to counties and municipalities. Fairly fragmented: State government ministries are relatively independent, and each minister is individually responsible to the Parliament (Folketing). Political/administrative interface Separate: Ministers and officials have “separate” career paths. Not politicised: Public servants do not openly discuss their political leanings. Public management responsibility Diversity of policy advice Shared: Split between the Ministry of Finance, the Ministry of Interior and Health and the Ministry of Social Affairs and Gender Equality. Mainly public service: Input also comes from trade/business unions/organisations. 160
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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
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Denmark - something that could be a
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Staffed by employees from the Digit
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The additional workload is connecte
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such a framework be designed; and 3
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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 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: Estimation of benefits for both eDa
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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