OECD Peer Review of E-Government in Denmark - ePractice.eu
OECD Peer Review of E-Government in Denmark - ePractice.eu
OECD Peer Review of E-Government in Denmark - ePractice.eu
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Figure 4.5 Responsibility for design<strong>in</strong>g e-government plans<br />
Group work<strong>in</strong>g across several units <strong>in</strong> your organisation<br />
A special group set up speically for plann<strong>in</strong>g the e-government strategy <strong>of</strong> your<br />
organisation<br />
The head <strong>of</strong> the Information Technology <strong>in</strong> your organisation (e.g. CIO, CTO)<br />
External consultants<br />
Project leaders<br />
Unit deal<strong>in</strong>g with media and communication<br />
Adm<strong>in</strong>istration unit<br />
Group work<strong>in</strong>g across several levels <strong>of</strong> government (e.g. state, county,<br />
municipal)<br />
Group work<strong>in</strong>g across severeal m<strong>in</strong>istries/central agencies<br />
F<strong>in</strong>ancial unit<br />
The head <strong>of</strong> your organisation<br />
Customers (citizens, bus<strong>in</strong>esses, focus groups, civil society organisations)<br />
0 5 10 15 20 25 30 35<br />
Design<br />
Source: <strong>OECD</strong> E-<strong>Government</strong> Survey: <strong>Denmark</strong>.<br />
One other notable result was that three groups had very limited responsibility for e-government<br />
with<strong>in</strong> the organisations surveyed: 1) customers; 2) groups work<strong>in</strong>g across several m<strong>in</strong>istries or<br />
agencies <strong>in</strong> State government; and 3) groups work<strong>in</strong>g across levels <strong>of</strong> government. This suggests, at<br />
the least, a risk that the e-government plans <strong>of</strong> Danish government organisations might be too <strong>in</strong>sular<br />
and <strong>in</strong>ward focused – a possible manifestation <strong>of</strong> the “bunker” culture identified as an e-government<br />
challenge <strong>in</strong> the Digital Task Force’s 2003 review <strong>of</strong> the e-government strategy.<br />
Key po<strong>in</strong>t 4.3<br />
The Danish e-government programme is effectively organised and co-ord<strong>in</strong>ated, with good leadership,<br />
appropriate <strong>in</strong>volvement <strong>of</strong> all levels <strong>of</strong> government, and strong l<strong>in</strong>kages to relevant policy areas – especially<br />
government ICT policy. There does, however, appear to be room for ongo<strong>in</strong>g improvement, particularly through<br />
further communication about the roles and responsibilities <strong>of</strong> the various actors at the centre <strong>of</strong> the e-government<br />
programme, and broaden<strong>in</strong>g <strong>of</strong> the groups responsible for development <strong>of</strong> e-government <strong>in</strong> <strong>in</strong>dividual<br />
organisations to <strong>in</strong>clude a more external and cross-organisation focus.<br />
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