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

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Abstract The institutional context for e-government in Denmark is currently undergoing major change. Although a nationally co-ordinated restructuring of government based explicitly on e-government ideas has never been contemplated, the large-scale Structural Reform (“the Reform”) of the public sector that is underway will likely be the dominant feature of the Danish public management environment for at least the next three years. Overall, at the government-wide level, the role of e-government and its impact on organisational change presents a fascinating picture. Denmark is currently implementing what may be some of the most extensive public sector organisational change of any OECD country. These reforms are not driven or directly informed by e-government, but do depend on it for their success, and will deliver outcomes that are closely aligned with those of the Danish e-government strategy. This is especially notable due to the fact that, while neither the Reform nor the e-government strategy are expressed in terms of achieving a “transformation” of the public sector (e.g. by making it more networked and user-centric), the combined outcomes of these two initiatives should significantly move the public sector in this direction. The impact of the Structural Reform on change at the individual organisation level remains to be seen. Organisations will be required to act in a less independent, more co-operative way if they are to achieve the Government’s objective of becoming more citizen-oriented and efficient. 77
V. ORGANISATIONAL CHANGE This chapter looks at the impact e-government is having on organisational change in Danish government, at both the all-of-government and the individual organisation levels. At the all-of-government level, the relationship between e-government and the current Structural Reform is examined. The chapter also looks at four key dimensions of how e-government affects organisational change within individual organisations, namely: 1) information and knowledge sharing; 2) organisational structure; 3) organisational processes; and 4) organisational values and culture. It also looks at the impact of e-government and ICT on organisational skills, with a focus on assessing organisations’ progress to date in developing and maintaining the skills e-government requires. E-government and the Structural Reform The decentralised structure of the Danish public sector sets the institutional context for the implementation of e-government. During the past 30 years, administrative power and policy responsibility have increasingly been transferred from State to local government, creating highly autonomous local government which is responsible for delivery of many government services. The resulting closeness of local authorities to the users of their services provides a helpful environment for electronic delivery of user-focused public services. The institutional context for e-government in Denmark is currently undergoing major change. Although a nationally co-ordinated restructuring of government based explicitly on e-government ideas has never been contemplated, the large-scale Structural Reform (“the Reform”) of the public sector that is underway will likely be the dominant feature of the Danish public management environment for at least the next three years. The Reform is not directly motivated by e-government, but is driven by an economic goal of increasing the efficiency and competitiveness of local government, coupled with goals of making government more open, responsive, effective and participatory (details of the Reform are provided in Appendix 2). While e-government is neither an explicit driver nor a goal of the Reform, it is clearly an enabler of the reform process. It is also central to achievement of some of its key objectives, such as reorganisation of the health sector and creation of “local service centres” that will become the primary offline entry point for delivery of as many State and local government services as possible. The Reform appears to be heavily influenced by the ideas informing the Government’s overall drive for public sector modernisation, of which e-government is a key component. The Citizens at the Wheel (2002) modernisation programme is developing approaches to public management that shift the focus of organisational change away from structural issues (such as the shape and size of organisations and allocation of their roles and responsibilities) to the actual nature and objectives of government policies and functions, and the way that organisations work separately and collectively to achieve them. It is based on the overarching principle that public services should be provided how and where they can achieve the best outcome for their users. Within this more citizen- or user-oriented framework, e-government can be a useful tool to enable and monitor change, improve governance arrangements and enhance collaboration across government in the provision of public services. Officials’ perceptions of the role and function of e-government in the process of the Structural Reform differ within individual organisations. In extensive discussions of the Structural Reform held 78
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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
Page 27 and 28: Abstract There is a favourable envi
Page 29 and 30: E-government context Government pol
Page 31 and 32: The Structural Reform Between 2005
Page 33 and 34: administrative procedures. The find
Page 35 and 36: Figure 1.2 E-government structure a
Page 37 and 38: II. THE CASE FOR E-GOVERNMENT Denma
Page 39 and 40: • Creation of a competitive marke
Page 41 and 42: Abstract Government organisations c
Page 43 and 44: Source: OECD E-Government Survey: D
Page 45 and 46: Figure 3.2 Legislative and regulato
Page 47 and 48: modernisation process, especially i
Page 49 and 50: and the generally high level of tru
Page 51 and 52: fund it has created providing a tot
Page 53 and 54: 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: Figure 4.5 Responsibility for desig
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 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
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Figure 7.4 Constraints on demand fo
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When asked about the level of impor
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eing for one group or another (e.g.
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Figure 7.8 Use of electronic delive
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The national portal www.denmark.dk
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identification of the relationship
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Abstract At the all-of-government l
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• At least 60 percent of all publ
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External audit Another important el
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can have impacts: 1) “service cha
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Figure 8.4 Responsibilities for mon
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CASE STUDY 1: STANDARDS-BASED E-GOV
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pharmacies (e.g. referrals and disc
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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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