0
Voorzitter
Hans Hoornstra
Dagvoorzitter
Wijnand van Lieshout
Twitter: #NCDO
App:m.twoppy.com/DigitaleOverheid
Lunchsessies:
In Foyer
in Cinema 1
Minister van
Binnenlandse
Zaken en
Koninkrijksrelaties
Ronald Plasterk
Welkomstboodschap
Minister Plasterk
Het lef en de lessen van
Digitaal Denemarken
Morten Meyerhoff-Nielsen
Morten Meyerhoff Nielsen
Nationaal Congres Digitale Overheid, Amsterdam (NL)
14-15 May 2014
SPEAKING DANISH IN THE NETHERL...
THE BACKGROUND
GOALS AND DILEMMAS TODAY
GOVERNANCE
Users as citizens, entrepreneurs, and voters
Dilemma: Balance between interests and tr...
70
75
80
85
90
95
100
105
95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10
70
75
80
85
90
95
100
105
Export market share Wa...
1,49 1,56
0,67
0,30
0,60
1,34
1,41
2,31
3,79
3,87
4,24
0,00
0,50
1,00
1,50
2,00
2,50
3,00
3,50
4,00
4,50
5,00
5,50
6,00
On...
THE CONUNDRUM
OUTLINING A CONUNDRUM
83%
91%
82%
85%
83%
50%
66%
95%
92%
82%
79%
75%
53%
57%
79%
72%
42%
41%
37%
25%
21%
0% 10% 20% 30% 4...
• Denmark (pop. c. 5.600.000)
• 20+ national ministries
• 5 regions (pop. av. 1.100.000)
• 98 municipalities (pop. av. 55....
Danish Regions
(5 regions)
Management
committee of
Danish Regions
Local Government
Denmark
(98 municipalities)
Management
...
THE SOLUTION
Contributes to the implementation of
sound economic policies through:
• Public sector innovation through ICT
• Improving e...
10 YEARS OF eGOVERMENT STRATEGY
THE eGOVERNMENT STRATEGY
THREE MAIN TRACKS FOCUS ON KEY DANISH CHALLENGES
TARGETED FOCUS
DIGITAL COMMUNICATION AND eSERVICES
Legislation, channel-
strategy, communication
ensure volume
User-friend...
ALL ROADS LEAD TO ACTION - INTEGRATION
Between different government departments or agencies including non-governmental
act...
WELL-FUNCTIONING AND USER-FRIENDLY
SERVICES
Requirements incl.:
• Short and precise formulations – no
thanks to ”burocrath...
REMEMBER AGILE DEVELOPMETN, USER-
INVOLVEMENT AND TEST
Source: Andy Williamson and Morten Meyerhoff Nielsen (2013) www.dem...
INSTITUTIONAL ASPECTS
STS and strategy committees, Agency for
Digitisation, cross-organisational initiatives
in consultati...
CONTRIBUTING TO INFRASTRUCTURE
UNIQUE IDENTIFIERS AND INDENTITY MANAGEMENT
Personal ID/CPR since 1968. Cooperation with th...
SERVICE DEVELOPMENT
DEVELOPMENT APPROACH
Business case, user-
centric, private sector
inspired, testing, participatory
des...
CONCLUSIONS
• Do not reinvent the wheel, ie cross-
governmental cooperation and reuse
makes is at the core of success.
• F...
Morten Meyerhoff Nielsen
Mobile: +45 4078 7065
Mail: meyer@digst.dk
LinkedIn: mortenmeyerhoff
Twitter: @mortenmeyerhoff
Da...
Digitalisering maakt de
wereld persoonlijker
Julia Glidden
Digital Makes the World
Personal: A Roadmap for 21st
Century Innovation
Dr. Julia Glidden
21c Consultancy
Nationaal Congre...
The Vision:
Government as an Innovation Platform
The Trend:
From PC to Phone….
The Winner....
The Tools:
Are All in OUR Phones
The Data:
Is Everywhere WE Go
The Talent:
Is All in OUR hands
The New Possibilities are Limitless….
From the Less Salubrious….
To the More Practical….
What has been Missing so Far….
Three Steps to making your city an Open Data-
Powered Innovation Platform
Preparing Cities to be effective Platforms by
co...
Smart Transport:
A Smart Place to Start
Step 1: Open the Data and Create Apps
Step 2: Aggregate and Sell the Apps
Step 3: Expand and Scale the Innovation
From Smart Planning…
To Smart Paying
The Possibilities for a More Personalised Digital
World are Limitless….
Or rather, in our phones!
Conclusion
Start Your Own Roadmap:
• Use government as platform
• Pick a business area that matters
• Open data!
• Engage ...
4 Pitches van elk 1 minuut
Wie is de winnaar?
De vier zaalvoorzitters
CINEMA 1
WORKSHOPRUIMTE
ROOM w/a VIEW
CINEMA 4
Wijnand van Lieshout
Ronilla Snellen
Hans Hoornstra...
Is hier een betere foto van?
 presentatie achter dagvoorzitter power point-
 presentatie achter dagvoorzitter power point-
 presentatie achter dagvoorzitter power point-
 presentatie achter dagvoorzitter power point-
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Transcript of " presentatie achter dagvoorzitter power point-"

  1. 1. Voorzitter Hans Hoornstra
  2. 2. Dagvoorzitter Wijnand van Lieshout
  3. 3. Twitter: #NCDO App:m.twoppy.com/DigitaleOverheid
  4. 4. Lunchsessies: In Foyer in Cinema 1
  5. 5. Minister van Binnenlandse Zaken en Koninkrijksrelaties Ronald Plasterk
  6. 6. Welkomstboodschap Minister Plasterk
  7. 7. Het lef en de lessen van Digitaal Denemarken Morten Meyerhoff-Nielsen
  8. 8. Morten Meyerhoff Nielsen Nationaal Congres Digitale Overheid, Amsterdam (NL) 14-15 May 2014 SPEAKING DANISH IN THE NETHERLANDS: What can we learn from the Danish experience?
  9. 9. THE BACKGROUND
  10. 10. GOALS AND DILEMMAS TODAY GOVERNANCE Users as citizens, entrepreneurs, and voters Dilemma: Balance between interests and transparency EFFICIENCY Users pay tax Dilemma: ’More for less’ EFFECTIVENESS Users as consumers Dilemma: Public sector can’t choose its customers
  11. 11. 70 75 80 85 90 95 100 105 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 70 75 80 85 90 95 100 105 Export market share Wage competitiveness Index (1995=100) Index (1995=100) Denmark has lost wage competitiveness and lost market shares since 2000 0,0 1,0 2,0 3,0 4,0 5,0 KOR POL CHI USA FIN SWE JPN UK NLD DEU ESP FRA NOR DNK BEL ITA 0,0 1,0 2,0 3,0 4,0 5,0 Pct. Pct. Yearly productivity growth since 2000 in Denmark and selected countries Source: OECD, Statistics Denmark and calculations from the Ministry of Finance, Denmark: WEAK COMPETITIVENESS & PRODUCTIVITY GROWTH
  12. 12. 1,49 1,56 0,67 0,30 0,60 1,34 1,41 2,31 3,79 3,87 4,24 0,00 0,50 1,00 1,50 2,00 2,50 3,00 3,50 4,00 4,50 5,00 5,50 6,00 Online service (automated) Online service (manual) Telephone Electronic post Post In person Fixed costs in € (estimate) Variable cost in € (incl work hours) DANISH STUDIES SHOW THAT • 85% of Danes want to serve themselves online, as long as the solutions are user-friendly • 10-15% of the citizen service takes place digitally Studies also show that average € cost of service provision is: Source: KL, 2011. € 1 equal to DKK 7.44 on 30/11/2011
  13. 13. THE CONUNDRUM
  14. 14. OUTLINING A CONUNDRUM 83% 91% 82% 85% 83% 50% 66% 95% 92% 82% 79% 75% 53% 57% 79% 72% 42% 41% 37% 25% 21% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Household internet connection Internet use in the last week (all individuals) Online banking Interact with public administration Obtain information Download forms Complete eServiceEU28 NL DK Source: Eurostat 2014
  15. 15. • Denmark (pop. c. 5.600.000) • 20+ national ministries • 5 regions (pop. av. 1.100.000) • 98 municipalities (pop. av. 55.000) • Discretion to set taxes • Municipalities and regions responsible for 75% of public consumption incl. health care (regions), elderly care, primary schools and child care (municipalities) • State (central) primarily responsible for public services incl. police, defence and railroad services LEVELS OF GOVERNMENT
  16. 16. Danish Regions (5 regions) Management committee of Danish Regions Local Government Denmark (98 municipalities) Management committee of LGDK STAKEHOLDERS Central government (23 ministries) DIGST / Ministry of Finance CENTRAL REGIONAL LOCAL Region Region Region Region Region Danish Regions Municipality Municipality Municipality Municipality Municipality LGDK Ministry Ministry Ministry Ministry Ministry DIGST / MF
  17. 17. THE SOLUTION
  18. 18. Contributes to the implementation of sound economic policies through: • Public sector innovation through ICT • Improving efficiency and effectiveness • Ensure outcomes of eGov. implementation Takes full responsibility of initiatives from idea to outcomes MISSION AND VISION
  19. 19. 10 YEARS OF eGOVERMENT STRATEGY
  20. 20. THE eGOVERNMENT STRATEGY THREE MAIN TRACKS FOCUS ON KEY DANISH CHALLENGES
  21. 21. TARGETED FOCUS DIGITAL COMMUNICATION AND eSERVICES Legislation, channel- strategy, communication ensure volume User-friendliness underpin choice and volume incentive to invest in eServices eServices volume of information request ROI volume
  22. 22. ALL ROADS LEAD TO ACTION - INTEGRATION Between different government departments or agencies including non-governmental actors such as companies in the private sector (in PPPs), and NGOs in the third sector, e.g. integration of multiple governmental functions in one place or between places at the same level (cross-border). Traditional, compartment alised, bureaucratic government Between government levels: • international • national/federal • regional • local • community e.g. integration of single government functions like administration, health, educ ation, etc. Both vertical and horizontal integration = tailored and joined-up government for: - citizens e.g. life events - business e.g. discrete activities - targeted at specific user groups Vertical integration Horizontal integration
  23. 23. WELL-FUNCTIONING AND USER-FRIENDLY SERVICES Requirements incl.: • Short and precise formulations – no thanks to ”burocrathic language” • Logic and intuitiv, graphical design • Access to help • Summary of all entered data before submission • Functions in major browsers • Receipt • Reuse of data and components • WCAG 2.0 AA http://arkitekturguiden.digitaliser.dk/god selvbetjening And what do we do to secure it? • Screening of existing eServices • Status reporting related to mandatory eServices • Development guide for well- functioning eServices • Information and advise to authorities and it-developers • Re-vamped borger.dk • Joint communication, it-skills development and it-assistance https://www.gov.uk/service-manual
  24. 24. REMEMBER AGILE DEVELOPMETN, USER- INVOLVEMENT AND TEST Source: Andy Williamson and Morten Meyerhoff Nielsen (2013) www.democrati.se
  25. 25. INSTITUTIONAL ASPECTS STS and strategy committees, Agency for Digitisation, cross-organisational initiatives in consultation with other national stakeholders. Existence of ICT-promoting mechanisms in different fields, eg national portals borger.dk, virk.dk, sundhed.dk and campaigns ICT-PROMOTION MECHANISMSNATIONAL STRATEGIES Focus on a consistent eGovernment system. Emphasis convenience and efficiency and effectiveness and key infrastructure and components (eg standards, eIDs, Single-Sign- on), platforms and platforms (eg portals) PERSONAL INFORMATION Protection by laws and the Data Protection Agency. Trust in agencies DECENTRALISATION OF GOVERNMENT AUTHORITY Highly advanced, also in budgetary aspects POLICY-MAKING PROCESS Consensus/mixed top-down and bottom-up INCENTIVE POLICIES Clear incentives and semi- mandatory measures
  26. 26. CONTRIBUTING TO INFRASTRUCTURE UNIQUE IDENTIFIERS AND INDENTITY MANAGEMENT Personal ID/CPR since 1968. Cooperation with the private sector; Corporate ID/CVR in operation; Property ID/BBR in operation DIGITAL SIGNATURE c. 3.7 million active personal - simple three factor authentication digital signature with an ID, password, and keycard Professional/corporate - software based but with simple three factor authentication being developed for roll-out in 2012 Professional/corporate - software based but with simple three factor authentication being developed for roll-out in 2012 NB: Smartphone version mid-2014
  27. 27. SERVICE DEVELOPMENT DEVELOPMENT APPROACH Business case, user- centric, private sector inspired, testing, participatory design SOFTWARE DEVELOPMENT - VENDORS Initiatives taken by Local Government Denmark (KOMBIT /Umbrella projects) for joint development and/or procurement (past KMD set-up and owned by municipalities). Limited competition SYSTEM CONSTRUCTION In-house. Accumulation of know-how In-source expertise, out-source development INFLUENCING FACTORS THE MARKET Demand-pull BUSINESS RELATIONS Cooperation with the private sector ENGAGEMENT High level (c 85% voting rate) RISK ADVERSITY Tendency to try to change risks into
  28. 28. CONCLUSIONS • Do not reinvent the wheel, ie cross- governmental cooperation and reuse makes is at the core of success. • Funnels are good, ie promote online services, personalise the service experience • Feedback loops are essential, ie have a channel strategy and ensure the channels work together
  29. 29. Morten Meyerhoff Nielsen Mobile: +45 4078 7065 Mail: meyer@digst.dk LinkedIn: mortenmeyerhoff Twitter: @mortenmeyerhoff Danish Agency for Digitisation Landgreven 4, Postboks 2193 1017 København K Denmark www.digst.dk, www.borger.dk, http://arkitekturguiden.digitaliser.dk/godselvbetjening FOR MORE INFORMATION
  30. 30. Digitalisering maakt de wereld persoonlijker Julia Glidden
  31. 31. Digital Makes the World Personal: A Roadmap for 21st Century Innovation Dr. Julia Glidden 21c Consultancy Nationaal Congres Digitale Overheid Amsterdam 14-15 May 2014
  32. 32. The Vision: Government as an Innovation Platform
  33. 33. The Trend: From PC to Phone….
  34. 34. The Winner....
  35. 35. The Tools: Are All in OUR Phones
  36. 36. The Data: Is Everywhere WE Go
  37. 37. The Talent: Is All in OUR hands
  38. 38. The New Possibilities are Limitless….
  39. 39. From the Less Salubrious….
  40. 40. To the More Practical….
  41. 41. What has been Missing so Far….
  42. 42. Three Steps to making your city an Open Data- Powered Innovation Platform Preparing Cities to be effective Platforms by combining the release of open data with template apps to catalyse innovation Validating the City as a ‘Platform of Platforms’ via a vertically integrated, end- to-end service demonstrator Scaling the City as a Platform into a pan- European system of integrated, georeferenced hubs 1 2 3
  43. 43. Smart Transport: A Smart Place to Start
  44. 44. Step 1: Open the Data and Create Apps
  45. 45. Step 2: Aggregate and Sell the Apps
  46. 46. Step 3: Expand and Scale the Innovation
  47. 47. From Smart Planning…
  48. 48. To Smart Paying
  49. 49. The Possibilities for a More Personalised Digital World are Limitless….
  50. 50. Or rather, in our phones!
  51. 51. Conclusion Start Your Own Roadmap: • Use government as platform • Pick a business area that matters • Open data! • Engage the community • Support app development • Think cross-border!
  52. 52. 4 Pitches van elk 1 minuut Wie is de winnaar?
  53. 53. De vier zaalvoorzitters CINEMA 1 WORKSHOPRUIMTE ROOM w/a VIEW CINEMA 4 Wijnand van Lieshout Ronilla Snellen Hans Hoornstra Nathalie Mangelaars
  54. 54. Is hier een betere foto van?
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