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OECD Digital Government Review of Luxembourg
Assessment and Recommendations
Barbara Chiara-Ubaldi
Head of Digital Government and Data Unit, Deputy Head of Open and Innovative Government Division
Public Governance Directorate, OECD
27-28 September 2022
Digital Government Review process
• Survey with
public sector
organisations
Feb-Apr 2021
• Fact finding
mission
Jun-Jul 2021
• Workshop:
data-driven
public sector
Dec 2021
• Workshop:
Service
design and
delivery
Feb 2022
• Final report
Sep 2022
Peer learning
Ministry of Finance, Finland
Ministry of the Interior and Kingdom
Relations, Netherlands
Administrative ModernisationAgency,
Portugal
Treasury Board of Canada Secretariat,
Canada
2014 OECD Recommendation on Digital Government Strategies
4
Non-member countries: Argentina, Brazil, Egypt, Kazakhstan, Morocco, Panamá, Peru
Openness and
Engagement
Governance and
Co-ordination
Capacities to Support
Implementation
1) Openness, transparency
and inclusiveness
2) Engagement and
participation in a multi-actor
context in policy making and
service delivery
3) Creation of a data-driven
culture
4) Protecting privacy and
ensuring security
5) Leadership and political
commitment
6) Coherent use of digital
technology across policy
areas
7) Effective organisational
and governance frameworks
to co-ordinate
8) Strengthen international
co-operation with other
governments
9) Development of clear
business cases
10) Reinforced institutional
capacities
11) Procurement of digital
technologies
12) Legal and regulatory
framework
Digital Transformation
7 non-OECD
countries
adopted
Four areas of focus
Contextual factors
and institutional
models
Policy levers, skills
and talent for digital
government
Towards a data-
driven public sector
Public service
design and delivery
in the digital age
Contextualfactors and
institutional models for
digitalgovernment
01
People in Luxembourghave higher trust in their governmentcomparedto other OECD countries
Share of respondents who indicate trust in various government institutions (responses 6-10 on a 10-point scale), 2021
Source: OECD Trust Survey (http://oe.cd/trust)
Most people in Luxembourg trust the government's handling of their data
56% of survey respondents in Luxembourg trust that the government will use their personal data only for legitimate
purposes
0
10
20
30
40
50
60
70
80
90
100
OECD AUS AUT BEL CAN COL DNK EST FRA GBR IRL ISL JPN KOR LUX LVA MEX NLD NOR PRT SWE
Likely Neutral Unlikely Don't know
% of respondents reporting different levels of perceived likelihood that their governmentwould use personaldata
exclusively for “legitimate purposes”(on a 0-10 scale), 2021
Source: OECD Trust Survey (http://oe.cd/trust)
People in Luxembourg have more trust in the public sector's use of AI than the private sector
58% vs. 41% have medium confidencein the publicand private sector’s use of AI
19%
58%
18%
5%
5%
41% 40%
14%
0%
10%
20%
30%
40%
50%
60%
70%
Large confidence Medium confidence Little confidence No confidence
Public sector Private sector
Source:Poussing (2021),Résultats de la consultation publique relative aux opportunités etaux défis de l'IntelligenceArtificielle
Assessment – contextual factors and institutional models for digital government
> The current Government Coalition’sAgreement
identifies digitalisation as a top political priority
> Centralised government structure and close
collaboration within and across government levels
> High digital maturity
> High trust in government
> Small, diverse population
Overall political culture and structure Socio-economicfactors
> Prime Minister is also the Minister for Digitalisation
> Ministry for Digitalisation (MDIGI) and the Government
IT Centre (CTIE) play critical roles
> Heavy reliance on the CTIE among ministries and
public sector organisations (PSOs)
> Inter-Ministerial Committee for Digitalisation -
operational coordination
> High-Committeefor Digital Transformation- high
level alignment and strategic discussions
> Technical working groups
> Govtech Lab
Structureand leadership for the digital government
agenda
Co-ordinationand collaboration
Key policy recommendations
> Leverage the contextual factors of Luxembourg’s political and administrative culture and
structure to support the digital government agenda
> Reinforce policy efforts in economic, societal and technological developmentas the basis for
fostering a stronger digital government ecosystem
> Strengthen the mandate and role of the Ministry for Digitalisation as the organisation-in-
charge of co-ordinating efforts and building coherence in the development of a digital
government.
> Prioritise further co-ordinationand co-operationaround digital governmentpolicies and
projects through the High Committee for Digital Transformation, the Inter-Ministerial
Committee for Digitalisation, and the Govtech Lab.
Policy levers,talent and
skills for digital
government
02
Assessment – policy levers, skills and talent for digital government
> The Electronic Governance Strategy 2021-2025 is
comprehensive but relatively few ministries and PSOs
are fully aware of its implications
> Heavy reliance by ministries and PSOs on the CTIE to
plan and implement their digital projects
> Difficult to monitor digital/ICT projects not implemented
by the CTIE - can cause duplication of initiatives and
shadow IT costs.
> Necessary to improve the regulatory framework for
digital government, including in areas such as data
exchange and data sharing
> Many projects to strengthen digital talent and skills
through INAP and the ADEM.
> More than 50% of ministries and PSOs have initiatives
to develop digital talent and skills
> However, only 15% of the surveyed ministries and
PSOs recognise improving digital talent and skills as a
very high priority
Policy levers Digital skills and talent in the public sector
Key policy recommendations
> Develop a publicly available monitoring tool to track implementation of the Electronic
Governance Strategy 2021-2025
> Use the new digital advisory service to support ministries and PSOs in defining their own
digital strategies while aligning with standards and priorities developed by MDIGI and the
CTIE
> Promote the use of project managementtools and financial mechanisms, including agile
project managementand innovative public procurement
> Increase transparency of the CTIE's digital project management
> Consider developingmandatory trainings on skills core to digital leadership and digital project
implementation
Towards a data-driven
publicsector in
Luxembourg
03
Assessment – towards a data-driven public sector in Luxembourg
> Oppportunity to consolidate efforts across the public sector -
Electronic Governance Strategy, National Interoperability
Framework,Open data strategy, AI strategy, etc.
> Limited available human resources and skills for managing
data consistently, which affects negatively data quality
> CTIE critical in providing common infrastructure for safely
storing, processing, analysing, and exchanging data. Yet
ministries and PSOs are not always aware that they exist.
> Data interoperability and the once-only principle are major
priorities. Yet insufficient availability of common standards
and semantic rules for enabling data exchange
> Success with open geospatial data while the general
performance in open government data has been falling
behind.
> Most PSOs use data to anticipate and deliver interventions,
fewer use it to evaluate and monitor government interventions
> The use of AI in the public sector is a big priority, supported
by the national AI strategy and the AI4GOV committee
Data governance Application of data to deliver value
> Data quality and unclear accountability for data management
across the public sector is seen as a challenge
> Supporting GDPR-compliance is seen one of the primary
challenges to increase use of data
Data and trust
Key policy recommendations
> Develop and publish a national public sector data strategy
> Improve the tactical capacity of ministries and public sector institutions to better manage and use data by
developing ministry-level data strategies and designating data steward roles within ministries
> Develop a national architecture framework for basic data to support data standardisation and data exchange
> Encourage use of data for regulatory impact assessments and to monitor service- and policy performance
> Promote the development of more scalable AI applications in the public sector.
> Direct efforts towards improving data quality and integrity across the public sector, including by ensuring that
data that feeds into AI and other applications is representative
> Provide support to ministries and public sector organisations to comply with the GDPR
Publicservice designand
deliveryin the digitalage in
Luxembourg
04
There is an opportunity to improve the responsiveness of public services
46% of citizens in Luxembourgsay a publicservice would be improved if peoplecomplained
% of respondentsreportingdifferentlevels of perceivedlikelihoodthatapoorly-performingpublicservicewould
be improvedif manypeoplecomplainedaboutit(on a 0-10scale),2021
Source: OECD Trust Survey (http://oe.cd/trust)
0
10
20
30
40
50
60
70
80
90
100
Likely Neutral Unlikely Don't know
Luxembourg's public sector can be more innovative and agile
43% of citizens in Luxembourgsay a publicagency/office would adoptan innovative idea to improvea public
service
% of respondentsreportingdifferentlevels of perceivedlikelihoodthatapublic agency/officewouldadoptan
innovative ideathat couldimproveapublic service(ona0-10 scale),2021
Source: OECD Trust Survey (http://oe.cd/trust)
0
10
20
30
40
50
60
70
80
90
100
OECD AUS AUT BEL CAN COL DNK EST FIN FRA GBR IRL ISL JPN KOR LUX LVA NLD NOR NZL PRT SWE
Likely Neutral Unlikely Don't know
Assessment – public service design and delivery in the digital age in Luxembourg
> Developing inclusive and responsive public services is necessary to
facilitating the lives of citizens and continue making Luxembourg an
attractive country for investors and foreign workforce.
> At the centre of Luxembourg’s public service agenda are the
single-entry points GUICHET.LU and MYGUICHET.LU
> On-site services still remain largely operated according to
institutional procedures and cultures which may provide a different
experience to users betweenchannels and across public institutions
> The Electronic Governance Strategy 2021-2025 calls for a paperless
administration while remaining inclusive to different needs
> Ministries and PSOs do not have a common culture or practices to
research and understand user needs
> The review process revealed that most ministries and PSOs are not
equipped to adopt agile management approaches for the design and
delivery of services.
Context for publicservice design and delivery Philosophy for public service design and delivery
> The CTIE makes available, reliable and trusted digitalinfrastructure
that supports the digitalisationof public services.
> The review process revealed that further efforts can be done to
advance towards a Government as a Platform approach
> Digital inclusion stated in the electronic governance strategy is
backed with concrete plans that create an ecosystemof initiatives and
guidance for ministries and PSOs
Key enablers to support better public service design and
delivery
Key policy recommendations
> Promote a user-driven and omni-channel service design and delivery approach across public
sector organisations
> Increase awareness about the importance of service design
> Encourage public sector organisations to share practices and data related to services
> Create communities of practice for service specialists and enthusiasts on different service
domains
> Define and implement a standardised user satisfaction measurement instrument across
channels
> Establish common service standards and secure enablers for digital public services -
including digital identity, payments system and other infrastructure.
Digital Government Review of Luxembourg
1 A consolidated governancefor digital government...
2 Solid publicsector capacities, policy levers and enablers...
3 And a common vision and strategy for governing,sharing and using data...
4 To be moreagile, user-driven and innovative when designing and delivering
governmentservices
Four areas for Luxembourg to achieve digital government maturity
Thank you!
Barbara Chiara-Ubaldi,OECD
barbara.ubaldi@oecd.org
@OECDgov
@OECD-Public-Governance

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  • 1. OECD Digital Government Review of Luxembourg Assessment and Recommendations Barbara Chiara-Ubaldi Head of Digital Government and Data Unit, Deputy Head of Open and Innovative Government Division Public Governance Directorate, OECD 27-28 September 2022
  • 2. Digital Government Review process • Survey with public sector organisations Feb-Apr 2021 • Fact finding mission Jun-Jul 2021 • Workshop: data-driven public sector Dec 2021 • Workshop: Service design and delivery Feb 2022 • Final report Sep 2022
  • 3. Peer learning Ministry of Finance, Finland Ministry of the Interior and Kingdom Relations, Netherlands Administrative ModernisationAgency, Portugal Treasury Board of Canada Secretariat, Canada
  • 4. 2014 OECD Recommendation on Digital Government Strategies 4 Non-member countries: Argentina, Brazil, Egypt, Kazakhstan, Morocco, Panamá, Peru Openness and Engagement Governance and Co-ordination Capacities to Support Implementation 1) Openness, transparency and inclusiveness 2) Engagement and participation in a multi-actor context in policy making and service delivery 3) Creation of a data-driven culture 4) Protecting privacy and ensuring security 5) Leadership and political commitment 6) Coherent use of digital technology across policy areas 7) Effective organisational and governance frameworks to co-ordinate 8) Strengthen international co-operation with other governments 9) Development of clear business cases 10) Reinforced institutional capacities 11) Procurement of digital technologies 12) Legal and regulatory framework Digital Transformation 7 non-OECD countries adopted
  • 5. Four areas of focus Contextual factors and institutional models Policy levers, skills and talent for digital government Towards a data- driven public sector Public service design and delivery in the digital age
  • 7. People in Luxembourghave higher trust in their governmentcomparedto other OECD countries Share of respondents who indicate trust in various government institutions (responses 6-10 on a 10-point scale), 2021 Source: OECD Trust Survey (http://oe.cd/trust)
  • 8. Most people in Luxembourg trust the government's handling of their data 56% of survey respondents in Luxembourg trust that the government will use their personal data only for legitimate purposes 0 10 20 30 40 50 60 70 80 90 100 OECD AUS AUT BEL CAN COL DNK EST FRA GBR IRL ISL JPN KOR LUX LVA MEX NLD NOR PRT SWE Likely Neutral Unlikely Don't know % of respondents reporting different levels of perceived likelihood that their governmentwould use personaldata exclusively for “legitimate purposes”(on a 0-10 scale), 2021 Source: OECD Trust Survey (http://oe.cd/trust)
  • 9. People in Luxembourg have more trust in the public sector's use of AI than the private sector 58% vs. 41% have medium confidencein the publicand private sector’s use of AI 19% 58% 18% 5% 5% 41% 40% 14% 0% 10% 20% 30% 40% 50% 60% 70% Large confidence Medium confidence Little confidence No confidence Public sector Private sector Source:Poussing (2021),Résultats de la consultation publique relative aux opportunités etaux défis de l'IntelligenceArtificielle
  • 10. Assessment – contextual factors and institutional models for digital government > The current Government Coalition’sAgreement identifies digitalisation as a top political priority > Centralised government structure and close collaboration within and across government levels > High digital maturity > High trust in government > Small, diverse population Overall political culture and structure Socio-economicfactors > Prime Minister is also the Minister for Digitalisation > Ministry for Digitalisation (MDIGI) and the Government IT Centre (CTIE) play critical roles > Heavy reliance on the CTIE among ministries and public sector organisations (PSOs) > Inter-Ministerial Committee for Digitalisation - operational coordination > High-Committeefor Digital Transformation- high level alignment and strategic discussions > Technical working groups > Govtech Lab Structureand leadership for the digital government agenda Co-ordinationand collaboration
  • 11. Key policy recommendations > Leverage the contextual factors of Luxembourg’s political and administrative culture and structure to support the digital government agenda > Reinforce policy efforts in economic, societal and technological developmentas the basis for fostering a stronger digital government ecosystem > Strengthen the mandate and role of the Ministry for Digitalisation as the organisation-in- charge of co-ordinating efforts and building coherence in the development of a digital government. > Prioritise further co-ordinationand co-operationaround digital governmentpolicies and projects through the High Committee for Digital Transformation, the Inter-Ministerial Committee for Digitalisation, and the Govtech Lab.
  • 12. Policy levers,talent and skills for digital government 02
  • 13. Assessment – policy levers, skills and talent for digital government > The Electronic Governance Strategy 2021-2025 is comprehensive but relatively few ministries and PSOs are fully aware of its implications > Heavy reliance by ministries and PSOs on the CTIE to plan and implement their digital projects > Difficult to monitor digital/ICT projects not implemented by the CTIE - can cause duplication of initiatives and shadow IT costs. > Necessary to improve the regulatory framework for digital government, including in areas such as data exchange and data sharing > Many projects to strengthen digital talent and skills through INAP and the ADEM. > More than 50% of ministries and PSOs have initiatives to develop digital talent and skills > However, only 15% of the surveyed ministries and PSOs recognise improving digital talent and skills as a very high priority Policy levers Digital skills and talent in the public sector
  • 14. Key policy recommendations > Develop a publicly available monitoring tool to track implementation of the Electronic Governance Strategy 2021-2025 > Use the new digital advisory service to support ministries and PSOs in defining their own digital strategies while aligning with standards and priorities developed by MDIGI and the CTIE > Promote the use of project managementtools and financial mechanisms, including agile project managementand innovative public procurement > Increase transparency of the CTIE's digital project management > Consider developingmandatory trainings on skills core to digital leadership and digital project implementation
  • 16. Assessment – towards a data-driven public sector in Luxembourg > Oppportunity to consolidate efforts across the public sector - Electronic Governance Strategy, National Interoperability Framework,Open data strategy, AI strategy, etc. > Limited available human resources and skills for managing data consistently, which affects negatively data quality > CTIE critical in providing common infrastructure for safely storing, processing, analysing, and exchanging data. Yet ministries and PSOs are not always aware that they exist. > Data interoperability and the once-only principle are major priorities. Yet insufficient availability of common standards and semantic rules for enabling data exchange > Success with open geospatial data while the general performance in open government data has been falling behind. > Most PSOs use data to anticipate and deliver interventions, fewer use it to evaluate and monitor government interventions > The use of AI in the public sector is a big priority, supported by the national AI strategy and the AI4GOV committee Data governance Application of data to deliver value > Data quality and unclear accountability for data management across the public sector is seen as a challenge > Supporting GDPR-compliance is seen one of the primary challenges to increase use of data Data and trust
  • 17. Key policy recommendations > Develop and publish a national public sector data strategy > Improve the tactical capacity of ministries and public sector institutions to better manage and use data by developing ministry-level data strategies and designating data steward roles within ministries > Develop a national architecture framework for basic data to support data standardisation and data exchange > Encourage use of data for regulatory impact assessments and to monitor service- and policy performance > Promote the development of more scalable AI applications in the public sector. > Direct efforts towards improving data quality and integrity across the public sector, including by ensuring that data that feeds into AI and other applications is representative > Provide support to ministries and public sector organisations to comply with the GDPR
  • 18. Publicservice designand deliveryin the digitalage in Luxembourg 04
  • 19. There is an opportunity to improve the responsiveness of public services 46% of citizens in Luxembourgsay a publicservice would be improved if peoplecomplained % of respondentsreportingdifferentlevels of perceivedlikelihoodthatapoorly-performingpublicservicewould be improvedif manypeoplecomplainedaboutit(on a 0-10scale),2021 Source: OECD Trust Survey (http://oe.cd/trust) 0 10 20 30 40 50 60 70 80 90 100 Likely Neutral Unlikely Don't know
  • 20. Luxembourg's public sector can be more innovative and agile 43% of citizens in Luxembourgsay a publicagency/office would adoptan innovative idea to improvea public service % of respondentsreportingdifferentlevels of perceivedlikelihoodthatapublic agency/officewouldadoptan innovative ideathat couldimproveapublic service(ona0-10 scale),2021 Source: OECD Trust Survey (http://oe.cd/trust) 0 10 20 30 40 50 60 70 80 90 100 OECD AUS AUT BEL CAN COL DNK EST FIN FRA GBR IRL ISL JPN KOR LUX LVA NLD NOR NZL PRT SWE Likely Neutral Unlikely Don't know
  • 21. Assessment – public service design and delivery in the digital age in Luxembourg > Developing inclusive and responsive public services is necessary to facilitating the lives of citizens and continue making Luxembourg an attractive country for investors and foreign workforce. > At the centre of Luxembourg’s public service agenda are the single-entry points GUICHET.LU and MYGUICHET.LU > On-site services still remain largely operated according to institutional procedures and cultures which may provide a different experience to users betweenchannels and across public institutions > The Electronic Governance Strategy 2021-2025 calls for a paperless administration while remaining inclusive to different needs > Ministries and PSOs do not have a common culture or practices to research and understand user needs > The review process revealed that most ministries and PSOs are not equipped to adopt agile management approaches for the design and delivery of services. Context for publicservice design and delivery Philosophy for public service design and delivery > The CTIE makes available, reliable and trusted digitalinfrastructure that supports the digitalisationof public services. > The review process revealed that further efforts can be done to advance towards a Government as a Platform approach > Digital inclusion stated in the electronic governance strategy is backed with concrete plans that create an ecosystemof initiatives and guidance for ministries and PSOs Key enablers to support better public service design and delivery
  • 22. Key policy recommendations > Promote a user-driven and omni-channel service design and delivery approach across public sector organisations > Increase awareness about the importance of service design > Encourage public sector organisations to share practices and data related to services > Create communities of practice for service specialists and enthusiasts on different service domains > Define and implement a standardised user satisfaction measurement instrument across channels > Establish common service standards and secure enablers for digital public services - including digital identity, payments system and other infrastructure.
  • 23. Digital Government Review of Luxembourg 1 A consolidated governancefor digital government... 2 Solid publicsector capacities, policy levers and enablers... 3 And a common vision and strategy for governing,sharing and using data... 4 To be moreagile, user-driven and innovative when designing and delivering governmentservices Four areas for Luxembourg to achieve digital government maturity