This report provides a data-driven public sector framework to help countries and organisations assess the elements needed for using data to make better-informed decisions. In addition, the new Administration has created the Executive Council for the Modernisation of the State, comprising delegates from the President’s Office, MINSEGPRES, the Ministry of Finance and the Direction of Budget of Chile (DIPRES). Representatives from municipalities often advance different political agendas, which can at times be at odds with the central government. As the institutional architecture and strategic actions of state modernisation are redefined, the monitoring system is also bound to be readjusted. Source: Draft State Modernization Agenda of Chile. The factors undermining consistent progress include: Short political cycles which tend to translate into changing government priorities, making some efforts unsustainable. In health care, AI systems help diagnose disease and prevent outbreaks, discover treatments, tailor interventions and power self-monitoring tools. The most thorough practices documented in this review of selected digital government strategies are characterised by structured and participatory approaches, informed through a number of in-person stakeholder engagements, surveys and online consultations on the draft. Note: Data from Colombia, Denmark, Estonia, Norway, Mexico, The Netherlands, New Zealand, Spain, Sweden and Switzerland, Source: Survey on Digital Government Strategies (2017); Digital Government Survey of Norway (2017). The overall monitoring system of the strategy used until present is pretty robust. Ultimately, the development of a shared vision for digital government requires support from governance arrangements that will coordinate and channel efforts into actions that will enable the vision to come to life. The Council has one President and an Executive Secretary. The world's largest economies took a big step closer this weekend to agreeing an overhaul of global corporate tax rules that experts say would be the most significant in over a century. Other cases show a more centralised, top-down approach with shorter consultation periods, often with strict timelines that follow political cycles. Leaders in this context should be broadly understood. Responsible institutions for such projects are required to report on the advance and benefit/impact realisation up to two years after the completion of the project. Based on a thorough analysis jointly developed by all stakeholders using tools such as surveys workshops and other forms of consultations, the inter-federal committee then helped identified strategic projects and operational objectives linked to these broad strategic objectives before opening the strategic plan for consultation. While Chile did work with regions for the development of the strategy, the absence of municipalities in this process should be a cause of concern. More coercive levers, such as the ability to adjust or stop projects, is generally rare in the selected subset of OECD countries (20%). Chile has repeatedly confronted the question of whether the consensus that underpins their national digital government strategies is robust enough to survive a change of administration. outputs indicators) but they rarely have in place performance indicators (e.g. Led and co-ordinated by the OECD Committee on Digital Economy Policy (CDEP), the project draws on and connects the expertise of 17 OECD committees, including the Health Committee. Digital Finance G20 OECD Tax About Mia Hunt Mia is a journalist and editor with a background in covering commercial property, having been market reports and supplements editor at trade title Property Week and deputy editor of Shopping … Parting from this premise, it is unsurprising to learn that all OECD members serving as a benchmark for this study1 engage with external stakeholders to involve them in the process of developing the digital government strategy. The preference for in-person engagement could be explained by it being a more favourable framework for building consensus. Colombia’s efforts could serve as inspiration for Chile in terms of continuous assessment, evaluation and learning of the strengths and weaknesses of the national digital government ecosystem. The report contains findings from surveys of OECD countries and shares a range of examples that illustrate the potential benefits as well as challenges of the digital transformation in the health sector. Benchmarking Digital Government Strategies in MENA Countries, OECD Recommendation on Digital Government Strategies, Organisation for Economic Co-operation and Development (OECD), © In the framework of promoting resilient economies and economic prosperity, the OECD views the digital economy as a key aspect of the overall agenda for social development and economic growth. The 2016 OECD report advanced recommendations aimed at strengthening the legal basis and institutional capability of the unit responsible for digital government and state modernisation at MINSEGPRES, which were taken up by the previous Administration. In this light, it is encouraging that the current Administration is making efforts to provide the DGD with additional resources that will allow it to deliver on key strategic projects that can be highly catalytic. As such, strategies are indeed an instrumental piece of what makes up the virtuous circle of digital government implementation (see Figure 2.1). It promises to help solve global challenges like climate change and access to quality medical care. The elaboration of a digital government strategy is just the first step. Nevertheless, some factors are often cited as decisive, including expected impact, availability of resources and the timeline and feasibility of the initiatives. (2018), "A taxonomy of digital intensive sectors", OECD Science, Technology and Industry Working Papers, No. Hence, participation needs to be balanced with the capacity and power to keep the focus on prioritisation of objectives, results and feasibility of their achievement. This review highlights the efforts taking place in Argentina to digitalise and improve data governance in its public sector and build the foundations for a digital … But two decades into the 21st century, a similar transformation is yet to occur in health. The monitoring and evaluation system used in Chile to track the implementation of digital government strategies seems to be poised to put a greater focus on user satisfaction and improving measurements around state efficiency and productivity and broader social and economic development indicators. Based on the discussions the document identified the actions required to achieve that vision. In other cases, some of the benchmarked OECD members have found that issues or initiatives that lack sufficient consensus face greater resistance during the implementation phase, in particular when these initiatives imply significant cultural change or organisational adaptation. Public sector leaders are key pieces in the transformation of public sector operations and will become increasingly so in the digital age. It also allows for the continuous monitoring of ICT project implementation. Led and co-ordinated by the OECD Committee on Digital Economy Policy (CDEP), the project draws on and … 2018/14, OECD Publishing, Paris. The current Administration is seeking to consolidate them in order to strengthen the mandate, role and capability of the national co-ordinating unit for digital government. Some examples of these strategic co-ordination units include the High-Level Directive Council of the Vice-Ministry of Digital Economy in Colombia, the ICT Strategy Committee in Spain and the Cabinet Meeting in Estonia (informed by the strategy sessions organised by the Government CIO, the Estonian Information System Authority and Government Office). Data and research on public sector innovation and e-government including government performance, online public service delivery, ICTs, good governance principles, open data, open government data (OGD), The OECD Recommendation on Digital Government Strategies aims to support the development and implementation of digital government strategies that bring governments closer to citizens and … European Commission (2013), Powering European Public Sector Innovation: Towards a New Architecture, European Commission. OECD work covers digital strategy, health data governance, health workforce policy, telemedicine/telehealth and artificial intelligence, among other topics. The continuity of this good practice under the new Digital Transformation Strategy -currently being developed-, with the oversight and monitoring of the Executive Council for State Modernisation. Both the OECD and the European Commission have highlighted the increasingly relevant role collaborative leadership is expected to play in the emergence of an innovative and increasingly digital public sector (OECD, 2016[1]; OECD, 2017[6]; European Commission, 2013[7]). OECD Health Working Papers, No. Lack of continuity in cross-cutting policies and projects, Uneven level of technological adoption and maturity across institutions, Overlaps and duplication of ICT investments and spending. OECD (2017), Fostering Innovation in the Public Sector, OECD Publishing. France, Tel: +33 (0)1.42.30.09.60 Overview. This review highlights the efforts taking place in Argentina to digitalise and improve data governance in its public sector and build the foundations for a digital government. Furthermore, the middle management also supports day to day motivation of their teams, helping them deliver on expectations (PricewaterhouseCoopers, 2018[9]). In face of a new technological revolution, and its implications for the production of goods and services, it seems like a sensible time to think about a structured approach to nurture and incentivise the kind of leadership the public sector needs to deliver on citizens’ needs. Failure to understand the strategic implications of these technological changes can translate into poor choices and failed strategies. Israel and its model of IT Governance as a Service can also serve as inspiration in as much as it provides a structure for ICT project management and continuous monitoring (see Box 2.2). Source: OECD (2020), "ICT Access and Usage by Households and Individuals", OECD Telecommunications and Internet Statistics (database accessed on 02 April 2020). In addition to tracking progress, frequent meetings of the State Modernisation Team to assess unmet needs, strategic adjustments needed and resource reallocation will provide the Digital Transformation Strategy with the operational agility that will help it meet international best practices. The technology is already there. The Government of Chile called on the Public-Private Council for Digital Development” (composed of public institutions, private sector, civil society organisations, specialists and academics) to organise a series of workshops. The above is approach is relevant as the new Piñera Administration has embarked in the development of a new digital transformation strategy that seeks to help the Chilean public administration transition to paperless transactions.

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