IT Governance in Norwegian Government 10.02.2016 Arild Jansen, AFIN, UiO IT governance in Norwegian public sector – current ambitions and important challenges Agenda ICT governance in Norway ICT management in Norwegian ministries: principles and practises Digital communication first (Digitalt førstevalg) Discussions: Do we need stronger and more coherent governance? Note: I will not discuss the municipal sector in much detail 1 Some relevant reading material Pensum og bakgrunnsstoff St. mld. 23: Digital agenda for Norge . Ch. 1-2 Se nettside. Se også :Regjeringens digitaliseringsprogram: Se nettside. DIFI – http://www.difi.no/digital-forvaltning Jansen og Jacobsen http://www.jus.uio.no/ifp/forskning/prosjekter/seri/sty ring-og-ledelse-av-eforvaltningen/publikasjoner/ Berger, Grønlund and Jansen : First Choice, Free Choice Or No Choice: Policy, design and effects for digital post in the Scandinavian countries 2 ICT policy The aim of the ICT policy is to influence ICT development in order to achieve simplification and efficiency improvement in the public sector, further innovation and value creation in the business sector and secure a sustainable and inclusive development of society. The grasp of the ICT policy goes across different society sectors, and the Ministry of Government Administration, Reform and Church Affairs is responsible for coordinating the policy. Priorities : Digital agenda for Norge – Den nasjonale IKT-politikken Digital deltagelse og universell utforming Digitalisering i offentlig sektor See : https://www.regjeringen.no/no/tema/statlig-forvaltning/ikt-politikk/id1367/ https://www.regjeringen.no/en/dokumenter/Barriers-to-digitizatioen/id763795/ 3 1
IT Governance in Norwegian Government 10.02.2016 Arild Jansen, AFIN, UiO What is eGovernment ? Citizens/constituents, businesses and civic society e-service - Two-ways communication e-demokrati - Automated case - Social medier handling and - E-election. decision systems - Electronic hearing s . Political Bureaucracy/ system Administration e-management • Internal-admin. system • Office automation, archive, • Infrastructures … 4 Large ICT-projects : Interaction between between technology, organization and changes in regulations Political system and regulations Law as premiss Law as premiss for fororganization ICT-dev New organization ICT cases needs change in Law shanges in law Organizational and ICT- development administrative changes ICT influences Organization as organization premise for ICT 5 Some basic principles in Norwegian Politics and Governance Stortinget (Parliament) pass laws and decide the budget Decides upon the overall goals and priorities Control the Government and that the goals are achieved, The Government decides upon its own administrative structure and administration E.g. establish or reorganise ministries Implement administrative policies and principles, including regulations that are lawful (permitted by law) Sectorization and principle of (vertical) line organization, Each ministry is responsible for own governing and organising means & measures within own sector Prime Minister will normally NOT overrule the iministries But: FIN (Financial control) and KOM (Administrative “control”) has co-ordination functions 6 2
IT Governance in Norwegian Government 10.02.2016 Arild Jansen, AFIN, UiO Overall ICT governance : Aiming at combining rule og Law, Privacy and opennes and transpanacy , Privacy - Right of inspection of own data Rule of Law Parties right of inspection of relevant data Opennes and transparency 7 Norwegian Public administration regime to ICT policies and governance Characterised by sector-oriented, fragmented policies Distinct division of tasks and responsibility between distinct ministers and directorates Each ministry is responsible governing and organising means and measures within the existing common statutory framework Sector interests are often dominating A constitutional separation between the state and local (municipal) levels (but this is not the “complete story” ) No superior ICT-minister that can overrule other ministers or local (municipal) administrations But there have been implemented a number and means and measures aiming at co-ordinating ICT development and use in public sector Some directorates has specific responsibilities related to ICT , in 8 particular DIFI: www.difi.no The governance structure related to ICT St. meld. 23 (2012-2013): Digitaliseringsmeldingen General regulations for financial management and budget General goals and . framework for ICT- policies Ministerial management Principles and directions, and control . organization mode of operations Specific measures and projects . Agency . management and control 9 3
IT Governance in Norwegian Government 10.02.2016 Arild Jansen, AFIN, UiO Overall goals, public value and effects Overall goals Public value Indicators (examples) Efficiency Financial & Financial gains Organizational Better organizational structures value; Effectiveness: Citizens Value Improved quality More inclusive services Increased user value Democracy Political and Openness, Transparency constituent value. Participation, citizens empowerment Innovation Value creation in Easier to utilize public society – private information sector 10 Different types of means and measures Legal: Laws and regulation General laws , e.g. on Openness, Rule og Law, Privacy, Security, Specific Laws:, in each sector Technical regulations Standards (mandatory and recommended) Overall architecture and common solutions Organisation and administrative systems/bureaucracy Power and responsibilities Economy Budget financial management Business models – other types of income Pedagogical measures Guiding material, frameworks,, Competence and Support . 11 The digitization circular letter Digitaliseringsrundskrivet Some main elements What : Digitalize public service Send digital mail (Send brev digitalt) Use electronic invoice (elektronisk faktura ) Make Public data available for reuse ( Open data) Focus om information security HOW: Use common components (nasjonale felleskomponenter) Use Secure Digital mailbox (bruk sikker digital postkasse) Comply to national architecture (Krav til arkitektur/standarder Consider to use cloud service (Vurder skytjenester) Use common framework for ICT-projects (Based on Prince 2 ) Use guidelines for Benefit Realization (gevinstrealisering Various types of financial supprot are offered 12 4
IT Governance in Norwegian Government 10.02.2016 Arild Jansen, AFIN, UiO Some challenges Lack of overall common goals and strategies The silo syndrome that depart from Management by objectives (NPM – principles ) : Sub-optimalization, focussing vertically towards superiors Less attention is devoted to other departments /directorate Management by objectives and performance (MBO) is practised 'top down', with a hierarchical breakdown of objectives and performance targets. MBO features clear authority, responsibility and avenues for reporting, and it sets straightforward parameters for the local undertaking. It does not offer much encouragement for the cross-disciplinary exchange of information, experience or expertise. 13 A study of IT-governance practises in the Norwegian Ministries Some research questions : How do Norwegian ministries govern ICT in their subordinate agencies (sector ) To what extent is co-operation and co-ordination conceived as important and given priority in their management approach? How do the individual ministries conceptualize ICT in their management approach? How to explain the large differences between ICT management approaches across ministries The studies were conducted in 2010-2011 – based on document analysis and interviews in all ministries and some selected agencies 14 The overall picture Large variation among ICT-goals, strategies, means and measures used. ICT governance as part of the general management approaches There are few clearly stated ICT goals Large variation how ICT projects are described in budgets Almost no focus on cooperation and collaboration across sectors, and even within same ministerial sector ICT is to a large extend conceived as a tool , and not as a service, infrastructure or in collaboration There are great variations in the different roles and functions that ICT have across agencies and sectors But few see the strategic role of ICT 15 5
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