The Once Only Principle (OOP) drives current public sector modernization through the reduction of administrative burdens. It requires public authorities not to ask citizens and companies to repeatedly provide information to the public authorities. Instead, public authorities shall share and re-use data among themselves in due respect of data protection regulation. The sharing and re-use of sensitive and non-sensitive data among public administrations demands for broad acceptance by all stakeholders. Trust and transparency are key success criteria in such data-driven public sector transformation. Establishing proper governance mechanisms for the data infrastructures that enable the sharing and reuse in public service provisioning, and that provide the necessary transparency and trust levels is expected to effectively improve public service. This research investigates approaches for establishing a good data governance in OOP settings tackling the sharing and re-use of sensitive or personal data. Geographical focus is on the European Union and Switzerland.
Abstract. In Switzerland inter-organizational cooperation is a cornerstone of the national e-government strategy. Based on existing frameworks, the authors examine different stakeholder's perspectives towards cooperative e-government within the Swiss federal system. The discussion of pronounced barriers and enablers is based on various sets of data: A document analysis and interviews with the program office on the national level, data from surveys among egovernment officers across federal levels and a case study conducted at the concrete operative level. The analysis aims at reflecting the relevance of different aspects of cooperation for the development of e-government, contributes to validating existing analytical approaches and provides suggestions for further research.
In recent years, many countries have started to draft strategies and policies related to the data economy. To support new datadriven activities and innovations, the development of a national data infrastructure (NDI) is seen as key. The concept of NDI has entered governmental strategic discussions on data as an asset, the role of data infrastructures in innovation and economic activity, and the role of government therein. However, there is a gap between the ambitions as laid out in the strategies and the actual actions taken towards realizing them. To understand this gap and support NDI development, insight is needed in the components and processes of realizing NDI strategies. In this paper, we study NDI strategies 'in action' in the Netherlands and Switzerland using an analytical framework comprising strategies, stakeholders, design, components and governance. Special emphasis is put on the role of government in formulating and implementing strategies. Our cross-case analysis uncovers lessons that seem relevant for NDI development elsewhere, as well as challenges that need to be resolved before NDIs can hope to actually make the impact associated with them.
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