Читать книгу Digital Government Excellence - Siim Sikkut - Страница 88

I had initially about thirty persons, mostly long-term civil servants. They were often more used to making studies than delivering things. The expectation from outside was that even with the X-Road money, there would be no outcome. We were not seen as an influencer or deliverers.

For X-Road delivery, we recruited about ten more persons temporarily, and we looked for a little bit new type of staff member with good delivery skills. Then ten more persons with new competences came to deliver the 2019 government program, to work on AI, and so on. When I joined, I had in my department only one lawyer and we had already two or three laws to take care of. So that needed to change. When I left, we had about ten lawyers. We also got in some people who were looking at new things such as AI, the information policy, and so on.

We changed our way of working so that we reorganized the agencies under the ministry to deliver things. We at the ministry focused on strategy, political work, money, laws. However, if you are starting new initiatives such as mobile ID, you also have to be able to figure out the high-level technical solutions to understand how it combines together with other things in the architecture. These sorts of things we kept in our own hands, so some sort of technical understanding we also still had to have, even with agencies taking care of delivery.