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Digital Government Today:International Perspective and Lessons for the Future
Ryan Androsoff Twitter: @RyanAndrosoff
March 16, 2016
Today’s Presentation
• Digital Government Defined
• Four Pillars of Digital Government:
• IT Governance
• Digital Service Delivery
• Social Media and Collaborative Tools
• Open Data
• 8 Lessons Learned
A little bit about myself…
• Early career in political and policy advisor roles in Saskatchewan and Ottawa; international development policy work via CIDA and World Bank
• Masters Degree from Harvard Kennedy School of Government with focus on “Government 2.0” and use of technology in the public sector
• Senior Advisor for Web 2.0 and Collaborative Tools at the Chief Information Officer Branch of Treasury Board Secretariat since 2010
• Spent 2015 at the OECD in Paris, France working with their Digital Government Team
Mid-1990s - Early 2000s
Government On-Line
Mid- 2000s - Early 2010s
Government 2.0
Today Digital Government
Digital Government Defined“Digital Government refers to the use of digital technologies, as an integrated part of governments’ modernisation strategies, to create public value. It relies on a digital government ecosystem comprised of government actors, non-governmental organisations, businesses, citizens’ associations and individuals which supports the production of and access to data, services and content through interactions with the government.”
OECD Recommendation on Digital Government Strategies
Openness and Engagement
Governance and Coordination
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 organizational and governance frameworks to coordinate
8) Strengthen international cooperation with other governments
9) Development of clear business cases
10) Reinforced institutional capacities 11) Procurement of digital technologies
12) Legal and regulatory framework
Emerging Governance Models for Digital
• Transformation Unit Model:
• UK, USA, Australia
• Strong Central Leadership:
• Estonia, Singapore
• Blended Models:
• Canada, Denmark
…but risky?
In the United States Government:• $86 billion is spent a year on federal IT projects• 94% of federal IT projects are over budget and behind schedule• 40% of them never see the light of day — they’re scrapped or abandoned”.
-Haley Van Dyck, United States Digital Service (Feb 16, 2016 Ted Talk)
Online service uptake varies considerably across countries and social groups
Source: OECD (2013), Government at a Glance.
Source: https://www.gov.uk/service-manual/digital-by-default
• Push of information• Collaborative model• More horizontal
Web 1.0 vs. Web 2.0
Vs
Platforms
Audiences
• Pull of information
• Publishing model• Very hierarchical
Printing Press 1440
US Newspaper Circulation
1,000,000by 1890Telephone
1876 + 90% of US households have a telephone by 1969Radio
189580% of US householdsowned radio sets by 1939Television
1925 90% of American homes have a TV set 1960 1st mass produced
Computer 1953
Apple makes its 1,000,000Macintosh personal computer by 1987World Wide Web
1989 50% of US households have access to the internet by 2001Blackberries
1999+1,000,000 Blackberries subscribersworldwide by 2004
iPhone 2007
Sales reach 17,000,000by 2008
Google+June 2011
+ 25,000,000 users by July 2011
Wikipedia2001
Facebook2004 + 50,000,000 users
by 2007
Surpasses content in Encyclopaedia Britannica (+ 700,000 articles) by 2005
450 yrs
93 yrs
44 yrs
35 yrs
34 yrs
12 yrs
4 yrs
5 yrs
3 yrs
1 yr
1 mo
The time between introducing new communication tools and adoption by the masses is shrinking dramatically…
Digital Ecosystem in the Federal Public ServiceGC-wide tools
Departmental tools
Externaltools
The GC2.0 ToolsThe GC2.0 Tools are the only existing option for online collaboration
between federal organizations inside the secure GC firewall
GCconnex: www.gcconnex.gc.ca
A professional networking platform for meeting and collaborating
GCpedia: www.gcpedia.gc.ca
A wiki-based collaborative workspace and knowledge sharing platform
Wide and Growing Spectrum of Use Interactive
Publishing
Wide-audience
Targeted-audience
Instant messaging between colleagues
Policy consultation
Live chatroom
Employee consultatione.g. Blueprint 2020
List of personal bookmarks/files
Crowd-sourcing a discussion paper
Sharing a status update on project
Sharing committee meeting minutesInformation on inter-
departmental project
Team working group space
User profile with resume information
Posting an assignment opportunity
Senior Exec. Blog
Seeking feedback on an initiative
Information on administrative processes
Inventory of departmental projects in specific domain
Intranet type web site for employee communications
A Few Specific Use CasesPolicy Development
Interdepartmental Committee Intranet-type Functions
Consultation/Feedback
Example: PANDU• Used GCpedia to consult on new TBS policy on
acceptable network and device use • Feedback from online consultation used in tandem with
traditional committee process Outcome: faster consultation, reduced questions
Example: Key Leadership Competencies• Open GCconnex group lead by ADM of Talent
Management at TBS-OCHRO• 900+ participants provided feedback on prototype
KLCs via online poll and discussions Outcome: increased breadth of feedback
Example: Summerside Tax Centre• GCconnex group used to connect all 301 members of CRA
office in Summerside, PEI• Director’s blog, calendar of events, photos of team events,
sharing administrative info Outcome: better info sharing and team interaction
Example: DMSMPD Committee• GCpedia and GCconnex presences to share information
about DM Committee mandate, members and meetings• Has also been used to crowd-source discussion papers
for committee meetings Outcome: more efficient committee organization
TB Policy Development Process Overview
Start
Policy Review and Challenge Respond to concerns Policy Challenge
and Approval Respond to concerns
Policy Implementation Communicate, monitor, support and review
Policy Consultation and Development Ascertain need, consult and develop
Stewardship TBS Strategic Policy Directorate (SPD)
Approved TB Policy Instrument
✓
9. Communicate and
implement
4a. SPD review of draft
instruments and other materials
Enable
Chal
leng
e
7. DM Advisory Committees
(e.g. PSMAC if required)
8. Treasury Board (TB)
10. Monitor, support and
review
1. Initiate with
Policy Development
Challenge Questions
2. Consult TB Portfolio, SPD, Depts. and
Agencies, & non-GoC
3. Draft policy instrument
and supporting materials
Guide
… TBS DCC or other committees may be consulted
5. TBS Directors Coordinating Committee
(DCC)
Lead
4b. Legal Services initial review of
instrument
6. TBS Policy Oversight Committee
(POC)
Consultation process
•TBS Policy Centres:• Accessibility / CLF • ATIP • Communications • Information Management• Information Technology • Official Languages • Privacy • Procurement • Security • Strategic Policy (TBS-CIOB) • Values & Ethics
Key Stakeholders:• Legal (TBS-CIOB, PSC &
Justice)• Priorities and Planning (TBS
Policy Suite Renewal)• Labour Relations (TBS-CIOB) • PCO - Communications &
Consultations • PSC - Political Activities• CCO (Communications
Community Office)• CSE • Web 2.0 practitioners
(various departments)
Web 2.0 Guidelines Working Group Chaired by TBS-CIOB and comprised of:
With additional input from: ➢ Chief Information Officers Council (CIOC)
Members➢ Public servants via GCPEDIA
TB Policy Development Process Overview
Start
Policy Review and Challenge Respond to concerns Policy Challenge
and Approval Respond to concerns
Policy Implementation Communicate, monitor, support and review
Policy Consultation and Development Ascertain need, consult and develop
Stewardship TBS Strategic Policy Directorate (SPD)
Approved TB Policy Instrument
✓
9. Communicate and
implement
4a. SPD review of draft
instruments and other materials
Enable
Chal
leng
e
7. DM Advisory Committees
(e.g. PSMAC if required)
8. Treasury Board (TB)
10. Monitor, support and
review
1. Initiate with
Policy Development
Challenge Questions
2. Consult TB Portfolio, SPD, Depts. and
Agencies, & non-GoC
3. Draft policy instrument
and supporting materials
Guide
… TBS DCC or other committees may be consulted
5. TBS Directors Coordinating Committee
(DCC)
Lead
4b. Legal Services initial review of
instrument
6. TBS Policy Oversight Committee
(POC)
Open Data Definitions• Data = highest level of granularity from which information, content and
knowledge are derived.
• Public Sector Information = “information, including information products and services, generated, created, collected, processed, preserved, maintained, disseminated, or funded by or for a government or public institution”
• Open Data = data that can be freely used, re-used and distributed by anyone, only subject to (at the most) the requirement that users attribute the data and that they make their work available to be shared as well.
• Big Data = A data-driven socio-economic model; as a phenomenon emerged as available datasets produced by various sources have grown larger and data users more aware of the value obtainable through linked and combined data sets produced by different actors, both private and public.
• Data analytics = the use of data to spot significant facts and trends to improve policy making and service delivery (public sector intelligence).
Public Sector Information
Big DataOpen
Government Data
Proprietary / Internal Analytics
Apps Public / Open Analytics
What Value are Governments Expecting from Open Data?
• Economic Value
• Growth and competitiveness in the wider economy
• Fostering innovation, efficiency and effectiveness in government services (internal and external)
• Social Value• Promoting citizens’ self-empowerment, social participation and engagement
• Public Governance Value• Improving accountability, transparency, responsiveness and democratic
control
Top 5 main objectives of open data strategies or policies
Create economic value for the private sector
Increase openness
Increase transparency
Facilitate creation of new businesses
Deliver public services more effectively and efficiently by improving internal operations and collaboration
Deliver public services more effectively and efficiently by enabling delivery from private sector through data re-use
Improve public sector performance by strengthening accountability for outputs/outcomes
Enable citizens' engagement in decision-making processes
Facilitate citizens' participation in public debate
Create economic value for the public sector
0% 20% 40% 60% 80%
0%
29%
33%
46%
54%
63%
67%
71%
71%
71%
Multiple answers allowedPercentage of respondent countries
Source: OECD Open Data in Governments Survey 2013
Transparency vs.
Innovation
PS Efficiency
Public Participation
• The “pioneers” (e.g. UK, USA, Spain)
• Devising a sustainable financial mechanism (e.g. Denmark, the Netherlands)
• Establishing the governance framework first (e.g. Germany, Switzerland)
• Quick followers (e.g. France and Mexico)
Emerging Approaches in Open Data
• Policy challenges
• Technical challenges
• Economic and financial challenges
• Organisational challenges
• Cultural challenges
• Legal challenges
Key challenges to implementing open data
• Produced by the World Wide Web Foundation • Measures on three dimensions, first launched in 2013
Open Data Barometer
• Produced by the Open Knowledge Foundation since 2013 • Index is based on 10 key datasets assessed against 9 criteria
Global Open Data Index
The OECD OURdata IndexOURdata Index: Open, Useful, Re-usable Government Data (2014)
Composite index from 0 (lowest) to 1 (highest)
Note: This index is a “pilot” version. Source: OECD (2015), Government at a Glance 2015.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
KOR FRA GBR AUS CAN ESP PRT NOR USA MEX FIN GRC AUT JPN NZL DEU BEL CHL DNK SLV CHE IRL ITA EST NLD SVK SWE POL TUR COL
Total score OECD
No national O
GD
portal
Lesson #4: Policy compliance can be a real barrier to entry and innovation
AccessibilityCommunications
Federal Identity Program
Information Management
Official LanguagesPolitical Activities
Privacy and AccessTo Information
Procurement &Contracting
Security
Values & Ethics
Lesson #6: Mainstreaming takes new skills
The Chasm (from Crossing the Chasm by Geoffrey A. Moore):There is a chasm between the early adopters of the product (the technology enthusiasts and visionaries) and the early majority (the pragmatists).
Bridging the Gap
Trough of Disillusionment (from Gartner Hype Cycle) :Interest wanes as experiments and implementations fail to deliver. Producers of the technology shake out or fail. Investments continue only if the surviving providers improve their products to the satisfaction of early adopters.
Thank You!
Twitter: @RyanAndrosoff
LinkedIn: ca.linkedin.com/in/ryanandrosoff
E-Mail: [email protected]