suma 2017 presentation - the keys to innovative government
TRANSCRIPT
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The Keys to Innovative Government:International Perspective and Lessons for the Future
Ryan AndrosoffTwitter: @RyanAndrosoff
SUMA ConventionFebruary 7, 2017
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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 at Treasury Board Secretariat since 2010 focusing on Social Media and Digital Service Innovation
• Spent 2015 at the OECD in Paris, France working with their Digital Government Team
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“Digital is the technological enabler of this century. And, in any sector you care to name, it’s been the
lifeblood of organisations that have embraced it, and a death sentence for those that haven’t.
-Mike BrackenFormer Executive Director and creator of the UK’s Government Digital Service
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Mid-1990s - Early 2000s
Government On-Line
Mid- 2000s -Early 2010s
Government 2.0
Today Digital Government
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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.”
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OECD Recommendation on Digital Government Strategies
Openness and Engagement
Governance and Coordination
Capacities to Support Implementation
1) Openness, transparency and inclusiveness2) Engagement and participation in a multi-actor context in policy making and service delivery3) Creation of a data-driven culture4) Protecting privacy and ensuring security
5) Leadership and political commitment6) Coherent use of digital technology across policy areas7) Effective organizational and governance frameworks to coordinate8) Strengthen international cooperation with other governments
9) Development of clear business cases10) Reinforced institutional capacities11) Procurement of digital technologies12) Legal and regulatory framework
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The digital government challenge
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Governments are embracing digital
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ON2014 2015 2016
US Digital ServiceImprove and simplify digital experience for key White House priorities.
Digital Transformation Agency
Lead the transformation of government services to deliver a better experience for Australians.
Digital Government Team
Lead the implementation of the government’s vision for government-wide digital transformation & improved online services for users
US2011
Government Digital Services
Make services simpler, faster, clearer and digital by default.
Start with user needs, not government needs.
UK AUS
18F/Technology Transformation Service
Transform the way government builds, buys, and shares technology.
…and the mandate is change.
Digital Transformation TeamDeliver simpler, seamless, end-to-end services around important life events for users; ensure a ‘service design’ approach; put users at the centre of the work.
NZ2013
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Digital Service Delivery
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Online service uptake varies considerably across countries and social groups
Source: OECD (2013), Government at a Glance.
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Estonia’s X-Road Model
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Estonia E-ID
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Source:http://www.zylstra.org/blog/2015/08/i-applied-for-estonian-e-residency/
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Source: https://www.gov.uk/service-manual/digital-by-default
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Social Media and Collaborative Technologies
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One Size Doesn’t Fit All with Social Media Strategies
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Social Media Policies
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Digital Ecosystem in the Federal Public Service
GC-wide tools
Departmental tools
Externaltools
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From Virpi Oinonen, @voinonen on Twitter, www.businessgoessocial.net. Used with permission.
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From Virpi Oinonen, @voinonen on Twitter, www.businessgoessocial.net. Used with permission.
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GC Online communities
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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
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h/t Chris Allison@ToferC
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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
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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
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TB Policy Development Process Overview
Start
Policy Reviewand ChallengeRespond to concernsPolicy Challenge
and ApprovalRespond to concerns
PolicyImplementationCommunicate, monitor,support and review
Policy Consultationand DevelopmentAscertain need,consult and develop
StewardshipTBS Strategic Policy Directorate (SPD)
ApprovedTB PolicyInstrument
✓
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 DirectorsCoordinating
Committee (DCC)
Lead
4b. Legal Servicesinitial review of
instrument
6. TBS Policy Oversight Committee
(POC)
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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
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TB Policy Development Process Overview
Start
Policy Reviewand ChallengeRespond to concernsPolicy Challenge
and ApprovalRespond to concerns
PolicyImplementationCommunicate, monitor,support and review
Policy Consultationand DevelopmentAscertain need,consult and develop
StewardshipTBS Strategic Policy Directorate (SPD)
ApprovedTB PolicyInstrument
✓
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 DirectorsCoordinating
Committee (DCC)
Lead
4b. Legal Servicesinitial review of
instrument
6. TBS Policy Oversight Committee
(POC)
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Public Servants in Cyberspace…and Space!
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Open Data
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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).
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Public Sector Information
Big DataOpen
Government Data
Proprietary / Internal Analytics
Apps Public / Open Analytics
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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
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Economic Value: Examples
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Social Value: Examples
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Public Governance Value: Examples
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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%
71%71%71%
67%63%
54%46%
33%29%
0%Multiple answers allowedPercentage of respondent countries
Source: OECD Open Data in Governments Survey 2013
Transparencyvs.
Innovation
PSEfficiency
Public Participation
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• 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
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Open Data in Canada
Source: open.gc.ca
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• Policy challenges • Technical challenges• Economic and financial challenges• Organisational challenges• Cultural challenges• Legal challenges
Key challenges to implementing open data
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• Produced by the World Wide Web Foundation• Measures on three dimensions, first launched in 2013
Open Data Barometer
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• Produced by the Open Knowledge Foundation since 2013• Index is based on 10 key datasets assessed against 9 criteria
Global Open Data Index
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The OECD OURdata Index
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8 Lessons Learned
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Lesson #1: Closing the digital skills gap is critical to transformation
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StrategyCultur
eStructures
Incentives
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Lesson #3: Build it and they will come only works
in the movies
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Lesson #4: Policy compliance can be a real barrier to entry
and innovationAccessibility
Communications
Federal Identity Program
Information Management
Official LanguagesPolitical Activities
Privacy and AccessTo Information
Procurement &Contracting
Security
Values & Ethics
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Lesson #5: Focus must be on giving users the toolkit that
they want/need
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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.
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Lesson #7: Demographics are destiny
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The Boomers
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Generation X
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Millennials
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Digital Natives
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Born Digital
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Lesson #8: The “quick wins” are done…time for the tough stuff!
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Thank You!
Twitter: @RyanAndrosoff
LinkedIn:ca.linkedin.com/in/ryanandrosoff
E-Mail:[email protected]