The Keys to Innovative Government:International Perspective and Lessons for the Future

Ryan AndrosoffTwitter: @RyanAndrosoff

SUMA ConventionFebruary 7, 2017

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

“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

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 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

The digital government challenge

Governments are embracing digital

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

Digital Service Delivery

Online service uptake varies considerably across countries and social groups

Source: OECD (2013), Government at a Glance.

Estonia’s X-Road Model

Estonia E-ID

Source:http://www.zylstra.org/blog/2015/08/i-applied-for-estonian-e-residency/

Source: https://www.gov.uk/service-manual/digital-by-default

Social Media and Collaborative Technologies

One Size Doesn’t Fit All with Social Media Strategies

Social Media Policies

Digital Ecosystem in the Federal Public Service

GC-wide tools

Departmental tools

Externaltools

From Virpi Oinonen, @voinonen on Twitter, www.businessgoessocial.net. Used with permission.

From Virpi Oinonen, @voinonen on Twitter, www.businessgoessocial.net. Used with permission.

GC Online communities

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

h/t Chris Allison@ToferC

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 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)

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 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)

Public Servants in Cyberspace…and Space!

Open Data

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

Economic Value: Examples

Social Value: Examples

Public Governance Value: Examples

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

• 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

Open Data in Canada

Source: open.gc.ca

• 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 Index

8 Lessons Learned

Lesson #1: Closing the digital skills gap is critical to transformation

Lesson #2: Culture change takes time

Courtesy of: Gov+Memes

StrategyCultur

eStructures

Incentives

Lesson #3: Build it and they will come only works

in the movies

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

Lesson #5: Focus must be on giving users the toolkit that

they want/need

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.

Lesson #7: Demographics are destiny

The Boomers

Generation X

Millennials

Digital Natives

Born Digital

Lesson #8: The “quick wins” are done…time for the tough stuff!

Thank You!

Twitter: @RyanAndrosoff

LinkedIn:ca.linkedin.com/in/ryanandrosoff

E-Mail:ryan@ryanandrosoff.ca