Transcript Sweden is a leader in average uptake of

1st Asian Public Governance Forum on Public Innovation
11-12 June 2014
Jakarta, Indonesia
INNOVATIVE USE OF ICTS:
TOWARDS A CITIZENDRIVEN PUBLIC SECTOR
Barbara-Chiara Ubaldi
Project Manager, E-government
Public Sector Reform
Directorate for Public Governance and Territorial Development
OECD
Overview
• New digital solutions for new challenges?
• Some options…
– Social Media
– M-Government
– Open Government Data
• Conclusions
New digital opportunities for better
governance ?
New expectations
Digital opportunities
Capacity to tackle “wicked” /
complex policy issues
Smart, Open, Participatory
integrated and agile governments
Join up public administration
processes and interfaces
Interoperability, horizontal
enablers, standards & integrated
one-stop-shops, cloud computing
Tailor and align public services
OGD (data mining and analysis),
co-design and co-delivery
Open up for public engagement
Open Data and Social media
Innovation in public service
delivery
OGD, Social Media, M-gov and
digital welfare
Which results can we expect?
Interopera
bility
Improved
performance
ICTs
Integrated
services
Sharing
Improving internal performance to
increase final satisfaction
Integrated portal / one stop shop
• Identity : e-ID & authentication
• Selection of adequate solution
& mode of delivery
• Alignment : internal processes,
functions, systems & data
• Governance : horizontal & vertical
• Context & capability assessment
• Insight : user preferences & needs
The service
interface
is just the
tip of the
iceberg.
Social Media
Uptake of online public services
By age group of individual
Source: OECD, Government at a Glance 2013
Digital public services do not reach young people –
can social media bridge the gap?
Example UK
93%
use social
media
only 28%
use e-gov
services
8
Source: OECD, forthcoming, “Social media use by governments”.
Which strategic objectives of social
media strategies?
Social Media:
Experimentation or goal orientation?
26out of 34
17out of 34
The vast majority of highest central
government institutions in the OECD use
either Twitter or Facebook. Many use both.
(Only institutional accounts for president, prime minister or entire
government)
A minority of national
governments
formulate explicit
objectives or have a
government-wide
strategy for the use of
social media.
Can some degree of government-wide guidance and steering
make social media use more goal-oriented?
Source: OECD survey on social media use in government, 2013. Preliminary results.
Mobile government
The evolution of m-government : an
opportunity?
From e-government to m-government?
Source: OECD Report on Mobile Government , 2011
Main challenges of m-government
• Careful analysis of challenges:
– Organisational
– Technical
– Financial and economic challenges
– Governance
– Legal and regulatory challenges
• Avoid enforcement but enable access to those who are willing
• Pragmatic strategic planning: Infrastructure strategy, service delivery
strategy, organisational change strategy, end-user (civil servant,
citizen, business) and m-enabled solution focus of the planning and
not technology
• Part of the broader multichannel service delivery strategy
• Linked to strategies on use of new technologies and open data
Open Government Data
Open data…an opportunity for open
innovation?
•
ICT + Open data = potential revolutionary approach to service design
and provision and to assess efficiency in the delivery and users’
satisfaction
How?
•
better use of data analysis in policy making and public services for more
integrated and innovative service delivery
•
crowdsourcing ideas and involving innovators from inside and outside
governments to create new ways to tackle old and new problems
•
frontline professionals who see real time performance and impact of
public services and policies on citizens can generate and use appropriate
data to improve service experience if given tools and incentives to do so
•
blurring of personal and professional lives in terms of 2.0 tools use could
improve performance through two-way exchange of experience and
skills
What are the targeted objectives of Open
Government Data?
a. Increase transparency
g. Create economic value for the private sector
b. Increase openness
h. Facilitate creation of new businesses
d. Improve internal operations and collaboration
e. Enable service delivery from private sector through data re-use
c. Improve public sector performance by strengthening accountability
j. Enable citizens' engagement in decision-making processes
i. Facilitate citizens' participation in public debate
f. Create economic value for the public sector
Source: OECD Open Data Report (forthcoming 2014)
0%
10%
20%
30%
40%
50%
60%
70%
80%
Do we know the implications?
Taking advantage of Open Data to innovate
has several implications:
– understanding citizens’ specific needs,
behaviours and mental models, and how to
use the data to respond to these needs
– creating the right ecosystem
– providing “liquid data,” i.e. downloadable data
that can be used by third parties
– establishing the right public sector
Principal Challenges for further Development of
OGD Initiatives
90%
80%
Percentage of responding countries
70%
60%
50%
40%
30%
20%
10%
0%
Organisational
challenges
Institutional
challenges
Funding challenges
Source: OECD Open Data Report (forthcoming 2014)
Policy challenges
Technical challenges Context challenges
What changes are needed in the
Public Sector for OGD to work?
Organisational and cultural challenges
– empower civil servants while retaining their
impartiality and trust from government and citizens.
– equip civil servants with necessary skills for…
…predictive analytics to identify patterns and create
models;
… use 2.0 technologies for social engagement,
negotiate and connect to people;
… understanding emerging problems and use of IT
to solve them e.g. cybercrime investigation).
– provide tools, mechanisms and guidelines.
Conclusions
• New technologies combined with new
technological trends offer new
opportunities for public innovation
• Focus on end results and outcomes while
using digital technologies to improve
internal performance and innovate
• Everything comes at a cost…”nonmonetary” at times!
THANK YOU!
For more information:
www.oecd/gov/egov
[email protected]