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SMARTER CITIES SMARTER SERVICES Jeremy Millard Senior Consultant Danish Technological Institute 2020 VISION Eight mega trends in e- government for the next eight years

Eight mega trends in e-government for the next eight years

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Trends in e-government reflect trends in society but also help shape public services and governance. What really is happening now and how will this continue up to 2020? Why we should be both excited yet cautious.

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Page 1: Eight mega trends in e-government for the next eight years

SMARTERCITIES

SMARTERSERVICES

Jeremy MillardSenior ConsultantDanish Technological Institute

2020 VISIONEight mega trends in e-governmentfor the next eight years

Page 2: Eight mega trends in e-government for the next eight years

The three ages of government

1) Kafka’esque

• Arbitrary• Random• Coercive

2) Bureaucratic

• Rules-based• Administrative• Top-down• Gov-centric• One-size-fits-all

3) Open & participative

• Transparent• Responsive• Innovative• Both bottom-up & top-down• User-centric• User-driven• Participatory• Open• Personalised• Relationship- & behaviour-based• From ”e” to ”smart” government

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Eight mega trends

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1) The web becomes social and semantic

2) Smash the silos and share (everything?)

3) Get lost in the cloud

4) The future is mobile

5) Users change how they access and use services

6) New ‘business’ models

7) eParticipation and social media

8) Open and relationship-based government

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4It’s not the technology, stupid

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• Facebook accounts for 25% of all US pageviews, and 10% of all Internet visits*

• Users are sharing more and more

– Stronger integration and instant data sharing between devices and networks

– The social signal becomes the most important

* Source: http://weblogs.hitwise.com/heather-dougherty/2010/11/facebookcom_generates_nearly_1_1.html

• Privacy issues

– The incentive to share data becoming stronger, that users are changing the way they think about privacy

Web 2.0 – the web has already become social

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Wide-scale seamless ubiquitous networks From html to RDF (resource description framework) Machines as well as people can “understand”, find, evaluate and

sort data thereby creating knowledge and services

– Huge unexploited data reservoirs– Distributed data, seamless ‘cloud

computing’– Data mining, pattern recognition,

visualisation, gaming– Information, consultation, polling,

voting, etc.– Greater precision on policy choices

& trade-offs

What about Web 4.0??

Contextualises data about people, places and things – e.g. data about who people are, who they know, where they have been, are now and plan to go, what they are doing, etc. Can be used automatically to assist and support people in their everyday lives…..can also be used subversively

Web 3.0 – semantic web and internet of data

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The web becomes social and semantic

For example www.trueknowledge.com & www.wolframalpha.com

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What’s mine is yours, and what’s yours is mine

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Sharing (everything?) through networking

Sharing things which all parts of public sector need to do in the same way: infrastructures, resources, data, content, services, widgets, apps, etc., etc.

For example, PAs make their data available to each other enabling them to compare and identify e.g. similar locations, user groups and/or services through analysing socio-demographics, service use, etc.

Enables each PA or group of PAs to take an evolutionary approach to learning and building good practices, what works, what doesn’t, policy modelling, etc., so only compare, rank and simulate between similar contexts and/or similar strategies

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…don’t say: ”get off of my cloud”

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In January 2010, the United Kingdom government announced the creation of its own internal cloud computing system as part of a radical plan that it claims could save up to £3.2bn a year from an annual bill of at least £16bn.

The key part of the new strategy will be the concentration of government computing power into a series of about a dozen highly secure data centres, each costing up to £250m to build.

These will replace more than 500 presently used by central government, police forces and local authorities which are frequently run at far below their capacity because they are dedicated to one department.

The cloud – massive cost savings ?

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A cloud of public services ?

Highly specialised and personalised services somewhere in the cloud using advanced search engines Standardised building blocks From scratch

Combining apps, widgets, service components normally requires programming skills – but if users could simply drag and drop them to create unique service combinations, the sky’s the limit

The necessary semantic-based SOAs are in place or under development

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The silos approach Breaking down into fundamentals

Opening up Cloud of public services (who’s in charge?)

A cloud of public services

European Commission, 2010

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Widgets on Danish citizen portal

The service utilises data from the personalised user profile authorised by the user. The system clarifies whether the actual user has permission to view the requested data

Single sign on widget

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Don’t trust your public health service with your data? Outsource your health data to Microsoft

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17Google: 27 April 2011 ”39 percent of people use their smart phones while going to the bathroom.”

Mobile addswhere, when and who I amto government services

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The power3 of mobile

• More convenient accessibility and availability – power of pull– always on– carried around everywhere, thus can

provide instant information and response

• Better precision and personalisation in targeting users and delivering content – power of push– mobile devices are used mainly by

single individuals (although can also be shared for example in a family or local community)

– this increases the acceptance, adoption and usage of online government

• Larger and wider user base compared to wired services – power of reach

Nearest Tube by acrossair. iPhone app

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Augmented reality and place-related services Smart mobile phones + GPS

(digital TV)

Location-based / place-related

Real time, augmented reality

Offered appropriate everyday services as walk down the street

Location or event creates real time opportunities for content, participation, action

BUT only very small % of 350,000 iPhone apps are for public services

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UK’s world class citizens portal

http://www.direct.gov.uk

The big battle… HOT NEWS FROM THE FRONT LINE

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The UK is (probably) leading Europe in eGovernment:– Number 4 in world, highest in Europe (UN 2010)– Number 4 in world, 2nd highest in Europe (Waseda 2009)– Joint number 1 in online availability in Europe (EU 2009)

Over last 4 years, UK spent $60 million on main government portal: direct.gov.uk – acclaimed as worldclass

BUT this is used LESS than an unofficial site which cost nothing apart from half a day’s work by concerned volunteers

WHAT ON EARTH IS GOING ON ??!!

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“Citizens” usurp government

http://www.directionlessgov.com

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The government accepts the challenge….

“Only a small minority of Directgov users come in through the home page (12%) as the majority of visitors arrive from search (52%) or via an external link (43%) straight to one of the big transactions such as car tax, student loans or job search” (2010)

Source: http://www.cabinetoffice.gov.uk/news/digital-default-proposed-government-services

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….and so government starts the fight back….

Launched 10 May 2011: http://www.alpha.gov.uk

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….but the “citizens” are sceptical…

http://www.directionlessgov.com

….the battle continues

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The dominance of portal eGovernment will soon be over…?

Portals are important, especially for large scale, top down ‘administrative’ services (one stop shop concept)

BUT citizen usage is low – DTI research:• “Why go to a portal first when I am already somewhere

else on the web? I want to go direct to the service I need.”• “Everything (services, applications, platforms,

infrastructure) is – or will be – in the cloud anyway, so just use Google or other search engines to find what you need.”

• “Do we hang on to grandiose portals because they are a showcase – just like an imposing town hall – but what do they really do for all that money?“

• Some even predict no more web-sites in 5 years ? !Organisations/firms/individuals make content available (in the cloud) and users create their own content, services on their own platforms.

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Time for change…?

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Usurping the role of government (1)

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Usurping the role of government (2)

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Southwark Circle, UK: the neighbourly way to sort the everyday - 1

Networks of users, helpers/carers, volunteers, entrepreneurs and the LA, to solve any problem

Focus on elderly people (but little distinction in practice)

Critical: LA funding enabled a team to spend time with 250 elderly in their homes and networks (ethnographic research) to involve in own service design

Elderly no longer seen as a burden or group to do something to – but rather as a resource for their own self and mutual help

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£2.4m LA savings expected over 5 years: a threefold return on investment

People are core, but enabled by ICT, e.g.: website for information and

matching needs with solutions/volunteers

club and other events earning/buying and spending

tokens access to other services mobile/SMS alerts, ICT training, etc. coordination and data exchange

between LA, NGO and volunteers

Southwark Circle, UK: the neighbourly way to sort the everyday - 2

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New bottom-up business models Mainly a bottom-up ad-hoc process which exploits existing resources

Contextual implementation of ICT – start from the needs of the citizen (perhaps mediated by people or organisations closest to them) rather than government

Leadership, ownership & accountability at the grassroots

New (power) relationships between professionals and citizens

Builds widespread skills and competencies

Re-use existing public sector information (open government / open data)

Involves much less finance, has much shorter development cycles, and includes a whole range of stakeholders

More experimental and may ‘fail’ as often as large scale top-down government initiatives, but being cheap and small can be quickly corrected, and then scaled up if successful (Clay Shirky: “publish then filter, rather than filter then publish”)

Because they start from the bottom, many address not just the physical needs of disadvantaged citizens but also helps give them self-fulfilment and esteem, etc.

Lesson: just do it, get it wrong, then learn, do it better and scale up.

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The Almighty: ”What have you done in your life?”

Supplicant knocking on heaven’s door: ”Didn’t you read my tweets?”

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New paradigm

• No longer just the state (visible hand) and the market (invisible hand): now also all and any groups (many hands), self-organising and ‘organic’ (out of control ?)

• Groups easily and freely forming, cooperating, acting, dissolving (the platforms are free and the costs are zero)

• Complex societal problems cannot be solved by the state alone (or by the market alone) …. tried that…

• Challenges: often leads to single issues, very parochial / local / blind to trade offs; prone to coarsening the debate; digital elite / mob; loss of voice & acountability; trivialisation

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Why?

To improve public services

To improve the functioning of the public sector

To improve decision- and policy making in the public sector

To improve social and economic outcomes for everybody

BUT does it work? – the jury is still out

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Source: http://forrester.typepad.com/groundswell/2010/01/conversationalists-get-onto-the-ladder.htmlAnalyze your own audience’s participation: http://www.forrester.com/empowered/tool_consumer.html

How people use social media

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What is ‘open’ government ?

Open for business – outward looking

Open for collaboration (PPPs, PCPs)

– always more relevant talent and knowledge outside any organisation (including government) than inside. The challenge is to understand this, find the talent or knowledge and use it wisely – crowdsourcing

Transparent, participatory and personalised

Open data, services, resources, infrastructures, etc., for sharing and innovation

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Relationship-based government

Citizenship isn’t a transaction in which you pay your taxes in and get your services out. It’s a relationship.

In times of austerity, are we in danger of moving away from a vision in which there are ties binding us all, and towards one that is purely transactional.

• Norway: surveys asking citizens whether knowing the civil servant personally improves the service experience: YES

• UK and Netherlands: personal budgets: huge improvements reported in cost savings, quality of service and citizen satisfaction

• UK, London: personal dialogue with citizens refused public housing increased acceptance from 10% to 70%

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Netherlands: alternative dispute resolution - 1

• Conflict between citizens, communities and government: miscommunication, poor behaviour, unclear rules, leading to disputes

• Normal judicial resolution costs at least €400m pa

• NEW POLICY (2007-2008)

• First intervention by telephone • Informal dialogue, including in person: what is the

best way to handle the conflict• Use of mediation techniques• Government taking an arbitration role

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Job satisfaction civil servants

Citizen

satisfaction

Trust in government

Administrative burdens

Workplace

Education and development

Management

Timely services

Treatment

Professionality

Results

Transparancy

Admitting mistakes

Integrity

Equality

drivers

Netherlands: alternative dispute resolution - 2

Reduction of government costs > 20%

Increase in civil servant job satisfaction 20%

40% increase in citizen satisfaction

Strong preference for informal approach, leading to a solution in 50%-60% of objection cases and 70-80% of complaint cases

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Open government is porous:– turning government inside-out:

• exposure of inside of government (transparency, openness, accountability)

• civil servants and politicians out on the streets but still connected

– turning government outside-in: • letting in private & civil sectors (PPPs, PCPs)• letting in users (e.g. to design policy, make

decisions, as ‘co-creators’ of services)

• Future mandate of public sector – loss of competence?– loss of knowledge, competence and control through

commoditisation and outsourcing– government shrinks to a rump -- arms length

government?– danger in going this far as government is the sole

promoter of the public interest based on democratic accountability

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Who dares, wins….

[email protected]