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Eight mega trends in e-government for the next eight years
The document outlines eight mega trends in e-government over the next eight years, emphasizing a shift towards open and participative governance influenced by social media, cloud computing, and mobile access. It highlights the importance of user-centric approaches and the integration of data for better public service delivery. Furthermore, it addresses evolving citizen expectations, the role of non-governmental organizations, and the implications of new business models in public administration.
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Eight mega trends in e-government for the next eight years
- 1. SMARTERCITIESSMARTERSERVICES2020 VISIONEightmega trendsin e-governmentfor the next eightyearsJeremy MillardSenior ConsultantDanishTechnologicalInstitute
- 2. The three agesof government3) Open & participative1) Kafka’esque2) BureaucraticArbitrary
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- 13. Both bottom-up &top-down
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- 20. From ”e” to”smart” governmentEight mega trendsThe web becomes social and semanticSmash the silos and share (everything?)Get lost in the cloudThe future is mobileUsers change how they access and use servicesNew ‘business’ modelseParticipation and social mediaOpen and relationship-based government3
- 21. 1) The webbecomes social and semanticIt’s not the technology, stupid 4
- 22. Web 2.0 –the web has already become socialFacebook accounts for 25% of all US pageviews, and 10% of all Internet visits*Users are sharing more and moreStronger integration and instant data sharing between devices and networksThe social signal becomes the most importantPrivacy issues
- 23. The incentive toshare data becoming stronger, that users are changing the way they think about privacy* Source: http://weblogs.hitwise.com/heather-dougherty/2010/11/facebookcom_generates_nearly_1_1.html
- 24. Web 3.0 –semantic web and internet of dataWide-scale seamless ubiquitous networks
- 25. From html toRDF (resource description framework)
- 26. Machines as wellas people can “understand”, find, evaluate and sort data thereby creating knowledge and services
- 27. Huge unexploited datareservoirs
- 28. Distributed data, seamless‘cloud computing’
- 29. Data mining, patternrecognition, visualisation, gaming
- 30. Information, consultation, polling,voting, etc.
- 31. Greater precision onpolicy choices & trade-offsWhat 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
- 32. The web becomessocial and semanticFor example www.trueknowledge.com & www.wolframalpha.com
- 33. 2) Smash thesilos and share(everything?)What’s mine is yours, and what’s yours is mine8
- 34. Sharing (everything?) throughnetworkingSharing things which all parts of public sector need to do in the same way: infrastructures, resources, data, content, services, widgets, apps, etc., etc.
- 35. For example, PAsmake 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.
- 36. Enables each PAor 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
- 37. 3) Get lostin the cloud…don’t say: ”get off of my cloud”11
- 38. The cloud –massive cost savings ?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.
- 39. The key partof 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.
- 40. These will replacemore 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.12
- 41. A cloud ofpublic services ?Highly specialised and personalised services somewhere in the cloud using advanced search engines
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- 44. 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
- 45. The necessary semantic-basedSOAs are in place or under development13
- 46. A cloud ofpublic servicesThe silos approachBreakingdownintofundamentalsOpening upCloud of public services (who’s in charge?)European Commission, 2010
- 47. Widgets on Danishcitizen portalThe 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 dataSingle sign on widget15
- 48. Don’t trust yourpublic health service with your data? Outsource your health data to Microsoft
- 49. 4) The futureis mobileMobile addswhere, when and who I amto government servicesGoogle: 27 April 2011 ”39 percent of people use their smart phones while going to the bathroom.”17
- 50. The power3 ofmobileMore convenient accessibility and availability – power of pullalways oncarried around everywhere, thus can provide instant information and responseBetter precision and personalisation in targeting users and delivering content – power of pushmobile 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 governmentLarger and wider user base compared to wired services – power of reachNearest Tube by acrossair. iPhone app
- 51. Augmented reality andplace-related servicesSmart mobile phones + GPS (digital TV)
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- 54. Offered appropriateeveryday servicesas walk down the street
- 55. Location or eventcreates real time opportunities for content, participation, action
- 56. BUT only verysmall % of 350,000 iPhone apps are for public services
- 57. 5) Users changehowtheyaccess& use servicesThe portal or the fast cloud search…..21
- 58. The big battle…HOT NEWS FROM THE FRONT LINEUK’s world class citizens portalhttp://www.direct.gov.uk
- 59. The UK is(probably) leading Europe in eGovernment:
- 60. Number 4 inworld, highest in Europe (UN 2010)
- 61. Number 4 inworld, 2nd highest in Europe (Waseda 2009)
- 62. Joint number 1in online availability in Europe (EU 2009)
- 63. Over last 4years, UK spent $60 million on main government portal: direct.gov.uk – acclaimed as worldclass
- 64. BUT this isused LESS than an unofficial site which cost nothing apart from half a day’s work by concerned volunteers
- 65. WHAT ON EARTHIS GOING ON ??!!“Citizens” usurp governmenthttp://www.directionlessgov.com
- 66. The government acceptsthe 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
- 67. ….and so governmentstarts the fight back….Launched 10 May 2011: http://www.alpha.gov.uk
- 68. ….but the “citizens”are sceptical… ….the battle continues http://www.directionlessgov.com
- 69. The dominance ofportal eGovernment will soon be over…?Portals are important, especially for large scale, top down ‘administrative’ services (one stop shop concept)
- 70. BUT citizen usageis low – DTI research:
- 71. “Why go toa portal first when I am already somewhere else on the web? I want to go direct to the service I need.”
- 72. “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.”
- 73. “Do we hangon to grandiose portals because they are a showcase – just like an imposing town hall – but what do they really do for all that money?“
- 74. Some even predictno 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.
- 75. 6) New ‘business’modelsTime for change…?29
- 76. Usurping the roleof government (1)
- 77. Usurping the roleof government (2)
- 78. Southwark Circle, UK:the neighbourly way to sort the everyday - 1Networks of users, helpers/carers, volunteers, entrepreneurs and the LA, to solve any problem
- 79. Focus on elderlypeople (but little distinction in practice)
- 80. Critical: LA fundingenabled a team to spend time with 250 elderly in their homes and networks (ethnographic research) to involve in own service design
- 81. Elderly no longerseen as a burden or group to do something to – but rather as a resource for their own self and mutual help Southwark Circle, UK: the neighbourly way to sort the everyday - 2£2.4m LA savings expected over 5 years: a threefold return on investment
- 82. People are core,but enabled by ICT, e.g.:
- 83. website for informationand matching needs with solutions/volunteers
- 84. club and otherevents
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- 86. access to otherservices
- 87. mobile/SMS alerts, ICTtraining, etc.
- 88. coordination and dataexchange between LA, NGO and volunteersNew bottom-up business modelsMainly a bottom-up ad-hoc process which exploits existing resources
- 89. Contextual implementation ofICT – start from the needs of the citizen (perhaps mediated by people or organisations closest to them) rather than government
- 90. Leadership, ownership &accountability at the grassroots
- 91. New (power) relationshipsbetween professionals and citizens
- 92. Builds widespread skillsand competencies
- 93. Re-use existing publicsector information (open government / open data)
- 94. Involves much lessfinance, has much shorter development cycles, and includes a whole range of stakeholders
- 95. More experimental andmay ‘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”)
- 96. Because they startfrom the bottom, many address not just the physical needs of disadvantaged citizens but also helps give them self-fulfilment and esteem, etc.
- 97. Lesson: just doit, get it wrong, then learn, do it better and scale up.7) eParticipation & social mediaThe Almighty: ”What have you done in your life?”Supplicant knocking on heaven’s door: ”Didn’t you read my tweets?”35
- 98. New paradigmNo longerjust the state (visible hand) and the market (invisible hand): now also all and any groups (many hands), self-organising and ‘organic’ (out of control ?)
- 99. Groups easily andfreely forming, cooperating, acting, dissolving (the platforms are free and the costs are zero)
- 100. Complex societal problemscannot be solved by the state alone (or by the market alone) …. tried that…
- 101. Challenges: oftenleads tosingle issues, veryparochial / local / blind to tradeoffs; prone to coarsening the debate; digital elite / mob; loss of voice & acountability; trivialisation Why?To improve public services
- 102. To improve thefunctioning of the public sector
- 103. To improve decision-and policy making in the public sector
- 104. To improve socialand economic outcomes for everybody
- 105. BUT does itwork? – the jury is still out How people use social mediaSource: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
- 106. 8) Open &relationship-basedgovernmentTrust goes both ways39
- 107. What is ‘open’government ?Open for business – outward looking
- 108. Open for collaboration(PPPs, PCPs)
- 109. alwaysmore relevant talentand knowledgeoutsideany organisation (includinggovernment) thaninside. The challenge is to understand this, find the talent or knowledge and use it wisely – crowdsourcing
- 110. Transparent, participatory andpersonalised
- 111. Open data, services,resources, infrastructures, etc., for sharing and innovationRelationship-based governmentCitizenshipisn’t a transaction in whichyoupayyourtaxes in and getyour services out. It’s a relationship. In times of austerity, arewe in danger of movingaway from a vision in whichthereare ties binding us all, and towardsonethat is purelytransactional.Norway: surveysaskingcitizenswhether knowing the civil servantpersonallyimproves the service experience: YES
- 112. UK and Netherlands:personal budgets: hugeimprovementsreported in costsavings, quality of service and citizensatisfaction
- 113. UK, London: personaldialoguewith citizensrefused public housingincreasedacceptance from 10% to 70%Netherlands: alternative dispute resolution - 1Conflictbetweencitizens, communities and government: miscommunication, poorbehaviour, unclearrules, leading to disputesNormal judicial resolution costs at least €400m paNEW POLICY (2007-2008)First intervention by telephone
- 114. Informal dialogue, includingin person: what is the best way to handle the conflict
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- 116. Governmenttaking an arbitrationroleCitizensatisfactionTrust in governmentJob satisfaction civil servantsTransparancyAdmitting mistakesIntegrityEqualityAdministrative burdensWorkplaceEducation and developmentManagementTimely servicesTreatmentProfessionalityResultsdriversNetherlands: alternative dispute resolution - 2Reduction of government costs > 20%Increase in civil servant job satisfaction 20%Strong preference for informal approach, leading to a solution in 50%-60% of objection cases and 70-80% of complaint cases40% increase in citizen satisfaction
- 117. Open government isporous:turning government inside-out:
- 118. exposure of insideof government (transparency, openness, accountability)
- 119. civil servants andpoliticians out on the streets but still connected
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- 121. letting in private& civil sectors (PPPs, PCPs)
- 122. letting in users(e.g. to design policy, make decisions, as ‘co-creators’ of services)
- 123. Future mandate ofpublic sector – loss of competence?
- 124. loss of knowledge,competence and control through commoditisation and outsourcing
- 125. government shrinks toa rump -- arms length government?
- 126. danger in goingthis far as government is the sole promoter of the public interest based on democratic [email protected] dares, wins….45