Workplace innovation in the public sector


Eurofound: “Innovative organisational practices in the workplace, which aim to make best use of human capital, are traditionally associated with the private sector. The nature of the public sector activities makes it more difficult to identify these types of internal innovation in publicly funded organisations.

It is widely thought that public sector organisations are neither dynamic nor creative and are typified by a high degree of inertia. Yet the necessity of innovation ought not to be dismissed. The public sector represents a quarter of total EU employment, and it is of critical importance as a provider and regulator of services. Improving how it performs has a knock-on effect not only for private sector growth but also for citizens’ satisfaction. Ultimately, this improves governance itself.

So how can innovative organisation practices help in dealing with the challenges faced by the public sector? Eurofound, as part of a project on workplace innovation in European companies, carried out case studies of both private and public sector organisations. The findings show a number of interesting practices and processes used.

Employee participation

The case studies from the public sector, some of which are described below, demonstrate the central role of employee participation in the implementation of workplace innovation and its impacts on organisation and employees. They indicate that innovative practices have resulted in enhanced organisational performance and quality of working life.

It is widely thought that changes in the public sector are initiated as a response to government policies. This is often true, but workplace innovation may also be introduced as a result of well-designed initiatives driven by external pressures (such as the need for a more competitive public service) or internal pressures (such as a need to update the skills map to better serve the public).

Case study findings

The state-owned Lithuanian energy company Lietuvos Energijos Gamyba (140 KB PDF) encourages employee participation by providing a structured framework for all employees to propose improvements. This has required a change in managerial approach and has spread a sense of ownership horizontally and vertically in the company. The Polish public transport company Jarosław City Transport (191 KB PDF), when faced with serious financial stability challenges, as well as implementing operational changes, set up ways for employees’ voices to be heard, which enabled a contributory dialogue and strengthened partnerships. Consultation, development of mutual trust, and common involvement ensured an effective combination of top-down and bottom-up initiatives.

The Lithuanian Post, AB Lietuvos Pastas (136 KB PDF) experienced a major organisation transformation in 2010 to improve efficiency and quality of service. Through a programme of ‘Loyalty day’ monthly visits, both top and middle management of the central administration visit any part of the company and work with colleagues in other units. Under budgetary pressure to ‘earn their money’, the Danish Vej and Park Bornholm (142 KB PDF) construction services in roads, parks and forests had to find innovative solutions to deal with a merger and privatisation. Their intervention had the characteristics of workplace partnership with a new set of organisational values set from the bottom up. Self-managing teams are essential for the operation of the company.

The world of education has provided new structures that provide better outcomes for students. The South West University of Bulgaria (214 KB PDF) also operates small self-managing teams responsible for employee scheduling. Weekly round-tables encourage participation in collectively finding solutions, creating a more effective environment in which to respond to the competitive demands of education provision.

In Poland, an initiative by the Pomeranian Library (185 KB PDF) improved employee–management dialogue and communication through increased participation. The initiative is a response to the new frameworks for open access to knowledge for users, with the library mirroring the user experience through its own work practices.

Through new dialogue, government advisory bodies have also developed employee-led improvement. Breaking away from a traditional hierarchy is considered important in achieving a more flexible work organisation. Under considerable pressure, the top-heavy management of the British Geological Survey (89 KB PDF) now operates a flexible matrix that promotes innovative and entrepreneurial ways of working. And in Germany, Niersverband (138 KB PDF), a publicly owned water-management company innovated through training, learning, reflection partnerships and workplace partnerships. New occupational profiles were developed to meet external demands. Based on dialogue concerning workplace experiences and competences, employees acquired new qualifications that allowed the company to be more competitive.

In the Funen Village Museum in Odense, Denmark, (143 KB PDF) innovation came about at the request of staff looking for more flexibility in how they work. Formerly most of their work was maintenance tasks, but now they can now engage more with visitors. Control of schedules has moved to the team rather than being the responsibility of a single manager. As a result, museum employees are now hosts as well as craftspeople. They no longer feel ‘forgotten’ and are happier in their work….(More)”

The report Workplace innovation in European companies provides a full analysis of the case studies.

The 51 case studies and the  list of companies (PDF 119 KB) the case studies are based on are available for download.

E-Government Strategy, ICT and Innovation for Citizen Engagement


Brief by Dennis Anderson, Robert Wu, Dr. June-Suh Cho, and Katja Schroeder: “This book discusses three levels of e-government and national strategies to reach a citizen-centric participatory e-government, and examines how disruptive technologies help shape the future of e-government. The authors examine how e-government can facilitate a symbiotic relationship between the government and its citizens. ICTs aid this relationship and promote transparencies so that citizens can place greater trust in the activities of their government. If a government can manage resources more effectively by better understanding the needs of its citizens, it can create a sustainable environment for citizens. Having a national strategy on ICT in government and e-government can significantly reduce government waste, corruption, and inefficiency. Businesses, CIOs and CTOs in the public sector interested in meeting sustainability requirements will find this book useful. …(More)”

Wiki-fishing


The Economist: “….Mr Rhoads is a member of a network started by the Alaska Longline Fishermen’s Association (ALFA), which aims to do something about this and to reduce by-catch of sensitive species such as rockfish at the same time. Network fishermen, who numbered only 20 at the project’s start, agreed to share data on where and what they were catching in order to create maps that highlighted areas of high by-catch. Within two years they had reduced accidental rockfish harvest by as much as 20%.

The rockfish mapping project expanded to create detailed maps of the sea floor, pooling data gathered by transducers fixed to the bottoms of boats. By combining thousands of data points as vessels traverse the fishing grounds, these “wikimaps”—created and updated through crowdsourcing—show gravel beds where bottom-dwelling halibut are likely to linger, craggy terrain where rockfish tend to lurk, and outcrops that could snag gear.

Public charts are imprecise, and equipment with the capability to sense this level of detail could cost a fisherman more than $70,000. Skippers join ALFA for as little as $250, invest a couple of thousand dollars in computers and software and enter into an agreement to turn over fishing data and not to share the information outside the network, which now includes 85 fishermen.

Skippers say the project makes them more efficient, better able to find the sort of fish they want and avoid squandering time on lost or tangled gear. It also means fewer hooks in the water and fewer hours at sea to catch the same amount of fish….(More)”

Selected Readings on Data and Humanitarian Response


By Prianka Srinivasan and Stefaan G. Verhulst *

The Living Library’s Selected Readings series seeks to build a knowledge base on innovative approaches for improving the effectiveness and legitimacy of governance. This curated and annotated collection of recommended works on the topic of data and humanitarian response was originally published in 2016.

Data, when used well in a trusted manner, allows humanitarian organizations to innovate how to respond to emergency events, including better coordination of post-disaster relief efforts, the ability to harness local knowledge to create more targeted relief strategies, and tools to predict and monitor disasters in real time. Consequently, in recent years both multinational groups and community-based advocates have begun to integrate data collection and evaluation strategies into their humanitarian operations, to better and more quickly respond to emergencies. However, this movement poses a number of challenges. Compared to the private sector, humanitarian organizations are often less equipped to successfully analyze and manage big data, which pose a number of risks related to the security of victims’ data. Furthermore, complex power dynamics which exist within humanitarian spaces may be further exacerbated through the introduction of new technologies and big data collection mechanisms. In the below we share:

  • Selected Reading List (summaries and hyperlinks)
  • Annotated Selected Reading List
  • Additional Readings

Selected Reading List  (summaries in alphabetical order)

Data and Humanitarian Response

Risks of Using Big Data in Humanitarian Context

Annotated Selected Reading List (in alphabetical order)

Karlsrud, John. “Peacekeeping 4.0: Harnessing the Potential of Big Data, Social Media, and Cyber Technologies.” Cyberspace and International Relations, 2013. http://bit.ly/235Qb3e

  • This chapter from the book “Cyberspace and International Relations” suggests that advances in big data give humanitarian organizations unprecedented opportunities to prevent and mitigate natural disasters and humanitarian crises. However, the sheer amount of unstructured data necessitates effective “data mining” strategies for multinational organizations to make the most use of this data.
  • By profiling some civil-society organizations who use big data in their peacekeeping efforts, Karlsrud suggests that these community-focused initiatives are leading the movement toward analyzing and using big data in countries vulnerable to crisis.
  • The chapter concludes by offering ten recommendations to UN peacekeeping forces to best realize the potential of big data and new technology in supporting their operations.

Mancini, Fancesco. “New Technology and the prevention of Violence and Conflict.” International Peace Institute, 2013. http://bit.ly/1ltLfNV

  • This report from the International Peace Institute looks at five case studies to assess how information and communications technologies (ICTs) can help prevent humanitarian conflicts and violence. Their findings suggest that context has a significant impact on the ability for these ICTs for conflict prevention, and any strategies must take into account the specific contingencies of the region to be successful.
  • The report suggests seven lessons gleaned from the five case studies:
    • New technologies are just one in a variety of tools to combat violence. Consequently, organizations must investigate a variety of complementary strategies to prevent conflicts, and not simply rely on ICTs.
    • Not every community or social group will have the same relationship to technology, and their ability to adopt new technologies are similarly influenced by their context. Therefore, a detailed needs assessment must take place before any new technologies are implemented.
    • New technologies may be co-opted by violent groups seeking to maintain conflict in the region. Consequently, humanitarian groups must be sensitive to existing political actors and be aware of possible negative consequences these new technologies may spark.
    • Local input is integral to support conflict prevention measures, and there exists need for collaboration and awareness-raising with communities to ensure new technologies are sustainable and effective.
    • Information shared between civil-society has more potential to develop early-warning systems. This horizontal distribution of information can also allow communities to maintain the accountability of local leaders.

Meier, Patrick. “Digital humanitarians: how big data is changing the face of humanitarian response.” Crc Press, 2015. http://amzn.to/1RQ4ozc

  • This book traces the emergence of “Digital Humanitarians”—people who harness new digital tools and technologies to support humanitarian action. Meier suggests that this has created a “nervous system” to connect people from disparate parts of the world, revolutionizing the way we respond to humanitarian crises.
  • Meier argues that such technology is reconfiguring the structure of the humanitarian space, where victims are not simply passive recipients of aid but can contribute with other global citizens. This in turn makes us more humane and engaged people.

Robertson, Andrew and Olson, Steve. “Using Data Sharing to Improve Coordination in Peacebuilding.” United States Institute for Peace, 2012. http://bit.ly/235QuLm

  • This report functions as an overview of a roundtable workshop on Technology, Science and Peace Building held at the United States Institute of Peace. The workshop aimed to investigate how data-sharing techniques can be developed for use in peace building or conflict management.
  • Four main themes emerged from discussions during the workshop:
    • “Data sharing requires working across a technology-culture divide”—Data sharing needs the foundation of a strong relationship, which can depend on sociocultural, rather than technological, factors.
    • “Information sharing requires building and maintaining trust”—These relationships are often built on trust, which can include both technological and social perspectives.
    • “Information sharing requires linking civilian-military policy discussions to technology”—Even when sophisticated data-sharing technologies exist, continuous engagement between different stakeholders is necessary. Therefore, procedures used to maintain civil-military engagement should be broadened to include technology.
    • “Collaboration software needs to be aligned with user needs”—technology providers need to keep in mind the needs of its users, in this case peacebuilders, in order to ensure sustainability.

United Nations Independent Expert Advisory Group on a Data Revolution for Sustainable Development. “A World That Counts, Mobilizing the Data Revolution.” 2014. https://bit.ly/2Cb3lXq

  • This report focuses on the potential benefits and risks data holds for sustainable development. Included in this is a strategic framework for using and managing data for humanitarian purposes. It describes a need for a multinational consensus to be developed to ensure data is shared effectively and efficiently.
  • It suggests that “people who are counted”—i.e., those who are included in data collection processes—have better development outcomes and a better chance for humanitarian response in emergency or conflict situations.

Katie Whipkey and Andrej Verity. “Guidance for Incorporating Big Data into Humanitarian Operations.” Digital Humanitarian Network, 2015. http://bit.ly/1Y2BMkQ

  • This report produced by the Digital Humanitarian Network provides an overview of big data, and how humanitarian organizations can integrate this technology into their humanitarian response. It primarily functions as a guide for organizations, and provides concise, brief outlines of what big data is, and how it can benefit humanitarian groups.
  • The report puts forward four main benefits acquired through the use of big data by humanitarian organizations: 1) the ability to leverage real-time information; 2) the ability to make more informed decisions; 3) the ability to learn new insights; 4) the ability for organizations to be more prepared.
  • It goes on to assess seven challenges big data poses for humanitarian organizations: 1) geography, and the unequal access to technology across regions; 2) the potential for user error when processing data; 3) limited technology; 4) questionable validity of data; 5) underdeveloped policies and ethics relating to data management; 6) limitations relating to staff knowledge.

Risks of Using Big Data in Humanitarian Context
Crawford, Kate, and Megan Finn. “The limits of crisis data: analytical and ethical challenges of using social and mobile data to understand disasters.” GeoJournal 80.4, 2015. http://bit.ly/1X0F7AI

  • Crawford & Finn present a critical analysis of the use of big data in disaster management, taking a more skeptical tone to the data revolution facing humanitarian response.
  • They argue that though social and mobile data analysis can yield important insights and tools in crisis events, it also presents a number of limitations which can lead to oversights being made by researchers or humanitarian response teams.
  • Crawford & Finn explore the ethical concerns the use of big data in disaster events introduces, including issues of power, privacy, and consent.
  • The paper concludes by recommending that critical data studies, such as those presented in the paper, be integrated into crisis event research in order to analyze some of the assumptions which underlie mobile and social data.

Jacobsen, Katja Lindskov (2010) Making design safe for citizens: A hidden history of humanitarian experimentation. Citizenship Studies 14.1: 89-103. http://bit.ly/1YaRTwG

  • This paper explores the phenomenon of “humanitarian experimentation,” where victims of disaster or conflict are the subjects of experiments to test the application of technologies before they are administered in greater civilian populations.
  • By analyzing the particular use of iris recognition technology during the repatriation of Afghan refugees to Pakistan in 2002 to 2007, Jacobsen suggests that this “humanitarian experimentation” compromises the security of already vulnerable refugees in order to better deliver biometric product to the rest of the world.

Responsible Data Forum. “Responsible Data Reflection Stories: An Overview.” http://bit.ly/1Rszrz1

  • This piece from the Responsible Data forum is primarily a compilation of “war stories” which follow some of the challenges in using big data for social good. By drawing on these crowdsourced cases, the Forum also presents an overview which makes key recommendations to overcome some of the challenges associated with big data in humanitarian organizations.
  • It finds that most of these challenges occur when organizations are ill-equipped to manage data and new technologies, or are unaware about how different groups interact in digital spaces in different ways.

Sandvik, Kristin Bergtora. “The humanitarian cyberspace: shrinking space or an expanding frontier?” Third World Quarterly 37:1, 17-32, 2016. http://bit.ly/1PIiACK

  • This paper analyzes the shift toward more technology-driven humanitarian work, where humanitarian work increasingly takes place online in cyberspace, reshaping the definition and application of aid. This has occurred along with what many suggest is a shrinking of the humanitarian space.
  • Sandvik provides three interpretations of this phenomena:
    • First, traditional threats remain in the humanitarian space, which are both modified and reinforced by technology.
    • Second, new threats are introduced by the increasing use of technology in humanitarianism, and consequently the humanitarian space may be broadening, not shrinking.
    • Finally, if the shrinking humanitarian space theory holds, cyberspace offers one example of this, where the increasing use of digital technology to manage disasters leads to a contraction of space through the proliferation of remote services.

Additional Readings on Data and Humanitarian Response

* Thanks to: Kristen B. Sandvik; Zara Rahman; Jennifer Schulte; Sean McDonald; Paul Currion; Dinorah Cantú-Pedraza and the Responsible Data Listserve for valuable input.

Knowledge Unbound


MIT Press: “Peter Suber has been a leading advocate for open access since 2001 and has worked full time on issues of open access since 2003. As a professor of philosophy during the early days of the internet, he realized its power and potential as a medium for scholarship. As he writes now, “it was like an asteroid crash, fundamentally changing the environment, challenging dinosaurs to adapt, and challenging all of us to figure out whether we were dinosaurs.” When Suber began putting his writings and course materials online for anyone to use for any purpose, he soon experienced the benefits of that wider exposure. In 2001, he started a newsletter—the Free Online Scholarship Newsletter, which later became the SPARC Open Access Newsletter—in which he explored the implications of open access for research and scholarship. This book offers a selection of some of Suber’s most significant and influential writings on open access from 2002 to 2010.

In these texts, Suber makes the case for open access to research; answers common questions, objections, and misunderstandings; analyzes policy issues; and documents the growth and evolution of open access during its most critical early decade. (Free Download)”

 

Data Mining Reveals the Four Urban Conditions That Create Vibrant City Life


Emerging Technology from the arXiv: “Lack of evidence to city planning has ruined cities all over the world. But data-mining techniques are finally revealing the rules that make cities successful, vibrant places to live. …Back in 1961, the gradual decline of many city centers in the U.S. began to puzzle urban planners and activists alike. One of them, the urban sociologist Jane Jacobs, began a widespread and detailed investigation of the causes and published her conclusions in The Death and Life of Great American Cities, a controversial book that proposed four conditions that are essential for vibrant city life.

Jacobs’s conclusions have become hugely influential. Her ideas have had a significant impact on the development of many modern cities such as Toronto and New York City’s Greenwich Village. However, her ideas have also attracted criticism because of the lack of empirical evidence to back them up, a problem that is widespread in urban planning.
Today, that looks set to change thanks to the work of Marco De Nadai at the University of Trento and a few pals, who have developed a way to gather urban data that they use to test Jacobs’s conditions and how they relate to the vitality of city life. The new approach heralds a new age of city planning in which planners have an objective way of assessing city life and working out how it can be improved.
In her book, Jacobs argues that vibrant activity can only flourish in cities when the physical environment is diverse. This diversity, she says, requires four conditions. The first is that city districts must serve more than two functions so that they attract people with different purposes at different times of the day and night. Second, city blocks must be small with dense intersections that give pedestrians many opportunities to interact. The third condition is that buildings must be diverse in terms of age and form to support a mix of low-rent and high-rent tenants. By contrast, an area with exclusively new buildings can only attract businesses and tenants wealthy enough to support the cost of new building. Finally, a district must have a sufficient density of people and buildings.

While Jacobs’s arguments are persuasive, her critics say there is little evidence to show that these factors are linked with vibrant city life. That changed last year when urban scientists in Seoul, South Korea, published the result of a 10-year study of pedestrian activity in the city at unprecedented resolution. This work successfully tested Jacobs’s ideas for the first time.
However, the data was gathered largely through pedestrian surveys, a process that is time-consuming, costly, and generally impractical for use in most modern cities.
De Nadai and co have come up with a much cheaper and quicker alternative using a new generation of city databases and the way people use social media and mobile phones. The new databases include OpenStreetMap, the collaborative mapping tool; census data, which records populations and building use; land use data, which uses satellite images to classify land use according to various categories; Foursquare data, which records geographic details about personal activity; and mobile-phone records showing the number and frequency of calls in an area.
De Nadai and co gathered this data for six cities in Italy—Rome, Naples, Florence, Bologna, Milan, and Palermo.
Their analysis is straightforward. The team used mobile-phone activity as a measure of urban vitality and land-use records, census data, and Foursquare activity as a measure of urban diversity. Their goal was to see how vitality and diversity are correlated in the cities they studied. The results make for interesting reading….(More)

The Wisdom of Networks – and the Lessons of Wikipedia


Philip Reitinger at the Analogies Project: “Douglas Merrill said “All of us are smarter than any of us.”  This motto of crowdsourcing – looking to the information that can arise from the combined observation by and intelligence of many – is also the prescription for a more secure cyber future. Crowdsourcing security among machines – rather than people – is our best path forward.

Attackers have the advantage online for many reasons, including the ability to leverage a simple error into a significant compromise, to scale attacks more readily than defenses can scale, and to attack at a distance.  While the maxim that defenders have to be right all the time, while attackers only have to be right once, is not literally true, it conveys the dilemma of defenders.   The connectivity of our devices and agents is inexorably increasing, creating more targets for attack.  The complexity of the software we use and the network we must defend is also increasing, making an attack on the individual target or the network easier.  And the criticality of our connected systems to our lives is also growing and will continue to grow.  Together, this means that we live in a world of steadily increasing risk.

In this environment, the good guys and gals have one significant but counter-intuitive advantage:  the size of the network being defended. The soaring prevalence of smart devices is a risk only until it is not, until we combine the abilities of these devices to observe, to induce, and to act to defend the network itself.  The cyber ecosystem is the greatest sensor network imaginable, and the data generated by its sensors can drive collective intelligence and collective action to stem threats and isolate infections.  The ability of the network components to defend the network may make the future of cybersecurity on the Internet look very much like Wikipedia – one of the best known examples of crowdsourcing – with some obvious failures, but if of importance, generally quickly corrected….


What is necessary to enable the crowdsourcing of defense among network components?  A few years ago, while I was at the Department of Homeland Security, it published a paper entitled “Enabling Distributed Security in Cyberspace: Building a Healthy and Resilient Cyber Ecosystem with Automated Collective Action.” This paper posits three requirements:  

  • Automation so the network can act at Internet speed;
  • Interoperability so the barriers to effective collective (network or “crowd”) action are those we impose by policy, as opposed to those imposed on us by technology or process; and
  • Authentication to enhance the decision-making and action of the network against attacks.

It has been five years since the paper was published, and I still think these are the key elements of a more secure Internet future.  Until we enable the network to defend itself, using its own wisdom of crowds (of agents), offense wins.  People should do what people do best, adjust how the network defends itself, and take action when necessary based on intuition, rather than responding to alerts.  So when you think about future Internet security problems, think about Stephen Colbert and Wikipedia….(More)”

Smart Cities Readiness Guide


SmartCitiesCouncil: “Welcome to the Readiness Guide. This document was assembled with input from many of the world’s leading smart city practitioners – the members and advisors of the Smart Cities Council. It will help you create a vision for the future of your own city. Equally important, it will help you build an action plan to get to that better future.

The first goal of the Readiness Guide is to give you a “vision” of a smart city, to help you understand how technology will transform the cities of tomorrow.

The second goal is to help you construct your own roadmap to that future. It suggests the goals to which you should aspire, the features and functions you should specify, the best practices that will gain you the maximum benefits for the minimum cost, at reduced risk.

The Readiness Guide is intended for mayors, city managers, city planners and their staffs. It helps cities help themselves by providing objective, vendor-neutral information to make confident, educated choices about the technologies that can transform a city.

Cities around the world are already making tremendous progress in achieving economic, environmental and social sustainability, in export-based initiatives and in the creation of 21st century jobs. All of these are excellent ways to improve city living standards and economies. The concept of smart cities doesn’t compete with these efforts. Instead, smart city technologies can support and  enhance work already underway….Contents:

Guidance for Developing a Local Digital Response Network


Guide by Jenny Phillips and Andrej Verity: “…Beyond the obvious desire to create the guidance document, we had three objectives when drafting:

  1. Cover the core aspect. Six pages of concrete questions, answers and suggestions are designed to help ensure that start-up activities are well informed.
  2. Keep it as simple and light as possible. We wanted something that an individual could quickly consume, yet find a valuable resource.
  3. Feed into larger projects. By creating something concrete, we hope that it would feed into larger initiatives like Heather Leason and Willow Brugh’s effort to build out a Digital Responders Handbook.

So, are you a passionate individual who wants to help harness local digitally-enabled volunteers or groups in response to emergencies? Would you like to become a central figure and coordinate these groups so that any response is more than the sum of all its parts? If this describes your desire and you answered the questions positively, then this guidance is for you! Create a local Digital Response Network. And, welcome to the world of digital humanitarian response…(More)”

Value public information so we can trust it, rely on it and use it


Speech by David Fricker, the director general of the National Archives of Australia: “No-one can deny that we are in an age of information abundance. More and more we rely on information from a variety of sources and channels. Digital information is seductive, because it’s immediate, available and easy to move around. But digital information can be used for nefarious purposes. Social issues can be at odds with processes of government in this digital age. There is a tension between what is the information, where it comes from and how it’s going to be used.

How do we know if the information has reached us without being changed, whether that’s intentional or not?

How do we know that government digital information will be the authoritative source when the pace of information exchange is so rapid? In short, how do we know what to trust?

“It’s everyone’s responsibly to contribute to a transparent government, and that means changes in our thinking and in our actions.”

Consider the challenges and risks that come with the digital age: what does it really mean to have transparency and integrity of government in today’s digital environment?…

What does the digital age mean for government? Government should be delivering services online, which means thinking about location, timeliness and information accessibility. It’s about getting public-sector data out there, into the public, making it available to fuel the digital economy. And it’s about a process of change across government to make sure that we’re breaking down all of those silos, and the duplication and fragmentation which exist across government agencies in the application of information, communications, and technology…..

The digital age is about the digital economy, it’s about rethinking the economy of the nation through the lens of information that enables it. It’s understanding that a nation will be enriched, in terms of culture life, prosperity and rights, if we embrace the digital economy. And that’s a weighty responsibility. But the responsibility is not mine alone. It’s a responsibility of everyone in the government who makes records in their daily work. It’s everyone’s responsibly to contribute to a transparent government. And that means changes in our thinking and in our actions….

What has changed about democracy in the digital age? Once upon a time if you wanted to express your anger about something, you might write a letter to the editor of the paper, to the government department, or to your local member and then expect some sort of an argument or discussion as a response. Now, you can bypass all of that. You might post an inflammatory tweet or blog, your comment gathers momentum, you pick the right hashtag, and off we go. It’s all happening: you’re trending on Twitter…..

If I turn to transparency now, at the top of the list is the basic recognition that government information is public information. The information of the government belongs to the people who elected that government. It’s a fundamental of democratic values. It also means that there’s got to be more public participation in the development of public policy, which means if you’re going to have evidence-based, informed, policy development; government information has to be available, anywhere, anytime….

Good information governance is at the heart of managing digital information to provide access to that information into the future — ready access to government information is vital for transparency. Only when information is digital and managed well can government share it effectively with the Australian community, to the benefit of society and the economy.

There are many examples where poor information management, or poor information governance, has led to failures — both in the private and public sectors. Professor Peter Shergold’s recent report, Learning from Failure, why large government policy initiatives have gone so badly wrong in the past and how the chances of success in the future can be improved, highlights examples such as the Home Insulation Program, the NBN and Building the Education Revolution….(Full Speech)