Government Digital Service: the best startup in Europe we can't invest in


Saul Klein in the Guardian: “Everyone is rightly excited about the wall of amazing tech-enabled startups being born in Europe and Israel, disrupting massive industries including media, marketing, fashion, retail, travel, finance and transportation. However, there’s one incredibly disruptive startup based in London that is going after one of the biggest markets of all, and is so opaque it is largely unknown in the world of business – and, much to my chagrin, it’s also impossible to invest in.
It’s not a private company, it wasn’t started by “conventional” tech entrepreneurs and the market (though huge) is decidedly unsexy.
Its name is the Government Digital Service (GDS) and it is disrupting the British public sector in an energetic, creative and effective way. In less than two years GDS has hired over 200 staff (including some of the UK’s top digital talent), shipped an award-winning service, and begun the long and arduous journey of completely revolutionising the way that 62 million citizens interact with more than 700 services from 24 government departments and their 331 agencies.
It’s a strange world we live in when the government is pioneering the way that large complex corporations reinvent themselves to not just massively reduce cost and complexity, but to deliver better and more responsive services to their customers and suppliers.
So what is it that GDS knows that every chairman and chief executive of a FTSE100 should know? Open innovation.
1. Open data
• Leads to radical and remarkable transparency like the amazing Transactions Explorer designed by Richard Sargeant and his team. I challenge any FTSE100 to deliver the same by December 2014, or even start to show basic public performance data – if not to the internet, at least to their shareholders and analysts.
• Leads to incredible and unpredictable innovation where public data is shared and brought together in new ways. In fact, the Data.gov.uk project is one of the world’s largest data sources of public data with over 9,000 data sets for anyone to use.
2. Open standards
• Deliver interoperability across devices and suppliers
• Provide freedom from lock-in to any one vendor
• Enable innovation from a level playing field of many companies, including cutting-edge startups
• The Standards Hub from the Cabinet Office is an example of how the government aims to achieve open standards
3. Cloud and open source software and services
• Use of open source, cloud and software-as-a-service solutions radically reduces cost, improves delivery and enables innovation
4. Open procurement
• In March 2011, the UK government set a target to award 25% of spend with third-party suppliers to SMEs by March 2015.”

'Fix-It Squads': prototyping a way to better work with business in fixing problems


DesignGov (AU): “Can you really understand a problem if you have no experience with it? And can you really fix a problem if you don’t understand it?
The public sector plays a key role in the business environment, and sometimes that includes the generation and the resolution of problems faced by businesses. Our research as part of the business and government interactions project suggests that when businesses face issues that relate to multiple government agencies and/or multiple jurisdictions, it can be difficult for them to convey their experience. A problem that is very real for them can seem distributed and minor to the parts of the public sector that are connected with it. It is also difficult for public servants to get across the ‘whole’ of the problem and what can be done about it, when the solution may require coordination across agencies and where it may be hard to prioritise competing issues.
Through the ‘Fix-It Squads’ concept, we’re investigating how problem resolution processes might be improved:

  • To give public servants the opportunity to become immersed in the problem at hand and to share in the lived experience of it
  • To give businesses the opportunity to explain and show the problem as they experience it, rather than in the terms of public sector agencies (who might be contributing to the problem).

We are seeking your help and participation in prototyping. This post gives a quick overview of the ‘Fix-It Squads’ concept, asks for your help with the prototyping, and provides an expanded explanation of what Fix-It Squads might involve and why something like them are needed (in addition to the description provided in the Lost in Translation report and the associated prototyping prospectus).
FixIt Squads Synopsis
 

El Hacker Cívico: Civic-Minded Techies Gain Sway with Government in Mexico and Beyond


in the Huffington Post: “A handful of young hackers looked up from their laptops when Jorge Soto burst into the upstairs office they shared in an old Mexico City house one morning last spring. Soto wanted to be sure they’d seen the front-page headline then flying across Twitter: Mexico’s congress was set to spend 115 million pesos (then US $9.3 million) on a mobile app that would let 500 lawmakers track legislative affairs from their cellphones — more than a hundred times what such software could cost.
To many in Mexico, what became known as the “millionaire’s app” was just the latest in an old story of bloated state spending; but Soto and his colleagues saw a chance to push a new approach instead. In two days, they’d covered their white office walls with ideas for a cheaper alternative and launched an online contest that drew input from more than 150 software developers and designers, producing five open-source options in two weeks.
Lawmakers soon insisted they’d never known about the original app, which had been quietly approved by a legislative administrative board; and a congressional spokesman rushed to clarify that the project had been suspended. Invited to pitch their alternatives to Congress, a half-dozen young coders took the podium in a sloping auditorium at the legislature. The only cost for their work: a 11,500-peso (then US $930) prize for the winner.
“We didn’t just ‘angry tweet,’ we actually did something,” Soto, a 28-year-old IT engineer and social entrepreneur, said at the time. “Citizens need to understand democracy beyond voting every few years, and government needs to understand that we’re willing to participate.”
Seven months later, Mexico’s president appears to have heard them, hiring Soto and nine others to launch one of the world’s first federal civic innovation offices, part of a broader national digital agenda to be formally unveiled today. Building on a model pioneered in a handful of U.S. cities since 2010, Mexico’s civic innovation team aims to integrate so-called “civic hackers” with policy experts already inside government — to not only build better technology, but to seed a more tech-minded approach to problem-solving across federal processes and policy. What began as outside activism is slowly starting to creep into government….Mexico’s app incident reflects a common problem in that process: wasteful spending by non-techie bureaucrats who don’t seem to know what they’re buying — at best, out-of-touch; at worst, party to crony contracting; and overseen, if at all, by officials even less tech-savvy than themselves. Citizens, in contrast, are adopting new technologies faster than much of the public sector, growing the gap between the efficiency and accountability that they expect as private consumers, and the bureaucratic, buggy experience that government still provides.
To break that cycle, a movement of community-minded “civic hackers” like Soto has stepped into the void, offering their own low-cost tools to make government more efficient, collaborative and transparent….The platform, named Codeando Mexico, has since hosted more than 30 civic-themed challenges.
With Soto as an advisor, the team seized on the scandal surrounding the “millionare’s app” to formally launch in March, calling for help “taking down the Mexican tech mafia” – a play on the big, slow software makers that dominate public contracting around the world. In that, Codeando Mexico tackled a central civic-tech target: procurement, widely considered one of the public spheres ripest for reform. Its goal, according to Wilhelmy, was to replace clueless or “compadrismo” crony contracting with micro-procurement, swapping traditional suppliers for leaner teams of open-source coders who can release and revise what they build in near real-time. “It’s like the Robin Hood of procurement: You take money that’s being spent on big projects and bring it to the developer community, giving them an opportunity to work on stuff that matters,” he said. “There’s a whole taboo around software: government thinks it has to be expensive. We’re sending a message that there are different ways to do this; it shouldn’t cost so much.”
The maker of the costly congressional app in question, Mexico City consultancy Pulso Legislativo, insisted last spring that its hefty price tag didn’t reflect its software as much as the aggregated data and analysis behind it. But critics were quick to note that Mexican lawmakers already had access to similar data compiled by at least five publicly-funded research centers – not to mention from INFOPAL, a congressional stats system with its own mobile application. With Mexico then in the midst of a contentious telecom reform, the public may’ve been especially primed to pounce on any hint of corruption or wasteful IT spending. Codeando Mexico saw an opening.
So it was that a crew of young coders, almost all under 23-years-old, traipsed into the legislature, a motley mix of suits and skinny jeans, one-by-one pitching a panel of judges that included the head of the congressional Science and Technology Committee. Drawing on public data culled by local transparency groups, their Android and iOS apps – including the winner, “Diputados” — allowed citizens to track and opine on pending bills and to map and contact their representatives — still a relatively new concept in Mexico’s young democracy.”

The value and challenges of public sector information


A paper by M. Henninger in Cosmopolitan Civil Societies: An Interdisciplinary Journal: “The aim of this paper is to explore the concept of public sector information (PSI), what it is, its history and evolution, what constitutes its corpus of documents and the issues and challenges it presents to society, its institutions and to those who use and manage it. The paper, by examining the literatures of the law, political science, civil society, economics and information and library science explores the inherent tensions of access to and use of PSI—pragmatism vs. idealism; openness vs. secrecy; commerce vs. altruism; property vs. commons; public good vs. private good. It focusses on open government data (OGD)—a subset of what is popularly referred to as ‘big data’—its background and development since much of the current debate of its use concerns its commercial value for both the private sector and the public sector itself. In particular it looks at the information itself which, driven by technologies of networks, data mining and visualisation gives value in industrial and economic terms, and in its ability to enable new ideas and knowledge.”

Creative Common’s Next Generation Licenses — Version 4.0


Diane Peters: “We proudly introduce our 4.0 licenses, now available for adoption worldwide. The 4.0 licenses — more than two years in the making — are the most global, legally robust licenses produced by CC to date. We have incorporated dozens of improvements that make sharing and reusing CC-licensed materials easier and more dependable than ever before.
We had ambitious goals in mind when we embarked on the versioning process coming out of the 2011 CC Global Summit in Warsaw. The new licenses achieve all of these goals, and more. The 4.0 licenses are extremely well-suited for use by governments and publishers of public sector information and other data, especially for those in the European Union. This is due to the expansion in license scope, which now covers sui generis database rights that exist there and in a handful of other countries.
Among other exciting new features are improved readability and organization, common-sense attribution, and a new mechanism that allows those who violate the license inadvertently to regain their rights automatically if the violation is corrected in a timely manner.
You can find highlights of the most significant improvements on our website, track the course of the public discussion and evolution of the license drafts on the 4.0 wiki page, and view a recap of the central policy decisions made over the course of the versioning process.
The 4.0 versioning process has been a truly collaborative effort between the brilliant and dedicated network of legal and public licensing experts and the active, vocal open community. The 4.0 licenses, the public license development undertaking, and the Creative Commons organization are stronger because of the steadfast commitment of all participants.
With the 4.0 licenses published, we will be turning our attention to official translations of the legal code in partnership with our affiliate network and larger community. Translations of our new deeds are also underway, with a significant number already completed.”

Digital Government @ Work: A Social Informatics Perspective


Book Review by Chi Onwurah: “In the 1990s and 2000s, tech cynics would often quote Robert Solow’s 1987 quip, ‘You can see the computer age everywhere but in the productivity statistics.’ Now that value chains have been disintermediated and dependent business models trashed, it is less common to hear that. However it would still be appropriate to say ‘You can see the digital age everywhere but in Government.’ Certainly in a recent Policy Exchange report, the Prime Minister’s former digital advisor Rohan Silva did his best to portray the public sector as a digitally backward captured client of ICT oligarchs now being reluctantly dragged into the 21st Century.That makes the timing of Digital Government @ Work by Ian McLoughlin, Rob Wilson, and Mike Martin all the more fortuitous. The book seeks to give the reader a broad evidence-based understanding of what digital Government can be, what it is, and the challenges it faces. It is largely successful. Steve Halliday, President of Society of Information Technology Management describes the book as ‘a rigorous and thought-provoking analysis of the history and the future of digital government,’ and I would agree with that analysis. Despite lengthy definitional discussions and dense referencing, the book is also very readable and what is more, should be read….
The social informatics perspective of the book means its outlook is neither entirely technology-driven – whatever the problem the right system can solve it – nor purely qualitative, but combines understanding of the technology and its social and organisational impact with an analysis of the interdependencies at play in the context of public service delivery. These are illustrated by detailed case studies from  Children’s Services, the National Programme for Local e-Government (FAME) and telecare, which highlight failings in current approaches to what they call ‘technology enactment’ as well as the – possibly systemic – challenges to real organisational and service innovation….
Most important is the recognition that technology only empowers when we feel ownership of it, not controlled by it. If digital government is to be about empowering and improving that critical relationship at the frontline, then the ‘street bureaucrats’ the book refers to, as well as the citizen-user and the IT manager, must all be involved in an on-going co-production of the service. Rather than traditional integration we must ‘seek alternative means of coordination such as through federation and federability.’ If this is achieved, we may look to ‘digital government maturity characterised by partnership working across a mixed economy of public, private and third sectors and supported by an infrastructure of federated information and identity management systems and shared service environments’….”

OECD: Government at a Glance 2013


OECD: “Government at a Glance 2013 provides readers with a dashboard of key indicators assembled with the goal of contributing to the analysis and international comparison of public sector performance. Indicators on government revenues, expenditures, and employment are provided alongside key output and outcome data in the sectors of education and health. Government at a Glance also includes indicators on key governance and public management issues, such as transparency in governance, regulatory governance, new ways in delivering public services and HRM and compensation practices in the public service. While measuring government performance has long been recognized as playing an important role in increasing the effectiveness and efficiency of the public administration, following the economic crisis and fiscal tightening in many member countries, good indicators are needed more than ever to help governments make informed decisions regarding tough choices and help restore confidence in government institutions.”

Organizational Innovation in Public Services: Forms and Governance


New edited book by Pekka Valkama, Stephen James Bailey, Ari-Veikko Anttiroiko: “Reforming public services has become an integral part of instituting austerity measures as governments around the world struggle to balance the books in the wake of the financial crisis. Vital public services and government departments have been given the seemingly impossible task of delivering better services to the public while receiving less funding. This excellent and highly original collection brings together contributors from across the globe to explore and analyse innovational methods aimed at helping overburdened and under-funded public services cope with the demands of austerity and continue to deliver high quality services to the public. In the process this book develops new theoretical models and analyses case studies to provide an important and timely insight into how to reform public services across the globe…
Table of Contents:
1. Contexts and Challenges of Organisational Innovation in Public Services
2. Supporting Organisational Innovation in the Public Sector: Creative Councils in England
3. Analysis Organisational Innovation in Public Services: Conceptual and Theoretical Issues
4. Agentifcation Processes and Agency Governance: Organisational Innovation at a Global Scale?
5. Corporatisation as Organisational Innovation
6. Mutulatisation and Public Services
7. Organisational Innovation in Public Procurement in Scotland: The Scottish Futures Trust (SFT)
8. Outsourcing Public Services: Process Innovation in Dutch Municipalities
9. Governance of Public Service Companies: Australian Cases and Examples
10. Governance of Social Enterprises as Producers of Public Services
11. Championing and Governing UK Public Service Mutuals
12. Improving Governance Arrangements for Academic Entrepreneurships
13. Governance and Accountability of Joint Ventures: A Swedish Case Study
14. Contractual Governance: A Social Learning Perspective
15. Lessons for the Governance of Organisational Innovations”

Seizing the data opportunity: UK data capability strategy


New UK Policy Paper by the Department for Business, Innovation & Skills: “In the information economy, the ability to handle and analyse data is essential for the UK’s competitive advantage and business transformation. The volume, velocity and variety of data being created and analysed globally is rising every day, and using data intelligently has the potential to transform public sector organisations, drive research and development, and enable market-changing products and services. The social and economic potential is significant, and the UK is well placed to compete in the global market for data analytics. Through this strategy, the government aims to place the UK at the forefront of this process by building our capability to exploit data for the benefit of citizens, business, and academia. This is our action plan for making the UK a data success story.

Working in partnership with business and academia, the government has developed a shared vision for the UK’s data capability, with the aim of making the UK a worldleader in extracting insight and value from data for the benefit of citizens and consumers, business and academia, the public and the private sectors. The Information Economy Council and the E-infrastructure Leadership Council will oversee delivery of the actions in this strategy, and continue to develop additional
plans to support this vision.
Data capability: This strategy focuses on three overarching aspects to data capability. The first is human capital – a skilled workforce, and data-confident citizens. The second covers the tools and infrastructure which are available to store and analyse data. The third is data itself as an enabler – data capability is underpinned by the ability of consumers, businesses and academia to access and share data appropriately…”

 

Implementing Open Innovation in the Public Sector: The Case of Challenge.gov


Article by Ines Mergel and Kevin C. Desouza in Public Administration Review: “As part of the Open Government Initiative, the Barack Obama administration has called for new forms of collaboration with stakeholders to increase the innovativeness of public service delivery. Federal managers are employing a new policy instrument called Challenge.gov to implement open innovation concepts invented in the private sector to crowdsource solutions from previously untapped problem solvers and to leverage collective intelligence to tackle complex social and technical public management problems. The authors highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration, the administrator of the Challenge.gov platform. Specifically, this Administrative Profile features the work of Tammi Marcoullier, program manager for Challenge.gov, and Karen Trebon, deputy program manager, and their role as change agents who mediate collaborative practices between policy makers and public agencies as they navigate the political and legal environments of their local agencies. The profile provides insights into the implementation process of crowdsourcing solutions for public management problems, as well as lessons learned for designing open innovation processes in the public sector”.