An overview of current trends in digital government with a focus on IT governance, digital service delivery, social media, and open data. All views expressed in the presentation are those of the author and should not be attributed to any organization mentioned or referenced.

1. Digital Government Today:
International Perspective and Lessons for the Future
Ryan Androsoff
Twitter: @RyanAndrosoff
March 16, 2016

2. Today’s Presentation
• Digital Government Defined
• Four Pillars of Digital Government:
• IT Governance
• Digital Service Delivery
• Social Media and Collaborative Tools
• Open Data
• 8 Lessons Learned

3. A little bit about myself…
• Early career in political and policy advisor roles in Saskatchewan and
Ottawa; international development policy work via CIDA and World Bank
• Masters Degree from Harvard Kennedy School of Government with focus on
“Government 2.0” and use of technology in the public sector
• Senior Advisor for Web 2.0 and Collaborative Tools at the Chief Information
Officer Branch of Treasury Board Secretariat since 2010
• Spent 2015 at the OECD in Paris, France working with their Digital
Government Team

4. Mid-1990s -
Early 2000s
Government On-Line
Mid- 2000s -
Early 2010s
Government 2.0
Today Digital Government

5. Digital Government Defined
“Digital Government refers to the use
of digital technologies, as an
integrated part of governments’
modernisation strategies, to create
public value. It relies on a digital
government ecosystem comprised
of government actors, non-
governmental organisations,
businesses, citizens’ associations
and individuals which supports the
production of and access to data,
services and content through
interactions with the government.”

6. OECD Recommendation on
Digital Government Strategies
Openness and
Engagement
Governance and
Coordination
Capacities to Support
Implementation
1) Openness, transparency
and inclusiveness
2) Engagement and
participation in a multi-
actor context in policy
making and service
delivery
3) Creation of a data-
driven culture
4) Protecting privacy and
ensuring security
5) Leadership and political
commitment
6) Coherent use of digital
technology across policy
areas
7) Effective organizational
and governance
frameworks to coordinate
8) Strengthen
international cooperation
with other governments
9) Development of clear
business cases
10) Reinforced
institutional capacities
11) Procurement of digital
technologies
12) Legal and regulatory
framework

7. The digital government challenge

8. IT Governance

9. Emerging Governance Models
for Digital
• Transformation Unit Model:
• UK, USA, Australia
• Strong Central Leadership:
• Estonia, Singapore
• Blended Models:
• Canada, Denmark

10. Who is in charge of Digital?

11. Government IT Spending:
Small %…?

12. …but risky?
In the United States Government:
• $86 billion is spent a year on federal IT projects
• 94% of federal IT projects are over budget and behind schedule
• 40% of them never see the light of day — they’re scrapped or abandoned”.
-Haley Van Dyck, United States Digital Service (Feb 16, 2016 Ted Talk)

13. Digital Service Delivery

14. Online service uptake varies considerably
across countries and social groups
Source: OECD (2013), Government at a Glance.

15. Estonia’s X-Road Model

16. Estonia E-ID

17. Source:
http://www.zylstra.org/blog/2015/08/i-applied-for-estonian-e-residency/

18. Source:
https://www.gov.uk/service-manual/digital-by-default

20. Social Media and
Collaborative
Technologies

21. • Push of information
• Collaborative model
• More horizontal
Web 1.0 vs. Web 2.0
Vs
Platforms
Audiences
• Pull of
information
• Publishing model
• Very hierarchical

22. Printing Press
1440
US Newspaper
Circulation
1,000,000
by 1890Telephone
1876 + 90% of US
households have a
telephone by 1969Radio
1895
80% of US households
owned radio sets by 1939
Television
1925 90% of American homes
have a TV set 1960
1st mass produced
Computer
1953
Apple makes its 1,000,000
Macintosh personal
computer by 1987World Wide Web
1989
50% of US households have
access to the internet by 2001Blackberries
1999
+1,000,000 Blackberries subscribers
worldwide by 2004
iPhone
2007
Sales reach 17,000,000
by 2008
Google+
June 2011
+ 25,000,000 users
by July 2011
Wikipedia
2001
Facebook
2004 + 50,000,000 users
by 2007
Surpasses content in Encyclopaedia Britannica
(+ 700,000 articles) by 2005
450 yrs
93 yrs
44 yrs
35 yrs
34 yrs
12 yrs
4 yrs
5 yrs
3 yrs
1 yr
1 mo
The time between
introducing new
communication tools and
adoption by the
masses is shrinking
dramatically…

26. One Size Doesn’t Fit All with
Social Media Strategies

27. Social Media Policies

28. Digital Ecosystem in the Federal Public Service
GC-wide
tools
Departmental
tools
External
tools

29. From Virpi Oinonen, @voinonen on Twitter, www.businessgoessocial.net. Used with
permission.

30. From Virpi Oinonen, @voinonen on Twitter, www.businessgoessocial.net. Used with
permission.

31. GC Online communities

32. The GC2.0 Tools
The GC2.0 Tools are the only existing option for online collaboration
between federal organizations inside the secure GC firewall
GCconnex: www.gcconnex.gc.ca
A professional networking platform for
meeting and collaborating
GCpedia: www.gcpedia.gc.ca
A wiki-based collaborative workspace and
knowledge sharing platform

33. h/t Chris Allison
@ToferC

34. Wide and Growing Spectrum of Use
Interactive
Publishing
Wide-
audience
Targeted-
audience
Instant messaging
between colleagues
Policy consultation
Live chatroom
Employee consultation
e.g. Blueprint 2020
List of personal
bookmarks/files
Crowd-sourcing a
discussion paper
Sharing a status
update on project
Sharing committee
meeting minutesInformation on inter-
departmental project
Team working
group space
User profile with resume
information
Posting an
assignment
opportunity
Senior Exec.
Blog
Seeking feedback on
an initiative
Information on
administrative
processes
Inventory of
departmental
projects in specific
domain
Intranet type web site
for employee
communications

35. A Few Specific Use Cases
Policy Development
Interdepartmental Committee Intranet-type Functions
Consultation/Feedback
Example: PANDU
• Used GCpedia to consult on new TBS policy on
acceptable network and device use
• Feedback from online consultation used in tandem with
traditional committee process
Outcome: faster consultation, reduced questions
Example: Key Leadership Competencies
• Open GCconnex group lead by ADM of Talent
Management at TBS-OCHRO
• 900+ participants provided feedback on prototype
KLCs via online poll and discussions
Outcome: increased breadth of feedback
Example: Summerside Tax Centre
• GCconnex group used to connect all 301 members of CRA
office in Summerside, PEI
• Director’s blog, calendar of events, photos of team events,
sharing administrative info
Outcome: better info sharing and team interaction
Example: DMSMPD Committee
• GCpedia and GCconnex presences to share information
about DM Committee mandate, members and meetings
• Has also been used to crowd-source discussion papers
for committee meetings
Outcome: more efficient committee organization

36. TB Policy Development Process Overview
Start
Policy Review
and Challenge
Respond to concerns
Policy Challenge
and Approval
Respond to concerns
Policy
Implementation
Communicate, monitor,
support and review
Policy Consultation
and Development
Ascertain need,
consult and develop
Stewardship
TBS
Strategic Policy
Directorate
(SPD)
Approved
TB Policy
Instrument
✓
9. Communicate
and
implement
4a. SPD review
of draft
instruments
and other
materials
Enable
Challenge
7. DM Advisory
Committees
(e.g. PSMAC
if required)
8. Treasury
Board
(TB)
10. Monitor,
support and
review
1. Initiate
with
Policy
Development
Challenge
Questions
2. Consult TB
Portfolio, SPD,
Depts. and
Agencies,
& non-GoC
3. Draft policy
instrument
and supporting
materials
Guide
… TBS DCC or
other committees
may be consulted
5. TBS Directors
Coordinating
Committee
(DCC)
Lead
4b. Legal Services
initial review of
instrument
6. TBS Policy
Oversight
Committee
(POC)

37. Consultation process
•TBS Policy Centres:
• Accessibility / CLF
• ATIP
• Communications
• Information Management
• Information Technology
• Official Languages
• Privacy
• Procurement
• Security
• Strategic Policy (TBS-CIOB)
• Values & Ethics
Key Stakeholders:
• Legal (TBS-CIOB, PSC &
Justice)
• Priorities and Planning (TBS
Policy Suite Renewal)
• Labour Relations (TBS-CIOB)
• PCO - Communications &
Consultations
• PSC - Political Activities
• CCO (Communications
Community Office)
• CSE
• Web 2.0 practitioners
(various departments)
Web 2.0 Guidelines Working Group
Chaired by TBS-CIOB and comprised of:
With additional input from:
➢ Chief Information Officers Council (CIOC)
Members
➢ Public servants via GCPEDIA

38. 38

39. 39

40. TB Policy Development Process Overview
Start
Policy Review
and Challenge
Respond to concerns
Policy Challenge
and Approval
Respond to concerns
Policy
Implementation
Communicate, monitor,
support and review
Policy Consultation
and Development
Ascertain need,
consult and develop
Stewardship
TBS
Strategic Policy
Directorate
(SPD)
Approved
TB Policy
Instrument
✓
9. Communicate
and
implement
4a. SPD review
of draft
instruments
and other
materials
Enable
Challenge
7. DM Advisory
Committees
(e.g. PSMAC
if required)
8. Treasury
Board
(TB)
10. Monitor,
support and
review
1. Initiate
with
Policy
Development
Challenge
Questions
2. Consult TB
Portfolio, SPD,
Depts. and
Agencies,
& non-GoC
3. Draft policy
instrument
and supporting
materials
Guide
… TBS DCC or
other committees
may be consulted
5. TBS Directors
Coordinating
Committee
(DCC)
Lead
4b. Legal Services
initial review of
instrument
6. TBS Policy
Oversight
Committee
(POC)

43. Public Servants in Cyberspace…
and Space!

44. Open Data

45. Open Data Definitions
• Data = highest level of granularity from which information, content and
knowledge are derived.
• Public Sector Information = “information, including information products and
services, generated, created, collected, processed, preserved, maintained,
disseminated, or funded by or for a government or public institution”
• Open Data = data that can be freely used, re-used and distributed by anyone,
only subject to (at the most) the requirement that users attribute the data and
that they make their work available to be shared as well.
• Big Data = A data-driven socio-economic model; as a phenomenon emerged
as available datasets produced by various sources have grown larger and
data users more aware of the value obtainable through linked and combined
data sets produced by different actors, both private and public.
• Data analytics = the use of data to spot significant facts and trends to
improve policy making and service delivery (public sector intelligence).

46. Public Sector Information
Big Data
Open
Government
Data
Proprietary / Internal
Analytics
Apps
Public / Open Analytics

47. What Value are Governments
Expecting from Open Data?
• Economic Value
• Growth and competitiveness in the wider economy
• Fostering innovation, efficiency and effectiveness in government services
(internal and external)
• Social Value
• Promoting citizens’ self-empowerment, social participation and engagement
• Public Governance Value
• Improving accountability, transparency, responsiveness and democratic
control

48. Economic Value: Examples

49. Social Value: Examples

50. Public Governance Value:
Examples

51. Top 5 main objectives of open data
strategies or policies
Create economic value for the private sector
Increase openness
Increase transparency
Facilitate creation of new businesses
efficiently by improving internal operations and collaboration
by enabling delivery from private sector through data re-use
mance by strengthening accountability for outputs/outcomes
Enable citizens' engagement in decision-making processes
Facilitate citizens' participation in public debate
Create economic value for the public sector
0% 20% 40% 60% 8
0%
29%
33%
46%
54%
63%
67%
71%
71%
71%
Multiple answers allowed
Percentage of respondent countries
Source: OECD Open Data in Governments Survey 2013
Transparency
vs.
Innovation
PS
Efficiency
Public
Participation

52. • The “pioneers” (e.g. UK, USA, Spain)
• Devising a sustainable financial mechanism (e.g.
Denmark, the Netherlands)
• Establishing the governance framework first (e.g.
Germany, Switzerland)
• Quick followers (e.g. France and Mexico)
Emerging Approaches in Open Data

53. Open Data in Canada
Source: open.gc.ca

54. • Policy challenges
• Technical challenges
• Economic and financial challenges
• Organisational challenges
• Cultural challenges
• Legal challenges
Key challenges to implementing open data

55. • Produced by the World Wide Web Foundation
• Measures on three dimensions, first launched in 2013
Open Data Barometer

56. • Produced by the Open Knowledge Foundation since 2013
• Index is based on 10 key datasets assessed against 9 criteria
Global Open Data Index

57. The OECD OURdata IndexOURdata Index: Open, Useful, Re-usable Government Data (2014)
Composite index from 0 (lowest) to 1 (highest)
Note: This index is a “pilot” version. Source: OECD (2015), Government at a Glance 2015.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
KOR FRA GBR AUS CAN ESP PRT NOR USA MEX FIN GRC AUT JPN NZL DEU BEL CHL DNK SLV CHE IRL ITA EST NLD SVK SWE POL TUR COL
Total score OECD
NonationalOGDportal

58. 8 Lessons Learned

59. Lesson #1: You can’t outsource
your way to success

60. Lesson #2: Culture change takes time
Courtesy of: Gov+Memes

61. Lesson #3: Build it and they will
come only works in the movies

62. Lesson #4: Policy compliance can be
a real barrier to entry and innovation
Accessibility
Communications
Federal Identity
Program
Information
Management
Official Languages
Political Activities
Privacy and Access
To Information
Procurement &
Contracting
Security
Values & Ethics

63. Lesson #5: Focus must be on giving
users the toolkit that they want/need

64. Lesson #6: Mainstreaming takes new skills
The Chasm (from Crossing the Chasm by Geoffrey A. Moore):
There is a chasm between the early adopters of the product (the technology enthusiasts and visionaries) and the early
majority (the pragmatists).
Bridging the Gap
Trough of Disillusionment (from Gartner Hype Cycle) :
Interest wanes as experiments and implementations fail to deliver. Producers of the technology shake out or fail.
Investments continue only if the surviving providers improve their products to the satisfaction of early adopters.

65. 65
Lesson #7: Demographics are destiny

66. 66
The Boomers

67. 67
Generation X

68. 68
Millennials

69. 69
Digital Natives

70. 70
Born Digital

71. Lesson #8: The “quick wins” are
done…time for the tough stuff!

72. Thank You!
Twitter:
@RyanAndrosoff
LinkedIn:
ca.linkedin.com/in/ryanandrosoff
E-Mail:
ryan@ryanandrosoff.ca