Trends in e-government and smart cities

Transcription

1 INCONET-GCC Abu Dhabi, UAE Trends in e-government and smart cities -- from big data to soft data; from portals to collaboration platforms 6 May 2012 Jeremy Millard jeremy.millard@teknologisk.dk 1

2 Agenda 1) Sharing 2) Collaboration 3) Data 4) Smart 2

3 Web 2.0 for sharing and socialising Technology: social, professional and policy networking, social software (active groups form and disperse at zero cost, wikis, blogs, etc.), mobile, mashing up content and services Users are sharing more and more Stronger integration and instant data sharing between devices and networks The social signal becomes the most important Privacy and data protection issues The incentive to share data becoming stronger, so users are changing the way they think about privacy You re always on, no matter your device (pc, mobile, tablet, tv.)

4 Smash the silos and share (everything?) Sharing things which all parts of public sector need to do in the same way: infrastructures, resources, data, content, services, widgets, apps, etc., etc. Through networking 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

5 Denmark: simplification and sharing in the back-office DE-CENTRALISED customised to suit specific needs of each municipality Customised municipal web & services Customised municipal web & services Customised municipal web & services SHARED SERVICE CENTRES all can contribute and all can use Modular building blocks: content, services, apps, etc. Digital infrastructure e.g. digital signature, electronic payment CENTRALISED back-offices and databases of all municipalities, and public agencies at local, regional and national levels

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7 The cloud potentially 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. 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. 7

8 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 8

9 A cloud of public services The silos approach Breaking down into fundamentals Opening up Cloud of public services (who s in charge?) European Commission, 2010

10 Don t trust your public health service with your data? Outsource your health data to Microsoft

11 The big battle HOT NEWS FROM THE FRONT LINE UK s world class one-stop-shop citizens portal (

12 The big battle HOT NEWS FROM THE FRONT LINE Challenged by a small group of hackers

13 The big battle HOT NEWS FROM THE FRONT LINE The fight back part I: the world s first alpha version government website Launched 10 May 2011:

14 The big battle HOT NEWS FROM THE FRONT LINE The fight back part II: the world s first beta version government website Launched January 2012:

15 Usurping the role of government (1)

16 Usurping the role of government (2)

17 Government as a collaboration platform All government levels Open government and open data Pro-active resource and collaboration platform for egovernment services, knowledge and support for companies including SMEs, civil society organisations, communities, groups, people & hackers Innovation camps, competitions, hack-the-government events Stop favouring own/local solution providers..only works short-term; kills innovation; lets weak players survive Collaborate for a single-market of solutions as building blocks (in the cloud) Gives good solution providers a much larger market Own/local solution providers compete with others on putting together building blocks for bespoke solutions THE NEW BUSINESS MODEL

18 UK world s second (and best?) open public resource platform launched January

19 Government has to change its role Build open collaborative platforms at all levels Release public data (it s ours anyway) in aggregated, machine-readable structured and linked datasets Empower the civil servant the most important asset government has Ensure minimum standards, including ensuring basic eaccessibility, einclusion and esecurity Remove barriers to collaboration & competition Build appropriate incentive structures (e.g. through procurement or by example) Be responsible for the overall legal and regulatory framework to ensure fairness and fight corruption and ensure (democratic) accountability May need neutral trusted third parties to uphold interests of all actors

20 Quick-win for government Love clean streets Purpose: Improve environmental quality through a social-networking hub Total cost : 176,362 Some benefits recorded mid 2011: 87% reduction in staff time per case Staff overtime from 300k pa to zero 70% reduction in handling costs 18k p.a. decrease in inspection costs 73% less graffiti 30% increase resident satisfaction Measurable short-term savings & other business benefits due to: Channel shifts Improved segmentation and targeting Increased staff productivity Changed work processes Government identity: from opaque and non-responsive to open and reliable

21 Quick-win for government Apps for Democracy 21

22 Quick-wins for government Aim Improve and make more efficient the old way of spending millions of taxpayers dollars with big, slow contractors was a broken model in need of fixing DC s COI, Vivek Kundra Cost: $50,000 Value to DC: over $2,300,000 (sum of app development costs plus human resources) ROI: 4,000 % European Commission study 2011: Open data across Europe will increase direct business activity by up to 40 billion per year (0.3% of total GDP) Indirect business activity will push this to 200 billion per year (1.7% of total GDP) Time reduction: from 2 years to 30 days Apps for Democracy BUT, new COI, Brian Sivak: Apps developed are more cool than used by large numbers instead should focus on core rather than fringe apps BUT, Fed COI, Aneesh Chopra, disagrees and sees potential for open data to save millions on software development in longer term 22

23 Collaborative platform at city level San Francisco SF Twitter 311 Former Mayor had 1.3 million Twitter followers 311 service for non-emergency information & complaints Now more traffic on Twitter than voice Used for receiving and commenting on suggestions and building a vibrant community New phase 2012: using 311 data as empirical evidence for service and policy development across all City functions Since 2008, data accumulated from 855,906 cases

24 Collaborative platform at city level San Francisco ImproveSF A fun way to submit great ideas & comment on others... Social media platform mindmixer launched early 2012 Both City s own as well as residents ideas Gamification as incentive get points for participation including voting BUT no cash prizes instead incentives in ethos of ImproveSF City has already made better decisions, e.g. with MTA s proposal to cut the number of bus-stops to save money

25 Collaborative platform at city level San Francisco Open city data & other resources: hackathons & unhackathons Hackathons 2011: about 200 free apps, only 8 really great and used Critique: solutions looking for ideas Unhackathons 2012: start with ideas looking for solutions Mix designers, companies, civic groups, professionals, in with the hackers Again: no cash prizes instead City turns winners into celebrities, e.g. helps them pitch to Twitter, Facebook, Google, investors City support much better than anonymous money in bank

26 Collaborative platform at city level San Francisco San Francisco City & County: future developments 1. City data and resources supplemented by citizen, civic, commercial data 2. Pooling and sharing with other cities recent meetings with Chicago, Boston and New York 3. Developing shared services, apps, content across city network providing building blocks for local adaptation illustrates how local solutions can scale up and be networked more widely 4. NEXT BIG STEP: not just big data facilitating data analytics, but also need more qualitative approach with soft data, including ethnographic surveys, to contextualise the hard numbers. (Recent New York workshop also with Europeans, including UK s NESTA)

27 Using data analytics for evidence-based governance Analytics should move data use from 1 to 3: 1. Descriptive techniques seeing yesterday 2. Predictive techniques seeing today 3. Prescriptive techniques seeing tomorrow

28 Cities are the right scale Large enough to have real power and impact Small enough to be close to real lives The sweet spot between centralised and decentralised GOVERNANCE models.to EXPERIMENT: the success of failure

29 4) Smart governance: a new paradigm and way forward? The world changes fast Technology 10,000 mph Organization & management 1000 mph Public policies 10 mph

30 Who dares, wins. Jeremy Millard 30