Governance Challenges for Innovative Public Service Delivery

Governance Challenges for Innovative Public Service Delivery Elsa Estevez and Tomasz Janowski UNU-EGOV, Guimarães, Portugal estevez@unu.edu

OVERVIEW 1 EVOLUTION 2 THEORY 3 INNOVATIONS 4 AGENDA What are key aspects of successful public service delivery? Digital Government (DG) evolving? What governance challenges are faced by governments? How governments respond to the challenges? How can better approaches be informed by governance solutions? How governments are innovating? What contribution can evidence-based, innovative governance make? Knowledge sharing for DG research, policy and practice UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 2

SUCESSFUL PUBLIC SERVICE DELIVERY What do we mean? a) What are the needs? Photo: Naya Jeevan b) What are the resources? http://tecnologiasdeinformacionycomunicacioo.blogspot.com/ RESPONSE: Context matters! Digital Government is evolving aiming at successful public service delivery focused on contextualization (local context needs) UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 3

DIGITAL GOVERNMENT GOALS GOALS CONTEXT TIME 1 Increasing the quality and efficiency of internal government operations 2 Delivering better public services across traditional and electronic channels 3 Facilitating administrative and institutional reform in government 4 Engaging citizens and non-state actors in policy- and decision-making processes 5 Supporting policy and development goals in specific sectors and localities Technological Organizational Socio-economic Context-specific UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 4

DIGITAL GOVERNMENT STAGES STAGE 1: DIGITIZATION (TECHNOLOGY IN GOVERNMENT) Establishing government portals Providing online access to public services STAGE 2: TRANSFORMATION (ELECTRONIC GOVERNMENT) Reengineering administrative processes Enabling collaboration between government agencies STAGE 3: ENGAGEMENT (ELECTRONIC GOVERNANCE) Utilizing social media to engage citizens in government decision-making Making government data available for businesses to build public services STAGE 4: SPECIALIZATION (POLICY-DRIVEN ELECTRONIC GOVERNANCE) Supporting development in e-education, e-health, e-economy and other e-sectors Supporting local communities and vulnerable groups in addressing their needs UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 5

DIGITAL GOVERNMENT CHARACTERIZATION CHARACTERIZATIONS STAGES Transformation of government? Includes non-state actors? Location- and sector-specific? 1 DIGITIZATION no no no 2 TRANSFORMATION yes no no 3 ENGAGEMENT yes yes no 4 SPECIALIZATION yes yes yes UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 6

DG SPECIALIZATION EXAMPLES 1 Building self-governance capabilities including local authorities, local security forces and local communities to counter specific urban security threats 2 Mainstreaming the use of assistive technologies by government organizations and across the society and economy to build elderly-inclusive information society 3 Partnering between national and local authorities, the tourism industry and the local community to develop local visitor economies UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 7

DG SPECIALIZATION EVIDENCE SINGAPORE KOREA COLOMBIA Next generation infocomm infrastructure Innovation centers and entrepreneurship Public-private collaborative governance Seamless and converged informatization Government Chief Information Officer Citizen digital folder Electronic health records Utilization-focused services Apps for employment EUROPEAN UNION UNITED NATIONS WASEDA Improve (seamless) services to cater for different needs Invite third parties in EGOV development Government data sharing based on open standards From readiness to development Increase of social media applications for participation Cloud computing and data center virtualization Reduce carbon footprint Citizen-centric practice Disaster management and business continuity UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 8

GOVERNMENT CHALLENGES These changes are creating significant pressures on government: 1 Fiscal Sanity Reforming social insurance programs to reflect current economic considerations 2 Crisis of Competence More civil servants retired than hired and trained, relying on contractors 3 Information Overload Multiple information sources, possibility of missing important information 4 Governing without Boundaries Replacing hierarchical and market mechanisms with networks 5 e-government is only the Beginning Working across agencies, focusing on customer 6 Governing by Contractors Strong pools of contractors and civil servants, all in appropriate roles 7 Results Really Do Matter Focus on results, not just of the organization, but to national goals 8 Green Leadership Public policies and incentives to encourage technology and innovations 9 Security and Privacy Assessing and addressing technology risks, particularly security and privacy 10 Expect Surprises Government designed for routine operations is expected to deal with unexpected [Ten Challenges Facing Public Mangers, IBM Center for Business of Government, 2008] UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 10

DG EVOLUTION THEORY DISRUPTIVE TECHNOLOGIES PRESSURE ON GOVERNMENT NEW GOVERNANCE PARADIGMS Social media Cloud computing Mobile technologies Software as service TECHNOLOGY-ENABLED INNOVATION Collaborative government Participatory government Mobile government Agile government Big data Infocomm infrastructure Lean government Virtual worlds Reuse of public information Local EGOV Global digital identity Citizen-centric practice EGOV for Sustainability One service space Governance 2.0 Readiness to development Seamless mobile services Chief Information Officers UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 11

DG EVOLUTION THEORY: SINGAPORE 2015 DISRUPTIVE TECHNOLOGIES PRESSURE ON GOVERNMENT NEW GOVERNANCE PARADIGMS Social media Cloud computing Mobile technologies Software as service TECHNOLOGY-ENABLED INNOVATION Collaborative government Participatory government Mobile government Agile government Big data Infocomm infrastructure Lean government Virtual worlds Reuse of public information Local EGOV Global digital identity Citizen-centric practice EGOV for Sustainability One service space Governance 2.0 Readiness to development Seamless mobile services Chief Information Officers UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 12

DG EVOLUTION THEORY: EU 2015 DISRUPTIVE TECHNOLOGIES PRESSURE ON GOVERNMENT NEW GOVERNANCE PARADIGMS Social media Cloud computing Mobile technologies Software as service TECHNOLOGY-ENABLED INNOVATION Collaborative government Participatory government Mobile government Agile government Big data Infocomm infrastructure Lean government Virtual worlds Reuse of public information Local EGOV Global digital identity Citizen-centric practice EGOV for Sustainability One service space Governance 2.0 Readiness to development Seamless mobile services Chief Information Officers UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 13

GOVERNANCE TRENDS 1 1 Connected Governance Public sector management, involving cultural changes, that supports, models, understands and aspires to whole of government solutions [Connected Government, 2004, CISCO] 2 Participatory Governance Empowering citizens to participate in public decision-making that affects their lives, and to achieve more transparent, responsive, accountable and effective governance [PG Exchange, 2012] 3 Regulatory Government Increasing government role in enacting legal provisions to create, limit or constrain a right, create or limit a duty, or allocate a responsibility as an instrument of policy implementation [Wikipedia] 4 Government Information Leadership Chief Information Office positions, institutions and legislations increasingly seen as an essential element in coordination and management of EGOV and ICT initiatives 5 Ascendancy of Local e-governance Emphasis increasingly shifting from the national-level to state- and local-level EGOV to ensure that the benefits are directly delivered to citizens and communities UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 15

GOVERNANCE TRENDS 2 6 Agile Government Developing well architected government structures that are able to respond in time to changes in their environment and with capability for emergency response and sound strategy execution. 7 Mobile and Ubiquitous Government Extending EGOV to mobile platforms, and delivery of location-aware public services and applications anytime and anywhere, which are only possible using mobile technologies. 8 Green Government Government committed to sustainable operations and procurement and showing leadership on the environment to the wider public sector, businesses and citizens. [Greening Government, UK, 2008] 9 Knowledge-Based Government Government relying on knowledge management and information sharing applications for smarter internal operations and for managing stakeholder relationships. 10 Globalizing Government Delivering public services to enable citizens and businesses to participate in the global economy, and to enable state actors to contribute to solving regional and global problems. UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 16

EXAMPLE INNOVATION GOVERNMENT AS A PLATFORM Q: How should governments go about putting in place foundational elements that might constitute government as a platform? How can public service delivery be improved including better leveraging on nonpublic actors? How can governments better incorporate citizen feedback to improve service quality? A: Adaptation to local context, e.g. closing the design-reality gap. Technology versus institutional enablers, and institution-level specialization: o Academia: design and monitoring stages research and education o Private sector: implementation and operation stage technical development o Civil society: operation stage dissemination and sustainability o Government: all stages coordination, regulation and legitimacy UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 17

STAGE 3 TO 4 TRANSITION CHALLENGES 1 Research Shortage of research and understanding about developing DG in specific locations/sectors 2 Policy Tools Absence of DG policy tools adapted to particular locations/sectors 3 Human and Institutional Capacity Shortage of human capacity within locations/sector to build and utilize such tools 4 Multi-Stakeholder Networks Lack of models for engaging academia and other non-private actors in DG initiatives 5 Transition between Stage Incremental development is difficult - different nature of 1-2-3 and 3-4 transitions UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 19

FROM TRANSFORMATION TO SPECIALIZATION measures, solutions data, problems Practice Research rules, procedures evidence, validation cases, exceptions analysis, alternatives Policy UN PUBLIC SERVICE FORUM, DAY AND AWARD, MEDELLIN,24 JUNE 2015, 20

Thank you for listening. Any questions? Elsa Estevez estevez@unu.edu