WA government launches open data consultation

The Western Australian Department of Premier and Cabinet has launched a consultation regarding their proposed whole of government Open Data policy - citing the relative underutilisation of data and the prospect of unlocking opportunities for greater insights and services.

It's good to see WA take this step. While they've had data available openly, primarily through WA LandGate, there was no clear overall policy or direction taken by the government and relative immaturity in how agency data was published for reuse.

The consultation is designed to create a policy which supports a standard approach to open data across WA government and both educate and encourage agencies to understand the value of data and how to release it effectively and appropriately for reuse.

To read and comment on the consultation, visit www.dpc.wa.gov.au/Consultation/Pages/WAWholeofGovernmentOpenDataPolicy-Draft.aspx

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Intrapreneurship and the art of digital transformation - improving how government operates

It's been a tough week to resume blogging about digital government, egovernance and Gov 2.0, with the attention of the media, public, public service and politicians fixed on politics rather than the operations of government.

However the nature of government, and of humans in general, is that politics is always a key element in getting stuff done (or undone as the case may be).

When it comes to improving how government operates and serves the public, in my view the goal or outcome of Gov 2.0 (whatever buzzword is used to describe the topic), the political element must always be considered part of the fabric of the process.

Little gets done without the authorisation and example of management, or at least a blind eye from those at the top allowing gray space in laws and policies for changes to creep through.

The discussion and debate over whether (and how much) innovation can occur in government, whether agencies can transform themselves to meet citizen expectations while reducing costs - as typified by the concept of Digital Transformation - thus must consider the political elements as well as the practical.

Do the political masters of the public service support Digital Transformation and what does 'support' mean in practice? Do the appointed heads and senior executives of government agencies embrace and champion the change, despite potential disruptions to their orderly structures and ongoing policy challenges? Do the middle management understand completely the vision and goals of the process, and can it be aligned with their practical day to day struggles to allocate the right people and resources to meet the goals of their agencies? And are the officers who undertake many of the roles requires to keep the machinery of government operating mentally and physically prepared to change their habits in pursuit of change?

Aligning these factors is a challenge at an agency level, at a whole-of-government level it becomes even more so, but it is a challenge that public servants face after every election, Ministerial shuffle or machinery of government change.

Indeed often the challenge is that there's simply too much and too frequent change in government for officers to become familiarised with the last set of changes before being thrown into new ones, with the leadership - political and operational - finding it hard to bed down new systems before being confronted with new ones,

This blend of stability, structure and chaos into which the announcement of the creation of a Digital Transformation Office has been made, at a time when the nation is discussing questions of national leadership and the public sector is still bedding down the machinery of government changes of 12 months ago, and the Ministerial changes of last month may thus seem a very challenging environment in which to achieve success.

Having come from an entrepreneurial environment, and having successfully intrapreneured in government, participating in and running teams of technologists and business professionals, my view is that the current moment in government is possibly the best time and opportunity for groups seeking to create change that we've seen in a few years.

Innovation flourishes when the status quo is uncertain and malleable, not within environments where structure and objectives are clear cut and certain.

When organisations are clear on their objectives, have optimum structures to achieve them and have leadership focused on the task at hand, innovation is kept to the margins, providing incremental improvements to maintain the status quo.

But when the status is not quo, when change is the norm and the goals are less clear, innovation can be bolder and  more revolutionary. It becomes possible to consider radical options, to allow a greater risk of failure in the pursuit of larger outcomes and success.

For digital transformation to succeed it must be possible to link together disparate systems and thinking from across government, to smash through existing silos and processes when considering new designs for policy creation and delivery and rebuild the mechanisms that underpin the operations of government not just in new forms, but in new ways.

There's no better time to attempt this then when existing silos are fragile and the pressure of falling budgets, personnel and loss of expertise is mounting.

The challenge will be to gain the advocacy and mindshare required to drive through the transformation agenda alongside the competing priorities that agencies now face.

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Back on the blog

I've had a two month break from blogging over summer due to a range of other things going on in my life.

I'll be getting back into the habit of blogging over the next few weeks to catch up on all the awesome - and not so awesome - things happening in the Gov 2.0 / egovernance sphere in Australia and internationally.

With the Prime Minister and Communications Minister Malcolm Turnbull recently having announced the creation of a Digital Transformation office, albeit an unfunded one, and the Prime Minister even more recently characterising social media as 'electronic graffiti' (a matter already taken up by The Conversation and other media, including on social media itself), there's already plenty of interesting topics to discuss in the public sector digital sector.

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Govinnovate 2014 liveblog Day 3

We're into the third and final day for GovInnovate 2014, with masterclasses from Mark Headd and Dominic Campbell.

For the proceedings, follow #govinnovate on Twitter or the liveblog below.

Live Blog GovInnovate 2014 liveblog day 3

 

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Becoming an iPhone, not a vending machine - GovInnovate 2014

This morning at GovInnovate 2014, Mark Headd from Accela spoke on the topic of civic hacking - a movement that involves people helping improve their society through spontaneous and unpaid volunteering.

He highlighted the example of a group in the UK who, while out on a night out, found a broken bike rack and set about repairing it.



These types of acts are contrary to the popularised notion of hacking, which involves malicious invasion, theft and destruction of virtual properties - data, systems, websites and physical devices connected to digital networks.

However civic hacking is a very powerful force and an expression of people's desire to improve their own environments and societies, to contribute in a positive way.

Mark spoke about government as a platform, suggesting that government must become more like an iPhone than a vending machine, in that rather than delivering everything itself, end-to-end, that government focus on the 'irreducible core' of functions and allow the community, not-for-profits and businesses deliver everything else, including services build on and for government.

Headd: government as a platform means agencies must be more like iPhones than vending machines #govinnovate pic.twitter.com/xigpJppgF0
— Craig Thomler (@craigthomler) November 25, 2014

He said that Apple's most significant innovation was opening up the iPhone to third part apps, resulting in an explosion of creativity and innovation, and building the iOS platform, first phones and then tablets, into the phenomenon it is today.

The challenge for government is in ensuring that it releases data and services in appropriate services for reuse - not simply dumping spreadsheets online as open data, but developing APIs and other data services which allow data and government services to have a community endpoint, enabling civic hackers to generate services and solutions of value to the community.

He also said that where government is focused on delivering services, it must take note of the 'design paths', the routes chosen by citizens to achieve a destination.

Similar to worn paths across public areas, civic hackers are now creating design paths technologically - redeveloping government and commercial services to suit their own needs.

Headd: desire paths are manifestations of human dissatisfaction with the services provided to them. #govinnovate pic.twitter.com/cqg0Q3BxF1
— Craig Thomler (@craigthomler) November 25, 2014

Governments that adopt these two principles - enable civic hackers, and follow the design paths, are likely to become vastly more effective at meeting citizen needs while reducing costs and complexity.

Mark finished by saying that the window for innovation is still open for government, however that window may not remain open indefinitely - technology is not forgiving and the community is powering ahead.

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