Trends in e-government reflect trends in society but also help shape public services and governance. What really is happening now and how will this continue up to 2020? Why we should be both excited yet cautious.

1. SMARTERCITIESSMARTERSERVICES 2020 VISIONEightmega trends in e-governmentfor the next eightyears Jeremy Millard Senior Consultant DanishTechnologicalInstitute

3. Random

4. Coercive

5. Rules-based

6. Administrative

7. Top-down

8. Gov-centric

9. One-size-fits-all

10. Transparent

11. Responsive

12. Innovative

13. Both bottom-up & top-down

14. User-centric

15. User-driven

16. Participatory

17. Open

18. Personalised

19. Relationship- & behaviour-based

21. 1) The web becomes social and semantic It’s not the technology, stupid 4

23. The incentive to share data becoming stronger, that users are changing the way they think about privacy* Source: http://weblogs.hitwise.com/heather-dougherty/2010/11/facebookcom_generates_nearly_1_1.html

25. From html to RDF (resource description framework)

26. Machines as well as people can “understand”, find, evaluate and sort data thereby creating knowledge and services

27. Huge unexploited data reservoirs

28. Distributed data, seamless ‘cloud computing’

29. Data mining, pattern recognition, visualisation, gaming

30. Information, consultation, polling, voting, etc.

31. Greater precision on policy choices & trade-offsWhat about Web 4.0?? Contextualises data about people, places and things – e.g. data about who people are, who they know, where they have been, are now and plan to go, what they are doing, etc. Can be used automatically to assist and support people in their everyday lives…..can also be used subversively

32. The web becomes social and semantic For example www.trueknowledge.com & www.wolframalpha.com

33. 2) Smash the silos and share (everything?) What’s mine is yours, and what’s yours is mine 8

35. 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.

37. 3) Get lost in the cloud …don’t say: ”get off of my cloud” 11

39. 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.

40. 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.12

42. Standardised building blocks

43. From scratch

44. 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

45. The necessary semantic-based SOAs are in place or under development13

46. A cloud of public services The silos approach Breakingdownintofundamentals Opening up Cloud of public services (who’s in charge?) European Commission, 2010

47. Widgets on Danish citizen portal The service utilises data from the personalised user profile authorised by the user. The system clarifies whether the actual user has permission to view the requested data Single sign on widget 15

48. Don’t trust your public health service with your data? Outsource your health data to Microsoft

49. 4) The future is mobile Mobile adds where, when and who I am to government services Google: 27 April 2011 ”39 percent of people use their smart phones while going to the bathroom.” 17

50. The power3 of mobile More convenient accessibility and availability – power of pull always on carried around everywhere, thus can provide instant information and response Better precision and personalisation in targeting users and delivering content – power of push mobile devices are used mainly by single individuals (although can also be shared for example in a family or local community) this increases the acceptance, adoption and usage of online government Larger and wider user base compared to wired services – power of reach Nearest Tube by acrossair. iPhone app

52. Location-based / place-related

53. Real time, augmentedreality

54. Offered appropriateeveryday services as walk down the street

55. Location or event creates real time opportunities for content, participation, action

57. 5) Users changehowtheyaccess & use services The portal or the fast cloud search….. 21

58. The big battle… HOT NEWS FROM THE FRONT LINE UK’s world class citizens portal http://www.direct.gov.uk

60. Number 4 in world, highest in Europe (UN 2010)

61. Number 4 in world, 2nd highest in Europe (Waseda 2009)

62. Joint number 1 in online availability in Europe (EU 2009)

63. Over last 4 years, UK spent $60 million on main government portal: direct.gov.uk – acclaimed as worldclass

64. BUT this is used LESS than an unofficial site which cost nothing apart from half a day’s work by concerned volunteers

66. The government accepts the challenge…. “Only a small minority of Directgov users come in through the home page (12%) as the majority of visitors arrive from search (52%) or via an external link (43%) straight to one of the big transactions such as car tax, student loans or job search” (2010) Source: http://www.cabinetoffice.gov.uk/news/digital-default-proposed-government-services

67. ….and so government starts the fight back…. Launched 10 May 2011: http://www.alpha.gov.uk

68. ….but the “citizens” are sceptical… ….the battle continues http://www.directionlessgov.com

70. BUT citizen usage is low – DTI research:

71. “Why go to a portal first when I am already somewhere else on the web? I want to go direct to the service I need.”

72. “Everything (services, applications, platforms, infrastructure) is – or will be – in the cloud anyway, so just use Google or other search engines to find what you need.”

73. “Do we hang on to grandiose portals because they are a showcase – just like an imposing town hall – but what do they really do for all that money?“

74. Some even predict no more web-sites in 5 years ? !Organisations/firms/individuals make content available (in the cloud) and users create their own content, services on their own platforms.

75. 6) New ‘business’ models Time for change…? 29

76. Usurping the role of government (1)

77. Usurping the role of government (2)

79. Focus on elderly people (but little distinction in practice)

80. Critical: LA funding enabled a team to spend time with 250 elderly in their homes and networks (ethnographic research) to involve in own service design

82. People are core, but enabled by ICT, e.g.:

83. website for information and matching needs with solutions/volunteers

84. club and other events

85. earning/buying and spending tokens

86. access to other services

87. mobile/SMS alerts, ICT training, etc.

89. Contextual implementation of ICT – start from the needs of the citizen (perhaps mediated by people or organisations closest to them) rather than government

90. Leadership, ownership & accountability at the grassroots

91. New (power) relationships between professionals and citizens

92. Builds widespread skills and competencies

93. Re-use existing public sector information (open government / open data)

94. Involves much less finance, has much shorter development cycles, and includes a whole range of stakeholders

95. More experimental and may ‘fail’ as often as large scale top-down government initiatives, but being cheap and small can be quickly corrected, and then scaled up if successful (Clay Shirky: “publish then filter, rather than filter then publish”)

96. Because they start from the bottom, many address not just the physical needs of disadvantaged citizens but also helps give them self-fulfilment and esteem, etc.

99. Groups easily and freely forming, cooperating, acting, dissolving (the platforms are free and the costs are zero)

100. Complex societal problems cannot be solved by the state alone (or by the market alone) …. tried that…

102. To improve the functioning of the public sector

103. To improve decision- and policy making in the public sector

104. To improve social and economic outcomes for everybody

106. 8) Open & relationship-basedgovernment Trust goes both ways 39

108. Open for collaboration (PPPs, PCPs)

109. alwaysmore relevant talent and knowledgeoutsideany organisation (includinggovernment) thaninside. The challenge is to understand this, find the talent or knowledge and use it wisely – crowdsourcing

110. Transparent, participatory and personalised

112. UK and Netherlands: personal budgets: hugeimprovementsreported in costsavings, quality of service and citizensatisfaction

114. Informal dialogue, including in person: what is the best way to handle the conflict

115. Use of mediationtechniques

118. exposure of inside of government (transparency, openness, accountability)

119. civil servants and politicians out on the streets but still connected

120. turning government outside-in:

121. letting in private & civil sectors (PPPs, PCPs)

122. letting in users (e.g. to design policy, make decisions, as ‘co-creators’ of services)

123. Future mandate of public sector – loss of competence?

124. loss of knowledge, competence and control through commoditisation and outsourcing

125. government shrinks to a rump -- arms length government?