Category Archives: cool links

Visualizing Open Energy Data in Canada

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If you haven’t seen it yet, Glen Newton has done some really awesome visualizations of Canada’s energy production/consumption data. Here’s a version I “edited”:

What is cool is that, what I mean when I say “edited” is that any of the colour bars can be dragged vertically, so one can move around the components to accentuate different elements or paint a different story. This relatively simple interactivity is really quite powerful.

In addition, I was able to understand what is actually a quite complicated piece of information very quickly. If you tried to write this out I would take pages to explain or, would be numbers in a spreadsheet I would never really wrap my head around. This form is so intuitive to understand it really is fantastic. And of course, the fact that you can move it around means you can interact with it, play with it, and so engage it and try to understand it more readily than something that is static.

These flows are visualized in terms of petajoules, but it would be interesting to see if graphed in terms of value (dollars) as well, as I suspect, that the “pipes” would be very different in size.

Really awesome work by Glen here.

Lies, Damned Lies, and Open Data

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I have an article titles Lies, Damn Lies and Open Data in Slate Magazine as part of their Future Tense series.

Here, for me, is the core point:

On the surface, the open data movement was about who could access and use government data. It rested on the idea that data was as much a public asset as a highway, bridge, or park and so should be made available to those who paid for its creation and curation: taxpayers. But contrary to the hopes of some advocates, improving public access to data—that is, access to the evidence upon which public policy is going to be constructed—does not magically cause governments’, and politicians’, desire for control to evaporate. Quite the opposite. Open data will not depoliticize debate. It will force citizens, and governments, to realize how politicized data is, and always has been.

The long form census debacle here in Canada was, I think, a great example of data getting politicized, and was really helped clarify my thinking around this. This piece has been germinating since then, but the core thesis has occasionally leaked out during some of my talks and discussion. Indeed, you can see me share some of it during the tail end of my opening keynote at the Open Knowledge Foundation International Open Data Camp almost three years ago.

Anyways, please hop on over to Slate and take a look – I hope you enjoy the read.

Fall 2012 – Some Fun Updates

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Hi friends – am super excited about a number of upcoming events I’ve been asked to participate in this fall.

All this means I’ll be in Charlotte, Boston and Washington DC in case friends are around.

Democratic National Convention

Tomorrow, Wednesday, September 6th, the National Democratic Institute has invited me to speak at the International Leaders Summit at the Democratic National Convention. Tim O’Reilly and I will both be giving talks on technology and government – I believe it will be live streamed via a Google Chat room so will try to post details.

Kennedy School of Government, Harvard University

I’ll be giving a talk on the State of Open Government at the Kennedy School on September 25th, as well as, possibly another talk at the Berkman Center for Internet and Society. Promise to blog on any talk I plan to give.

World Summit on Innovation and Entrepreneurship

I’ve also been asked by the State Department to be on a panel on innovation in diplomacy at the World Summit on Innovation and Entrepreneurship in Boston on September 26th. Hope to write up a summary and thoughts about this once it is over.

The White House

I’ll also be speaking to the White House Innovation Fellows in late October – more details on that, but very excited as this is a fantastic group of people doing some very interesting work.

Lots of other exciting stuff happening this fall as well – so hoping to have a bunch of great blog posts I’ll be able to share with people soon.

Transparency Case Study: There are Good and Bad Ways Your Organization can be made "Open"

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If you have not had the chance, I strongly encourage you to check out a fantastic piece of journalism in this week’s Economist on the state of the Catholic Church in America. It’s a wonderful example of investigative and data driven journalism made possible (sadly) by the recent spat of sexual-abuse and bankruptcy cases. As a result some of the normally secret financial records of the Church have been made public enabling the Economist to reconstruct the secret and opaque general finances of the Catholic church in America. It is a fascinating, and at times disturbing read.

The articles also suggests – I believe – a broader lessons for non-profits, governments and companies. Disclosure and transparency are essential to the effective running of an organization. As you read the piece it is clear that more disclosure would probably have compelled the Church to manage its finances in a more fiscally sound manner. It probably would have also made acts that are, at best negligent, at worst corrupt, difficult to impossible. This is, indeed, why many charities, organizations and public companies must conduct audits and publish the results.

But conforming to legal requirements will not shield you from an angry public. My sense is that many member contribution based organizations – from public companies to clubs to governments, are going to feel enormous pressure from their “contributors” to disclose more about how funds are collected, managed, disbursed and used. In a post financial collapse and post Enron era it’s unclear to me that people trust auditors the way they once did. In addition, as technology makes it easier to track money in real time, contributors are going to want more than just an annual audit. Even if they look at it rarely, they are going to want to know there is a dashboard or system they can look at and understand that shows them where the money goes.

I’m open to being wrong about this – and I’m not suggesting this is a panacea that solves all problems, but I nonetheless suspect that many organizations are going to feel pressure to become more transparent. There will be good ways in which that takes place… and bad ways. The Catholic Church story in the Economist is probably an example of the worst possible way: transparency forced upon an organization through the release of documents in a court case.

For anyone running an non-profit, community group, public agency or government department – this makes the article doubly worth reading. It is a case study in the worst possible scenario for your organization. The kind of disaster you never want to have to deal with.

The problem is, and I’m going to go out on a limb here, is that, at some point in the next 10-20 years, there is a non-trivial risk any organization (including your’s, reader) will face a publicity or legitimacy crisis because of a real or imagined problem. Trust me when I tell you: that moment will not be the moment when it is easiest or desirable from a cost, political and cultural perspective, to make your organization more transaparent. So better for you to think about how you’d like to shift policies, culture and norms to make it more transparent and accountable today, when things are okay, than in the crisis.

Consider again the Catholic Church. There are some fascinating and disturbing facts shared in the story that provide some interesting context. On the fascinating side, I had no idea of the scope and size of the Catholic Church. Consider that, according to the article:

“Almost 100m Americans, a third of the nation, have been baptised into the faith and 74m identify themselves as Catholic.”

and

“there are now over 6,800 Catholic schools (5% of the national total); 630 hospitals (11%) plus a similar number of smaller health facilities; and 244 colleges and universities.”

We are talking about a major non-profit that is providing significant services into numerous communities. It also means that the Catholic church does a lot of things that many other non-profits do. Whatever you are doing, they are probably doing it too.

Now consider some of the terrible financial practices the Church tried/tries to get away with because it thinks no one will be able to see them:

Lying about assets: “In a particularly striking example, the diocese of San Diego listed the value of a whole city block in downtown San Diego at $40,000, the price at which it had been acquired in the 1940s, rather than trying to estimate the current market value, as required. Worse, it altered the forms in which assets had to be listed. The judge in the case, Louise Adler, was so vexed by this and other shenanigans on the part of the diocese that she ordered a special investigation into church finances which was led by Todd Neilson, a former FBI agent and renowned forensic accountant. The diocese ended up settling its sexual-abuse cases for almost $200m.”

Playing fast and loose with finances: “Some dioceses have, in effect, raided priests’ pension funds to cover settlements and other losses. The church regularly collects money in the name of priests’ retirement. But in the dioceses that have gone bust lawyers and judges confirm that those funds are commingled with other investments, which makes them easily diverted to other uses.”

Misleading contributors about the destination of funds: “Under Cardinal Bernard Law, the archdiocese of Boston contributed nothing to its clergy retirement fund between 1986 and 2002, despite receiving an estimated $70m-90m in Easter and Christmas offerings that many parishioners believed would benefit retired priests.”

Using Public Subsidies to Indirectly Fund Unpopular Activities: “Muni bonds are generally tax-free for investors, so the cost of borrowing is lower than it would be for a taxable investment. In other words, the church enjoys a subsidy more commonly associated with local governments and public-sector projects. If the church has issued more debt in part to meet the financial strains caused by the scandals, then the American taxpayer has indirectly helped mitigate the church’s losses from its settlements. Taxpayers may end up on the hook for other costs, too. For example, settlement of the hundreds of possible abuse cases in New York might cause the closure of Catholic schools across the city.”

Of course all of this pales in comparison to the most disturbing part of the article: in several jurisdictions, the church is spending money to lobby governments to no extend the statute of limitations around sexual-abuse cases. This is so that it, and its priests, cannot be charged by authorities diminishing the likelihood that they get sued. The prospect that an organization that is supposed to both model the highest ideals of behaviour as well as protect the most marginalized is trying to limit the statues on such a heinous crime is so profoundly disgusting it is hard to put words to it. The Economist gives it a shot:

Various sources say that Cardinal Dolan and other New York bishops are spending a substantial amount—estimates range from $100,000 a year to well over $1m—on lobbying the state assembly to keep the current statute of limitations in place. His office will not comment on these estimates. This is in addition to the soft lobbying of lawmakers by those with pulpits at their disposal. The USCCB, the highest Catholic body in America, also lobbies the federal government on the issue. In April the California Catholic Conference, an organisation that brings the state’s bishops together, sent a letter to California’s Assembly opposing a bill that would extend the statute and require more rigorous background checks on church workers.

This disgusting discover aside, most organizations are probably not going to have the same profound problems found in the Catholic Church. But in almost every organization, no matter the controls, some form of mismanagement is probably taking place. The question is, will you already have in place policies and a culture that support transparency and disclosure before the problem is discovered – or will the crises become the moment where you have to try to implement them, probably under less than ideal circumstances?

As they said after Watergate “It’s not the Crime that kills you, but the cover up,” good transparency and disclosure can’t stop the crime, but it might help prevent them. Moreover, it can also make the cover up harder and, potentially, make it easier to ease the concerns of contributors and rebuilt trust. One could imagine that if the Church had been more transparent about its finances it might have better protected itself against bankruptcy from some of these cases. More importantly, it’s transparency might have make it easier to rebuilt trust, whereas any chance now will just seem like a reaction to the crises, not a genuine desire to operate differently.

Again, I think the pressure on many orgs to be more transparent is going to grow. And managers should recognize there are good and bad conditions under which such transparency can take place. Read this Economist story. In addition to be fascinating, it is a great case study in the worst case scenario for opaque institutions.

China, Twitter and the 0.1%

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Earlier this month I had the good fortune of visiting China – a place I’m deeply curious about and – aside from some second year university courses, the reporting from the Economist, and the occasional trip over to Tea Leaf Nation – remains too foreign to me for comfort given its enormous importance.

As always China – or to be specific – Beijing is overwhelming. The pollution, the people, the energy, the scale. It can be hard to grasp or describe. But I want to talk about my conversations which were overwhelming in other, equally fantastic ways.

As an indirect result of the trip I just posted a piece up on the WeGov section of TechPresident asking “Is Sina Weibo a Means of Free Speech or a Means of Social Control.” The post comes out of a dinner conversation I had in Beijing with Michael Anti, an exceedingly smart and engaging Chinese journalist, political blogger and former Nieman Journalism Fellow at Harvard who has a very interesting analysis about Weibo (Chinese twitter) as a means to enhance the power of the central government. The piece is worth reading largely because of the thoughts he has that are embedded in it.

There was another interesting thread that came out of our dinner conversation – one that was equally sobering. Michael described himself as part of the “Generation 70,” those who, if it isn’t obvious, were born in the 70s. For him, the defining trait or esprit, of that generation was a sense of possibility. As he noted “I’m from a humble family and fairly unimportant city in China, and I got to end up at Harvard.” For him and his peers as China grew, so did many of their opportunities. He argues that they were able to dream big in ways the almost no previous generation of Chinese could.

He contrasts that with the “Generation 90,” those now in mid teens to mid twenties and he sees a generation with small dreams and growing frustration. Forget about access to the top international universities in the world. Indeed, forget about access to top Chinese universities. Such opportunities are now reserved for the super rich and the super connected. What many have felt was a system that was relatively meritocratic is now flagrantly not. According to Anti, the result is that Generation 90 does not have big dreams. Forget about become a world class scientist, founding a leading company, leading an interesting organization. Many do not even dream of owning an apartment. This evolution (devolution?) in moods was summed up succinctly in a poster Anti saw at a demonstration a few months earlier which nihilistic read “We are Generation 90: Sacrifice Us.”

A few days later I had the good fortune of being in Soho (a very upscale neighborhood in Beijing) with a group of Generation 90ers. Eating at a very nice Chinese restaurant above a Nike and Apple store I discretely asked a few them if they agreed with Anti’s assessment about Generation 90.

Were they optimistic about their future? What were their dreams? Did they feel like opportunities for them were shrinking?

I was stunned.

They agreed with Anti. Here I was, in the nation’s capital, sitting in an upper middle class restaurant, with a vibrant, intelligent, bilingual group of young Chinese. This is a group that would easily fit in the top 5% in terms of education, opportunity and income, and most probably in the 1%. And they felt that opportunity for their generation were limited. Their dreams, were more limited than the generation before them.

Maybe this is a sort of Gen X syndrome Chinese style, but if I were the Chinese government, such sentiment would have me worried. There is an acceptance – from what I observed – in China that the system is rigged – but there was clearly a sense that before the benefits were more widely distributed, or at least available on a limited meritocratic basis.

I’ve never been as bullish on China as some of my peers. Between the demographic time bomb that is about to explode, the fact the state spends more on internal security than the military and the weak sense of the rule of law (essential for any effective market) I’ve felt that China’s problems are deeper and ultimately harder to address than say those in India or Brazil. But this conversation has given me new pause. If the 5% or worse, the 1% don’t feel like China can make room for them, where does that leave everyone else not in the .1%? These are, of course, problems many societies must face. But public discourse in China on a subject like this is almost certainly much harder to engage in than in say, Brazil, India or America.

China is a wonderfully complex and nuanced place. So maybe this all means nothing. Maybe it is a sort of Gen X funk. But it has given me a whole lot more to think about.

Living in the Future: My Car isn’t Flying, but it is Cheap and Gamified

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I remember in the early 80’s when I was about 8 years old I walked up to my dad and said “you know the year 2000 really isn’t that far away, and unless something changes we aren’t going to get jetpacks and flying cars.” Even then I could see the innovation curve wasn’t going to meet the expectations movies and books had set for me.

Mostly I’m glad I reset my expectations at such an early age – since it is fairly rare that something comes along that makes me feel like I live in the future: things like the iPad and smartphones. Interestingly however, what feels most like magic to me these days – the thing I do regularly but that feels like it is the future – isn’t something I own, but a service that is all about whatI don’t have to own. A car.

A Car So Cheap, I don’t Own It

I actually belong to two car sharing entities: Modo (like Zipcar) and Car2Go. While I love both it is that latter that really has me feeling like I live in the future.

What makes Car2Go so amazing is that unlike ZipCar and Modo, which have fixed parking spots to which cars must be picked up and returned, Car2Go essentially scattered 600 cars around Vancouver. There are no dedicated parking spots to which you must return the car. You can leave it anywhere in the city that isn’t private parking or metered.

So, to lay it out. Here’s the process of using one of these cars:

  1. Fire up your smart phone and locate the nearest car – generally within 10-400 meters.
  2. Walk to said car
  3. Once you arrive, hold your Car2Go card against the windshield to “sign in” to the car
  4. Get in and start driving to your destination.
  5. Upon arrival, “sign out” by holding your card against the windshield

I then automatically get billed at $0.35 a minute for use, so basically a 10 minute car ride (about the average length of a trip when in Vancouver) comes to $3.50, about $1 more than bus fare. I can’t even begin to describe the convenience of this service. What it saves me over having to own a car… mind boggling. Between walking, transit, car2go, modo, taxis and uber…. living without owning a car has never been easier, even with a 7 month old.

But again, the magic is that, where ever I am in the city, I can pull up my phone, generally find a car within 2-3 minutes walk and drive anywhere I want without having to plan it all beforehand. There are, quite literally, cars scattered around Vancouver, at my disposal. Brilliant.

Gamifying my Car to help the environment

Once you get into a Car2Go (they are all two seater Smart cars built by Mercedes-Benz) there is a little screen that allows you to control a map and the radio. The other day however, I noticed a little green leaf icon with a number in it, so pushed that “button” to see what would happen.

Turns out Car2Go has a gamified driving. The onboard computer measures your performance around acceleration, cruising and deceleration and provides you with a score that reflects your performance. I took the photo below at the end of a ride the other day.

green-dashboard

What determines your score – from what I can tell-  is your efficiency around accelerating, cruising and decelerating. So the more smoothly you brake the gentler your acceleration (not an easy feat in a Smart Car) the better your score. Cruising appears to be about smoothness as well.

Once you are aware of these scoreboard – even if you are not looking at it and it is only in the back of your mind – I find myself trying to drive more smoothly.

In the subtitle, I point out that all this probably helps the environment by reducing the amount of gas consumed by Car2Go drivers. But I bet it also helps reduce maintenance costs on Car2Go’s cars. I’m sure many people are rougher on shared cars than they are on their own and that this gamification helps dampen that effect.

Either way, if you’d asked my six year old self if I’d not own a car when I’m 35, and that I’d actually be sharing a car with hundreds of other residents that I could swipe into using a simple card and that had a game inside it that urged me to drive more sustainable.. I suspect I’d just looked confused. But using Car2Go is probably the closest I get, on a regular basis, to doing something I really couldn’t have imagined when I was 6. And that’s kind of fun.

If you are away from your cell phone… Awesome South African Online Ad

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Was doing some research for a story I am writing over at TechPresident which had me visiting the site of Mxit, a social network built largely for mobile phones and used by urban youths in South Africa.

Check out the landing page for the site (note the red circle):

mobile-only-2

 

So, where I grew up “Never Let the Conversation End” meant porting the “conversation” over to a mobile device. In South Africa, for these young people, it is the opposite. Here’s a zoom in, for those who couldn’t read it…

It’s not that we’ve needed more evidence for understanding that the way access to the internet was going to come to emerging economies was not through one laptop per child or telecentres but via cellphones. That all said, it is still very striking when you see a manifestation of that logical conclusion spread out right in front of you.

Today there are over 500 million cell phones in Africa and, according to the Guardian, that number is growing fast. As the percentage of smart phones increases as well, I’ll expect more of these moments that seem foreign to me, someone who started out on the non-mobile internet.

Help OpenNorth Raise 10K to Improve Democracy and Engagement thru Tech

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Some of you may know that I sit on the board of directors for OpenNorth – a cool little non-profit that is building tools for citizens, governments and journalists to improve participation and, sometimes, just make it a little bit easier to be a citizen. Here’s great example of a simple tool they created that others are starting to use – Represent – a database that allows you to quickly figure out all the elected officials the serve the place where you are currently standing.

As a humble non-profit OpenNorth runs on a shoestring, with a lot of volunteer participation. With that in mind we’d like to raise $10,000 this Canada Day. I’ve already donated $100.

The reason?

To sponsor our next project – Citizen Writes – which, inspired by the successful Parliament Watch in Germany, would allow citizens to publicly ask questions both to candidates during elections and to representatives in office. The German site has, since 2004, posed over 140,000 questions from everyday citizens of which 80% been answered by politicians. More importantly such a tool could empower all back benchers, rebalancing power which is increasingly centralized in Canada.

I encourage you to check out our other projects too – I think you’ll find we are up to all sorts of goodness.

You can read more at the OpenNorth blog, or donate by going here.

The US Government's Digital Strategy: The New Benchmark and Some Lessons

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Last week the White House launched its new roadmap for digital government. This included the publication of Digital Government: Building a 21st Century Platform to Better Serve the American People (PDF version), the issuing of a Presidential directive and the announcement of White House Innovation Fellows.

In other words, it was a big week for those interested in digital and open government. Having had some time to digest these docs and reflect upon them, below are some thoughts on these announcement and lessons I hope governments and other stakeholders take from it.

First off, the core document – Digital Government: Building a 21st Century Platform to Better Serve the American People – is a must read if you are a public servant thinking about technology or even about program delivery in general. In other words, if your email has a .gov in it or ends in something like .gc.ca you should probably read it. Indeed, I’d put this document right up there with another classic must read, The Power of Information Taskforce Report commissioned by the Cabinet Office in the UK (which if you have not read, you should).

Perhaps most exciting to me is that this is the first time I’ve seen a government document clearly declare something I’ve long advised governments I’ve worked with: data should be a layer in your IT architecture. The problem is nicely summarized on page 9:

Traditionally, the government has architected systems (e.g. databases or applications) for specific uses at specific points in time. The tight coupling of presentation and information has made it difficult to extract the underlying information and adapt to changing internal and external needs.

Oy. Isn’t that the case. Most government data is captured in an application and designed for a single use. For example, say you run the license renewal system. You update your database every time someone wants to renew their license. That makes sense because that is what the system was designed to do. But, maybe you like to get track, in real time, how frequently the database changes, and by who. Whoops. System was designed for that because that wasn’t needed in the original application. Of course, being able to present the data in that second way might be a great way to assess how busy different branches are so you could warn prospective customers about wait times. Now imagine this lost opportunity… and multiply it by a million. Welcome to government IT.

Decoupling data from application is pretty much close to the first think in the report. Here’s my favourite chunk from the report (italics mine, to note extra favourite part).

The Federal Government must fundamentally shift how it thinks about digital information. Rather than thinking primarily about the final presentation—publishing web pages, mobile applications or brochures—an information-centric approach focuses on ensuring our data and content are accurate, available, and secure. We need to treat all content as data—turning any unstructured content into structured data—then ensure all structured data are associated with valid metadata. Providing this information through web APIs helps us architect for interoperability and openness, and makes data assets freely available for use within agencies, between agencies, in the private sector, or by citizens. This approach also supports device-agnostic security and privacy controls, as attributes can be applied directly to the data and monitored through metadata, enabling agencies to focus on securing the data and not the device.

To help, the White House provides a visual guide for this roadmap. I’ve pasted it below. However, I’ve taken the liberty to highlight how most governments try to tackle open data on the right – just so people can see how different the White House’s approach is, and why this is not just an issue of throwing up some new data but a total rethink of how government architects itself online.

There are of course, a bunch of things that flow out of the White House’s approach that are not spelled out in the document. The first and most obvious is once you make data an information layer you have to manage it directly. This means that data starts to be seen and treated as a asset – this means understanding who’s the custodian and establishing a governance structure around it. This is something that, previously, really only libraries and statistical bureaus have really understand (and sometimes not even!).

This is the dirty secret about open data – is that to do it effectively you actually have to start treating data as an asset. For the White House the benefit of taking that view of data is that it saves money. Creating a separate information layer means you don’t have to duplicate it for all the different platforms you have. In addition, it gives you more flexibility in how you present it, meaning the costs of showing information on different devices (say computers vs. mobile phones) should also drop. Cost savings and increased flexibility are the real drivers. Open data becomes an additional benefit. This is something I dive into deeper detail in a blog post from July 2011: It’s the icing, not the cake: key lesson on open data for governments.

Of course, having a cool model is nice and all, but, as like the previous directive on open government, this document has hard requirements designed to force departments to being shifting their IT architecture quickly. So check out this interesting tidbit out of the doc:

While the open data and web API policy will apply to all new systems and underlying data and content developed going forward, OMB will ask agencies to bring existing high-value systems and information into compliance over a period of time—a “look forward, look back” approach To jump-start the transition, agencies will be required to:

  • Identify at least two major customer-facing systems that contain high-value data and content;
  • Expose this information through web APIs to the appropriate audiences;
  • Apply metadata tags in compliance with the new federal guidelines; and
  • Publish a plan to transition additional systems as practical

Note the language here. This is again not a “let’s throw some data up there and see what happens” approach. I endorse doing that as well, but here the White House is demanding that departments be strategic about the data sets/APIs they create. Locate a data set that you know people want access to. This is easy to assess. Just look at pageviews, or go over FOIA/ATIP requests and see what is demanded the most. This isn’t rocket science – do what is in most demand first. But you’d be surprised how few governments want to serve up data that is in demand.

Another interesting inference one can make from the report is that its recommendations embrace the possibility of participants outside of government – both for and non-profit – can build services on top of government information and data. Referring back to the chart above see how the Presentation Layer includes both private and public examples? Consequently, a non-profits website dedicated to say… job info veterans could pull live data and information from various Federal Government websites, weave it together and present in a way that is most helpful to the veterans it serves. In other words the opportunity for innovation is fairly significant. This also has two addition repercussions. It means that services the government does not currently offer – at least in a coherent way – could be woven together by others. It also means there may be information and services the government simply never chooses to develop a presentation layer for – it may simply rely on private or non-profit sector actors (or other levels of government) to do that for it. This has interesting political ramifications in that it could allow the government to “retreat” from presenting these services and rely on others. There are definitely circumstances where this would make me uncomfortable, but the solution is not to not architect this system this way, it is to ensure that such programs are funded in a way that ensures government involvement in all aspects – information, platform and presentation.

At this point I want to interject two tangential thoughts.

First, if you are wondering why it is your government is not doing this – be it at the local, state or national level. Here’s a big hint: this is what happens when you make the CIO an executive who reports at the highest level. You’re just never going to get innovation out of your government’s IT department if the CIO reports into the fricking CFO. All that tells me is that IT is a cost centre that should be focused on sustaining itself (e.g. keeping computers on) and that you see IT as having no strategic relevance to government. In the private sector, in the 21st century, this is pretty much the equivalent of committing suicide for most businesses. For governments… making CIO’s report into CFO’s is considered a best practice. I’ve more to say on this. But I’m taking a deep breath and am going to move on.

Second, I love how the document also is so clear on milestones – and nicely visualized as well. It may be my poor memory but I feel like it is rare for me to read a government road map on any issues where the milestones are so clearly laid out.

It’s particularly nice when a government treats its citizens as though they can understand something like this, and aren’t afraid to be held accountable for a plan. I’m not saying that other governments don’t set out milestones (some do, many however do not). But often these deadlines are buried in reams of text. Here is a simply scorecard any citizen can look at. Of course, last time around, after the open government directive was issued immediately after Obama took office, they updated these score cards for each department, highlight if milestones were green, yellow or red, depending on how the department was performing. All in front of the public. Not something I’ve ever seen in my country, that’s for sure.

Of course, the document isn’t perfect. I was initially intrigued to see the report advocates that the government “Shift to an Enterprise-Wide Asset Management and Procurement Model.” Most citizens remain blissfully unaware of just how broken government procurement is. Indeed, I say this dear reader with no idea where you live and who your government is, but I enormously confident your government’s procurement process is totally screwed. And I’m not just talking about when they try to buy fighter planes. I’m talking pretty much all procurement.

Today’s procurement is perfectly designed to serve one group. Big (IT) vendors. The process is so convoluted and so complicated they are really the only ones with the resources to navigate it. The White House document essentially centralizes procurement further. On the one hand this is good, it means the requirements around platforms and data noted in the document can be more readily enforced. Basically the centre is asserting more control at the expense of the departments. And yes, there may be some economies of scale that benefit the government. But the truth is whenever procurement decision get bigger, so to do the stakes, and so to does the process surrounding them. Thus there are a tiny handful of players that can respond to any RFP and real risks that the government ends up in a duopoly (kind of like with defense contractors). There is some wording around open source solutions that helps address some of this, but ultimately, it is hard to see how the recommendations are going to really alter the quagmire that is government procurement.

Of course, these are just some thoughts and comments that struck me and that I hope, those of you still reading, will find helpful. I’ve got thoughts on the White House Innovation Fellows especially given it appears to have been at least in part inspired by the Code for America fellowship program which I have been lucky enough to have been involved with. But I’ll save those for another post.

Mainstreaming The Gov 2.0 Message in the Canadian Public Service

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A couple of years ago I wrote a Globe Op-Ed “A Click Heard Across the Public Service” that outlined the significance of the clerk using GCPEDIA to communicate with public servants. It was a message – or even more importantly – an action to affirm his commitment to change how government works. For those unfamiliar, the Clerk of the Privy Council is the head of the public service for the federal government, a crude analogy would be he is the CEO and the Prime Minister is the Chairman (yes, I know that analogy is going to get me in trouble with people…)

Well, the clerk continues to broadcast that message, this time in his Nineteenth Annual Report to the Prime Minister on the Public Service of Canada. As an observer in this space what is particularly exciting for me is that:

  • The Clerk continues to broadcast this message. Leadership and support at the top is essential on these issues. It isn’t sufficient, but it is necessary.
  • The role of open data and social media is acknowledged on several occasions

And as a policy entrepreneur, what is doubly exciting is that:

  • Projects I’ve been personally involved in get called out; and
  • Language I’ve been using in briefs, blog posts and talks to public servants is in this text

You can, of course, read the whole report here. There is much more in it than just talk of social media and rethinking the public service, there is obviously talk about the budget and other policy areas as well. But bot the continued prominence given to renewal and technology, and explicit statements about the failure to move fast enough to keep up with the speed of change in society at large, suggests that the clerk continues to be worried about this issue.

For those less keen to read the whole thing, here are some juice bits that mattered to me:

In the section “The World in Which We Serve” which is basically providing context…

At the same time, the traditional relationship between government and citizens continues to evolve. Enabled by instantaneous communication and collaboration technologies, citizens are demanding a greater role in public policy development and in the design and delivery of services. They want greater access to government data and more openness and transparency from their institutions.

Under “Our Evolving Institution” which lays out some of the current challenges and priorities we find this as one of the four areas of focus mentioned:

  • The Government expanded its commitment to Open Government through three main streams: Open Data (making greater amounts of government data available to citizens), Open Information (proactively releasing information about Government activities) and Open Dialogue (expanding citizen engagement with Government through Web 2.0 technologies).

This is indeed interesting. The more this government talks about open in general, the more it will be interesting to see how the public reacts, particularly in regards to its treatment of certain sectors (e.g. environmental groups). Still more interesting is what appears to be a growing recognition of the importance of data (from a government that cut the long form census). Just yesterday the Health Minister, while talking about a controversial multiple sclerosis vein procedure stated that:

“Before our government will give the green light to a limited clinical trial here in Canada, the proposed trial would need to receive all necessary ethical and medical approvals. As Minister of Health, when it comes to clinical issues, I rely on advice from doctors and scientists who are continually monitoring the latest research, and make recommendations in the best interests of patient health and safety.”

This is, interestingly, an interesting statement from a government that called doctors “unethical” because of their support for the insite injection site which, the evidence shows, is the best way to save lives and get drug users into detox programs.

For evidence based policy advocates – such as myself – the adoption of the language of data is one that I think could help refocus debates onto a more productive terrain.

Then towards the bottom of the report there is a call out that mentions the Open Policy conference at DFAIT I had the real joy of helping out convene and that I served as the host and facilitator for.

Policy Built on Shared Knowledge
The Department of Foreign Affairs and International Trade (DFAIT) has been experimenting with an Open Policy Development Model that uses social networking and technology to leverage ideas and expertise from both inside and outside the department. A recent full-day event convened 400 public and private sector participants and produced a number of open policy pilots, e.g., an emergency response simulation involving consular officials and a volunteer community of digital crisis-mappers.

DFAIT is also using GCConnex, the Public Service’s social networking site, to open up policy research and development to public servants across departments.

This is a great, a much deserved win for the team at DFAIT that went out on a limb to run this conference and we rewarded with participation from across the public service.

Finally, anyone who has seen me speak will recognize a lot of this text as well:

As author William Gibson observed, “The future is already here, it’s just unevenly distributed.” Across our vast enterprise, public servants are already devising creative ways to do a better job and get better results. We need to shine a light on these trailblazers so that we can all learn from their experiments and build on them. Managers and senior leaders can foster innovation—large and small—by encouraging their teams to ask how their work can be done better, test out new approaches and learn from mistakes.

So much innovation in the 21st century is being made possible by well-developed communication technologies. Yet many public servants are frustrated by a lack of access to the Web 2.0 and social media tools that have such potential for helping us transform the way we work and serve Canadians. Public servants should enjoy consistent access to these new tools wherever possible. We will find a way to achieve this while at the same time safeguarding the data and information in our care.

I also encourage departments to continue expanding the use of Web 2.0 technologies and social media to engage with Canadians, share knowledge, facilitate collaboration, and devise new and efficient services.

To be fully attribute, the William Gibson quote, which I use a great deal, was something I first saw used by my friend Tim O’Reilly who is, needless to say, a man with a real ability to understand a trend and explain an idea to people. I hope his approach to thinking is reflected in much of what I do.

What, in sum, all these call outs really tell us is that the Gov 2.0 message in the federal public service is being mainstreamed, at the very least among the most senior public servants. This does not mean that our government is going to magically transform, it simply means that the message is getting through and people are looking for ways to push this type of thinking into the organization. As I said before, this is not sufficient to change the way government works, but it is necessary.

Going to keep trying to see what I can do to help.