Category Archives: technology

The Future of USDS: Trump, civic tech and the lesson of GDS

Across Washington, the country, and the world, the assumptions people have about various programs, policies and roles have been radically altered in the last 12 hours with the victory of President-Elect Trump. Many of my students and colleagues have asked me — what does this mean for the future of United States Digital Service and 18F? What should it mean?

This is not the most important question facing the administration. But for those of us in this space the question matters. Intensely. And we need a response. USDS and 18F improve how Americans interact with their government while saving significant amounts of money. Democrats and Republicans may disagree over the size of government, but there is often less disagreement over whether a service should be effectively and efficiently delivered. Few in either party believe a veteran should confront a maze of forms or confusing webpages to receive a service. And, the fact is, massive IT failures do not have a party preference. They have and will continue to burn any government without a clear approach of how to address them.

So what will happen now?

The first risk is that the progress made to date will get blown up. That anything attributed to the previous administration will be deemed bad and have to go. I’ve spent much of the morning reaching out to Republican colleagues, and encouraging those I know in the community to do the same. What I’ve heard back is that the most plausible scenario is nothing happens. Tech policy sits pretty low on the priority list. There will be status quo for likely a year while the administration figures out what is next.

That said, if you are a Republican who cares about technology and government, please reach out. I can connect you with Jen Pahlka who would be happy to share her understanding of the current challenges and how the administration can use USDS to ensure this important work continues. There are real challenges here that could save billions and ensure Americans everywhere are better served.

The second risk is implosion. Uncertainty about what will happen to USDS and 18F could lead to a loss of the extraordinary talent that make the organizations so important.

Each employee must decide for themselves what they will do next. Those I’ve had the privilege to engage with at USDS, 18F or who served as Presidential Innovation Fellows have often displayed a sense of duty and service. The divisive nature of the campaign has created real wounds for some people. I don’t want to pretend that that is not the case. And, the need to push governments to focus on users, like Dominic, is no less diminished. Across Washington, there are public servants who did not vote Republican who are returning to their jobs to serve the best they can. The current administration has been effective in issuing a call to arms to civic technologists to help government. Now, having created a critical mass of civic technologists in DC, can it hold to continue to have the influence and grow the capabilities a 21st century government needs? Maintaining this critical mass is a test that any effort to institutionalize change must clear.

If you work for USDS or 18F, there are maps. The Government Digital Service was created by a partnership between a Conservative Minister (Francis Maude) and a group of liberal technologists (Mike Bracken et al). I doubt either party was naturally comfortable with the other at first, but an alliance was made and both its strengths and its flaws could serve as one template for a way to move forward.

My own sense is the work of USDS and 18F must be bigger than any one administration or party. For some this is a painful conversation, for others it is an easy conclusion. I understand both perspectives.

But in either case, there must be a dialogue around this work. So please, both sides. Find a way to talk. There is certainly a need for that in the country.

If there is anything we can do at Harvard Kennedy School to convene actors on either side of the aisle to help find a path forward for this work, please let me know. This work is important, and I hope it will not be lost.

Addendum: Just saw Naoh Kunin’s piece on why he is staying. Again, everyone has to make their choice, but believe in the conversation.

Improvising a Digital Curriculum at the Harvard Kennedy School of Government

Since arriving as a Lecturer at the Kennedy School of Government at Harvard, I’ve been thinking a lot about how to integrate digital into the curriculum. I have a course on Digital Government and will be teaching modules next term on what we’ve learned from Digital Services (like USDS and GDS) as well as one dissecting why Healthcare.gov failed and what we learned.

However, many students ask me what else they should be taking. And while I have broader thoughts on what policy schools and schools of government should be doing (more on that in another piece), carving out a digitally oriented curriculum based on assets the school already has is both a good exercise and can provide some instant advice to interested students. And the good news is, there more that touches digital at the Kennedy School than people realize — it just isn’t always framed that way.

So, for students looking at this space there are two ways I would look for courses.

The first is to identify courses that zero in on some areas of knowledge that are core to understanding digital. I’ve identified 5 that I think every school should focus on (and would love feedback on these): User Needs, Design Thinking, Data, Privacy and Security (and yes, privacy and security are separated for good reason!). I have more thoughts on why I’ve chosen these 5, but will save that for another piece so we can stay focused.

Having a grounding in each of these topics is critical. They touch pretty much every other topic, concept and idea in the digital space. I cover each of these in my DPI-662 to provide students with such a grounding, but ideally there are (or should be) more courses that would allow students to delve even deeper into them.

With that in mind, the chart below outlines some courses I know, or suspect, would accomplish this goal. The dark blue courses are explicitly about digital/technology in government, while the light blue ones cover relevant subject matter, but may require the student to make linkages to the digital (perhaps by choosing their assignments or the cases they focus on strategically).

The second way to identify courses is by the type of job or role you hope to pursue after graduation. Here, broadly see three types of career paths:

  • Politics: For students who intend to be politicians, or a staffer
  • Administration/Operations: For students who intend to run large organizations or oversee the delivery of services
  • Policy and Regulation: For students who want to write and/or advocate policy

Again, a basic grounding in the five disciplines outlined previously is an essential prerequisite. This is because this second batch of courses draws on all 5 in varying degrees. The courses may emphasize some — like say security or data — more than others, but having a grounding all five will both make these courses more enjoyable and enable students to learn more from them.

A few additional thoughts:

  • I’m still relatively new and so not intimately familiar with all the courses at HKS, so would love feedback if anyone thinks these are wrong or am missing some
  • I’ve limited myself to courses at HKS. I’m confident there are courses elsewhere on campus that could be helpful. Will start to look at those next
  • Would love feedback and thoughts on anything in the piece. It forms part of a much broader piece I’m working on
  • Part of the exercise here is to identify gaps where further courses could be helpful — so would also love thoughts on that
  • There are lots of non-courses (e.g. reading groups, projects at the Ash, Belfer or Shorenstein Centers that touch on this material — I’ve not included those here
  • Finally, would like to thank Glynis Startz — second year student here at HKS — for helping me sort through the catalogue

The Empire Strikes Back: How the death of GDS puts all government innovators at risk

The UK Government Digital Service(GDS) is dead. I’m sure it will continue to exist in some form, but from what I’ve read it appears to have been gutted of its culture, power and mandate. As a innovator and force for pulling the UK government into the 21st century, it’s over.

The UK government comms people, and the new head of GDS himself will say otherwise, but read between the lines of the stories as well as what former GDS people are saying, and it’s clear: GDS is dead.

These narratives are also aligned as to why. GDS was killed by what the Brits call “Whitehall.” This is short form for the inner and elite circles of the UK public service somewhat cruelly depicted in “Yes, Minister.” Their motive? GDS represented a centralization of IT control, and the departments — for whom GDS frequently found savings of tens of millions of pounds and provided effective online services on behalf of— didn’t like seeing their autonomy and budget sucked away by a group of IT geeks.

Losing GDS is a tragedy for the UK. But the downside isn’t limited to just the UK. It represents a blow to efforts to rethink and digitize governments around the world.

Why?

Because the debates over how governments work are not domestic (they haven’t been for a long time). GDS inspired innovators and politicians everywhere who were hungry for models of how governments could function in a digital age. Copycats sprang up around the world, such as the Digital Transformation Office in Australia and the United States Digital Service in the US at the national level, as well as others at the regional and local level. (For example, the Province of Ontario, which has a fantastic digital team, is currently hiring a Chief Digital Officer to lead a similar type of org.)

While working independently, these organizations share a common sense of mission and so trade best practices and lessons. More importantly, a few years ago they benefited from a massive asymmetry in information. They understood just how disruptive the innovation they were seeking to implement could be. And not from a technology perspective, but to the organizational structure and distribution of power within the public service.

As it became clearer to the rest of the public service in the UK just how far-reaching GDS’s vision was, and how much thinking digitally challenges the way senior public servants in places like Whitehall think… that asymmetry in knowledge and capacity didn’t diminish, but the asymmetry in awarenessand implications did. And so the center fought back. And it has far more power than any GDS might.

But it isn’t just in the UK. I suspect the existence of GDS and its global network has activated a global counter-movement among senior mandarins. Public servants are connected across international borders by shared alma maters, common international organizations and professional groups, cross-border projects, etc.… don’t think for a second that that global network hasn’t been activated (particularly among Treasury Board officials) to what some see as a new threat.

To be clear, this isn’t a GDS good, Whitehall bad piece. For anything to fail there is probably some shared responsibility. And assigning blame doesn’t really matter. What I care about it preserving what I and many others believe are important efforts to modernize governments so that the effectiveness of government, and trust in its institutions, are maintained.

So what does matter is, if you work for a digital service outside the UK, it is time to go double down on political cover and/or to reach out to the senior public servants around you and build some alliances. Because your Whitehall equivalent definitely has relationships with the UK Whitehall, and they are asking them what they think and know about GDS, and their story probably isn’t a good one.

The empire of traditional siloed bureaucracy is fighting back. You probably won’t beat it. So how are you going to engage it?

Canada’s Draft Open Government Plan — The Promise and Problems Reviewed

Backdrop

On Friday the Canadian Government released its draft national action plan. Although not mentioned overtly in the document, these plans are mandated by the Open Government Partnership (OGP), in which member countries must draft National Action Plans every two years where they lay out tangible goals.

I’ve both written reviews about these plans before and offered suggestions about what should be in them. So this is not my first rodeo, nor is it for the people drafting them.

Purpose of this piece

In the very niche world of open government there are basically two types of people. Those who know about the OGP and Canada’s participation (hello 0.01%!), and those who don’t (hello overwhelming majority of people — excited you are reading this).

If you are a journalist, parliamentarian, hill staffer, academic, public servant, consultant, vendor, or everyday interested citizen already following this topic, here are thoughts and ideas to help shape your criticisms and/or focus your support and advice to government. If you are new to this world, this post can provide context about the work the Canadian Government is doing around transparency to help facilitate your entrance into this world. I’ll be succinct — as the plan is long, and your time is finite.

That said, if you want more details about thoughts, please email me — happy to share more.

The Good

First off, there is lots of good in the plan. The level of ambition is quite high, a number of notable past problems have been engaged, and the goals are tangible.

While there are worries about wording, there are nonetheless a ton of things that have been prioritized in the document that both myself and many people in the community have sought to be included in past plans. Please note, that “prioritized” is distinct from “this is the right approach/answer.” Among these are:

  • Opening up the Access to Information Act so we can update it for the 21st century. (Commitment 1)
  • Providing stronger guarantees that Government scientists — and the content they produce — is made available to the public, including access to reporters (Commitment 14)
  • Finding ways to bake transparency and openness more firmly into the culture and processes of the public service (Commitment 6 and Commitment 7)
  • Ensuring better access to budget and fiscal data (Commitment 9, Commitment 10 and Commitment 11)
  • Coordinating different levels of government around common data standards to enable Canadians to better compare information across jurisdictions (Commitment 16)
  • In addition, the publishing of Mandate Letters (something that was part of the Ontario Open by Default report I helped co-author) is a great step. If nothing else, it helps public servants understand how to better steer their work. And the establishment of Cabinet Committee on Open Government is worth watching.

Lots of people, including myself, will find things to nit pick about the above. And it is always nice to remember:

a) It is great to have a plan we can hold the government accountable to, it is better than the alternative of no plan

b) I don’t envy the people working on this plan. There is a great deal to do, and not a lot of time. We should find ways to be constructive, even when being critical

Three Big Ideas the Plan Gets Right

Encouragingly, there are three ideas that run across several commitments in the plan that feel thematically right.

Changing Norms and Rules

For many of the commitments, the plan seeks to not simply get tactical wins but find ways to bake changes into the fabric of how things get done. Unlike previous plans, one reads a real intent to shift culture and make changes that are permanent and sustainable.

Executing on this is exceedingly difficult. Changing culture is both hard to achieve and measure. And implementing reforms that are difficult or impossible to reverse is no cake walk either, but the document suggests the intent is there. I hope we can all find ways to support that.

User Centric

While I’m not a fan of all the metrics of success, there is a clear focus on making life easier for citizens and users. Many of the goals have an underlying interest of creating simplicity for users (e.g. a single place to find “x” or “y”). This matters. An effective government is one that meets the needs of its citizens. Figuring out how to make things accessible and desirable to use, particularly with information technology, has not been a strength of governments in the past. This emphasis is encouraging.

There is also intriguing talk of a “Client-First” service strategy… More on that below.

Data Standards

There is lots of focus on data standards. Data standards matter because it is hard to use data — particularly across government, or from different governments and organizations — if they have different standards. Imagine trying if every airline used a different standard to their tickets, so to book a trip involving more than one airline would be impossible as their computers wouldn’t be able to share information with one another, or you. That challenging scenario is what government looks like today. So finding standards can help make government more legible.

So seeing efforts like piloting the Open Contracting Data Standard in Commitment 9, getting provincial and local governments to harmonize data with the feds in Commitment 16 and “Support Openness and Transparency Initiatives around the World” in Commitment Commitment 18 are nice…

… and it also makes it glaring when it is not there. Commitment 17 — Implement the Extractives Sector Transparency Measures Act — is still silent about implementing the Extractive Industries Transparency Initiative standard and so feels inconsistent with the other commitments. More on this below.

The Big Concerns

While there are some good themes, there are also some concerning ones. Three in particular stand out:

Right Goal, Wrong Strategy

At the risk of alienating some colleagues, I’m worried about the number of goals that are about transparency for transparency’s sake. While I’m broadly in favour of such goals… they often risk leading nowhere.

I’d much rather see specific problems the government wants to focus its resources on open data or sharing scientific materials on. When no focus is defined and the goal is to just “make things transparent” what tends to get made transparent is what’s easy, not what’s important.

So several commitments, like numbers 3, 13, 14, 15, essentially say “we are going to put more data sets or more information on our portals.” I’m not opposed to this… but I’m not sure it will build support and alignment because doing that won’t be shaped to help people solve today’s problems.

A worse recommendation in this vein is “establish a national network of open data users within industry to collaborate on the development of standards and practices in support of data commercialization.” There is nothing that will hold these people together. People don’t come together to create open data standards, they come together to solve a problem. So don’t congregate open data users — they have nothing in common — this is like congregating “readers.” They may all read, but their expertise will span a wide variety of interests. Bring people together around a problem and then get focused on the data that will help them solve it.

To get really tangible, on Friday the Prime Minister had a round table with local housing experts in Vancouver. One outcome of that meeting might have been the Prime Minister stating, “this is a big priority, I’m going to task someone with finding all the data the federal government has that is relevant to this area so that all involved have the most up to date and relevant information we can provide to improve all our analyses.”

Now maybe the feds have no interesting data on this topic. Maybe they do. Maybe this is one of the PMOs top 6 priorities, maybe it isn’t. Regardless, the government should pick 3–8 policy areas they care deeply about and focus sharing data and information on those. Not to the exclusion of others, but to provide some focus. Both to public servants internally, so they can focus their efforts, and to the public. That way, experts, the public and anyone can, if they are able, grab the data to help contribute to the public discourse on the topic.

There is one place where the plan comes close to taking this approach, in Commitment 22: Engage Canadians to Improve Key Canada Revenue Agency Services. It talks a lot about public consultations to engage on charitable giving, tax data, and improving access to benefits. This section identifies some relatively specific problem the government wants to solve. If the government said it was going to disclose all data it could around these problems and work with stakeholders to help develop new research and analysis… then they would have nailed it.

Approaches like those suggested above might result in new and innovative policy solutions from both traditional and non-traditional sources. But equally important, such an approach to a “transparency” effort will have more weight from Ministers and the PMO behind it, rather than just the OGP plan. It might also show governments how transparency — while always a source of challenges— is also a tool that can help advance their agenda by promoting conversations and providing feedback. Above all it would create some models, initially well supported politically, that could then be scaled to other areas.

Funding

I’m not sure if I read this correctly but the funding, with $11.5M in additional funds over 5 years (or is that the total funding?) is feeling like not a ton to work with given all the commitments. I suspect many of the commitments have their own funding in various departments… but it makes it hard to assess how much support there is for everything in the plan.

Architecture

This is pretty nerdy… but there are several points in the plan where it talks about “a single online window” or “single, common search tool.” This is a real grey area. There are times when a single access point is truly transformative… it creates a user experience that is intuitive and easy. And then there are times when a single online window is a Yahoo! portal when what you really want is to just go to google and do your search.

The point to this work is the assumption that the main problem to access is that things can’t be found. So far, however, I’d say that’s an assumption, I’d prefer the government test that assumption before making it a plan. Why Because a LOT of resources can be expended creating “single online windows.”

I mean, if all these recommendations are just about creating common schemas that allow multiple data sources to be accessed by a single search tool then… good? (I mean please provide the schema and API as well so others can create their own search engines). But if this involves merging databases and doing lots of backend work… ugh, we are in for a heap of pain. And if we are in for a heap of pain… it better be because we are solving a real need, not an imaginary one.

The Bad

There are a few things that I think have many people nervous.

Access to Information Act Review

While there is lots of good in that section, there is also some troubling language. Such as:

  • A lot of people will be worried about the $5 billing fee for FOIA requests. If you are requesting a number of documents, this could represent a real barrier. I also think it creates the wrong incentives. Governments should be procuring systems and designing processes that make sharing documents frictionless — this implies that costs are okay and that there should be friction in performing this task.
  • The fact that Government institutions can determine a FOIA request is “frivolous” or “vexatious” so can thus be denied. Very worried about the language here.
  • I’m definitely worried about having mandatory legislative review of the Access to Information Act every five years. I’d rather get it right once every 15–30 years and have it locked in stone than give governments a regular opportunity to tinker with and dilute it.

Commitment 12: Improve Public Information on Canadian Corporations

Having a common place for looking up information about Canadian Corporations is good… However, there is nothing in this about making available the trustees or… more importantly… the beneficial owners. The Economist still has the best article about why this matters.

Commitment 14: Increase Openness of Federal Science Activities (Open Science)

Please don’t call it “open” science. Science, by definition, is open. If others can’t see the results or have enough information to replicate the experiment, then it isn’t science. Thus, there is no such thing as “open” vs. “closed” science. There is just science, and something else. Maybe it’s called alchemy or bullshit. I don’t know. But don’t succumb to the open science wording because we lose a much bigger battle when you do.

It’s a small thing. But it matters.

Commitment 15: Stimulate Innovation through Canada’s Open Data Exchange (ODX)

I already talked about about how I think bringing together “open data” users is a big mistake. Again, I’d focus on problems, and congregate people around those.

I also suspect that incubating 15 new data-driven companies by June 2018 is not a good idea. I’m not persuaded that there are open data businesses, just businesses that, by chance, use open data.

Commitment 17: Implement the Extractives Sector Transparency Measures Act

If the Extractives Sector Transparency Measures Act is that same as it was before then… this whole section is a gong show. Again, no EITI standard in this. Worse, the act doesn’t require extractive industries to publish payments to foreign governments in a common standard (so it will be a nightmare to do analysis across companies or industry wide). Nor does it require that companies submit their information to a central repository, so aggregating the data about the industry will be nigh high impossible (you’ll have to search across hundreds of websites).

So this recommendation: “Establish processes for reporting entities to publish their reports and create means for the public to access the reports” is fairly infuriating as it a terrible non-solution to a problem in the legislation.

Maybe the legislation has been fixed. But I don’t think so.

The Missing

Not in the plan is any reference to the use of open source software or shares that software across jurisdictions. I’ve heard rumours of some very interesting efforts of sharing software between Ontario and the federal government that potentially saves tax payers millions of dollars. In addition, by making the software code open, the government could employ security bug bounties to try to make it more secure. Lots of opportunity here.

The Intriguing

The one thing that really caught my eye, however, was this (I mentioned it earlier):

The government is developing a Service Strategy that will transform service design and delivery across the public service, putting clients at the centre.

Now that is SUPER interesting. A “Service Strategy”? Does this mean something like the Government Digital Service in the UK? Because that would require some real resources. Done right it wouldn’t just be about improving how people get services, but a rethink of how government organizes services and service data. Very exciting. Watch that space.

How the Media Should have Responded to Peter Thiel

Much ink has been spilled about Peter Thiel’s funding of various cases against Gawker. However, the discussion of whether he should or shouldn’t mostly miss the point. Nor do the responses give me much confidence in the media, who seem focused on playing victim, rather than focused on the incredible power they have.

Let me lay some groundwork, before articulating what I wish someone in the media would do.

First, Peter Thiel had every right to do what he did.

Second, if Gawker is guilty it suggests they did violated an individuals right and should pay. (I suspect they will win on appeal). There is such a thing as harassment and bullying. Being a “journalist” doesn’t give you a pass to print or say anything. Figuring out the balance is a debate we should continue to have in society.

Third, having third parties pay for lawsuits doesn’t strike me as an issue. There are real benefits to this and, it should not affect the material facts of the case and thus the outcome.

Fourth, everybody seems to dump on Gawker. I don’t read them, but can see why many people don’t like them. That said, they are important. I remember them for being the only media company willing to print a story about how Rob Ford, the former Mayor of Toronto, was smoking crack. This was very much in the public interest and it appears the Canadian media was too cautious to print it. There is value in this type of journalism.

Finally, while Peter Thiel had the right to fund these lawsuits, I think he’ll come to regret it. We may look back on May 25th as the moment the broader media began to recognize the powerful people in Silicon Valley are the elites of a new Gilded Age who increasingly shape and influence our lives.

So rather than bemoan and write articles questioning the ethics of Peter Thiel’s actions here’s what I wish the media would say:

“We agree with Peter Thiel, there should be smart, thoughtful and professional reporting. In addition, it is also clear that Silicon Valley is one, if not the, new centre of economic power in the world. Given its prominence in shaping our world and the power its elites have, we, the undersigned editors, are each assigning one of our most veteran news reporters to a news beat which will critically examine the people and companies reshaping the lives of America and the world. We look forward to the debate and conversations this reporting sparks about the direction of our economy, and its impact on our lives and democracy.”

At least the Guardian made the commitment before all this happened.

Moving to Harvard

Hi friends.

Just a brief note to say that I’ve been invited to come to the Kennedy School of Government to be a Research Fellow in the Science, Technology and Public Policy Program (STPP) at the Belfer Center for Science and International Affairs at the Kennedy School of Government at Harvard University.  I’ve also been invited to be an Adjunct Lecturer in Public Policy at the Kennedy School and to teach on Technology, Policy and Government.

A number of other changes flow out of this news!

  1. I’ll be moving to be Boston in the New Year. Looking forward to reconnecting with old friends from a previous life there, and making new friends. There’s a wonderful community of people there that includes the likes of Nigel Jacobs, Debbie Chachra, Nick Sinai, Susan Crawford, Nick Grossman, Colin Maclay, Mitchell Weiss and many others that I hope I get to see more of.
  2. As I’ll be teaching, please send me any ideas, cases, readings you think I should include as course materials. I’m working on my initial course – an introduction to technology and government – which will focus on how technology can and is changing the ways we deliver services, organize government and make policy. Opportunities and challenges around user-centric design, collaboration vs. cooperation, influence and power, and open data/methodologies will all figure prominently. It is also about bringing what I tried to impart on fellows during the boot camps at Code for America and the Presidential Innovation Fellows Program.
  3. Finally, with my children (only somewhat, but nonetheless…) a little older and these new academic responsibilities, I hope to write more again. Or maybe, more precisely, I hope to write more here again. This blog enables me to organize and structure thoughts (and, on occasion, is a place to get things off my chest). With luck it, along with the classroom, will be that again. While I’ve been silent and busy, the last few years have been an incredible time of learning – particularly in the civic startup space, but also vis-a-vis technology and government more generally – and I look forward to sharing more of what I’ve gleaned.

Leaving Vancouver is hard; I’ve got wonderful roots, family and friends here, and a community and city I care about enormously. But I’m also excited about engaging with colleagues and students at the Kennedy School.

Looking forward to it all.

Government Procurement Failure: BC Ministry of Education Case Study

Apologies for the lack of posts. I’ve been in business mode – both helping a number of organizations I’m proud of and working on my own business.

For those interested in a frightening tale of inept procurement, poor judgement and downright dirty tactics when it comes to software procurement and government, there is a wonderfully sad and disturbing case study emerging in British Columbia that shows the lengths a government is willing to go to shut out open source alternatives and ensure that large, expensive suppliers win the day.

The story revolves around a pickle that the province of British Columbia found itself in after a previous procurement disaster. The province had bought a student record management system – software that records elementary and secondary students’ grades and other records. Sadly, the system never worked well. For example, student records generally all get entered at the end of the term, so any system must be prepared to manage significant episodic spikes in usage. The original British Columbia Electronic Student Information System (BCeSIS) was not up to the task and frequently crashed and/or locked out teachers.

To make matters worse, after spending $86M over 6 years it was ultimately determined that BCeSIS was unrecoverably flawed and, as the vendor was ending support, a new system needed to be created.

Interestingly, one of the Province’s school districts – the District of Saanich – decided it would self-fund an open source project to create an alternative to BCeSIS. Called OpenStudent, the system would have an open source license, would be created using locally paid open source developers, could be implemented in a decentralized way but still meet the requirements of the province and… would cost a fraction of that proposed by large government vendors.  The Times Colonist has a simple article that covers the launch of OpenStudent here.

Rather than engage Saanich, the province decided to take another swing at hiring a multinational to engage in a IT mega-project. An RFP was issued to which only companies with $100M in sales could apply. Fujitsu was awarded a 12 year contract with costs of up to $9.4M a year.

And here are the kickers:

So in other words, the province sprung some surprise requirements on the District of Saanich that forced it to kill an open source solution that could have saved tax payers millions and employed British Columbians, all while exempting a multinational from meeting the same requirements. It would appear that the province was essentially engaged in a strategy to kill OpenStudent, likely because any success it enjoyed would have created an ongoing PR challenge for the province and threatened its ongoing contract with Fujitsu.

While I don’t believe that any BC government official personally profited from this outcome, it is hard – very hard indeed – not to feel like the procurement system is deeply suspect or, at worst, corrupted. I have no idea if it is possible, but I do hope that these documents can serve as the basis for legal action by the District of Saanich against the Province of British Columbia to recapture some of their lost expenses. The province has clearly used its purchasing power to alter the marketplace and destroy competitors; whether this is in violation of a law, I don’t know. I do know, however, that it is in violation of good governance, effective procurement and general ethics. As a result, all BC tax payers have suffered.

Addendum: It has been suggested to me that that one reason the BC government may be so keen to support Fujitsu and destroy competing suppliers is because it needs to generate a certain amount of business for the company in order for it to maintain headcount in the province. Had OpenStudent proved viable and cheaper (it was estimated to cost $7-10 per student versus $20 for Fujistu’s service), Fujistu might have threatened to scale back operations which might have hurt service levels for other contracts. Unclear to me if this is true or not. To be clear I don’t hold Fujistu responsible for anything here – they are just a company trying to sell their product and offer the best service they can. The disaster described above has nothing to do with them (they may or may not offer amazing products, I don’t know); rather, it has everything to do with the province using its power to eliminate competition and choice.