DIGITISATION OF THE PUBLIC

SECTOR

Arthur Mickoleit (E-government policy analyst)& Adam Mollerup (E-government policy analyst)

OECD

Visit of the Regional School of PublicAdministration (ReSPA) to the OECD

Paris, 3-4 February 2014

Underlying challenge 1: re-gaining citizens’ confidence

2

Source: OECD Social and Welfare statistics (Gallup World Poll)

Underlying challenge 2: creating economic opportunities

3

Source: World Bank, 2013: Slow road to recovery. South East Europe regular economic report ; no. 5, December.

Underlying challenge 3: fixing public finances

4

Source: World Bank, 2013: Slow road to recovery. South East Europe regular economic report ; no. 5, December.

OECD data, analysis and guidance to assist governments in these areas

New expectations Digital opportunities

Show capacity to tackle complex policy issues

“Smart” government, mobile government, data mining,

integrated digital policies

Join up public administration processes and interfaces

Interoperability, horizontal enablers, standards & integrated one-stop-shops, cloud computing

Tailor and align public services Open data, User engagement, social media

New expectations – new opportunities?Digital technologies as equaliser

Often diffuse competencies for• Digital service delivery• Government IT systems• Open government data• Capacities development• National information society strategy

Coordination, sometimes even integration• France in 2012 merged under the Prime Minister:

– DGME (public service innovation, digital government services)– CIO (Government IT systems)– Etalab (open government data)

• Tunisia, Egypt: missing synergies between public administration IT and wider economy IT

Institutions: competencies, responsibilities, leadership

Pertinent issue: how to attract, retain and develop IT-skilled civil servants?Context: Public sector employment reforms. Need for transparency, but also for flexibility.

Creative solutions that can start now.• Partnerships with domestic IT sector: Code for

America, …for Germany• Fast-track IT recruiting: Government Digital Services

(UK)• Apprenticeships: Australia, Austria, UK

Human resources and capacities

Digital government performance: Linking investments to returns

Note: Data from an OECD survey on government ICT expenditures. For detailed methodological notes see OECD (2013), Government at a Glance 2013, OECD, Paris (forthcoming).

ICT-related capital, operations and human resources expenditures. 2011 or latest available year

ICT spending is up to 2% of central government budgets. But is procurement flexible enough in the public administration?

0.0

0.5

1.0

1.5

2.0

2.5%

Integrated public service delivery: What does it take to succeed?

• Identity : e-ID & authentication• Selection of adequate solution

& mode of delivery• Alignment : interoperable processes,

functions & data• Governance : horizontal & vertical

• Context & capability assessment• Insight : user preferences & needs

One stop shop (web, phone, walk-in) The service interface is just the tip of the iceberg.

– Data collection and analysis, • e.g. digital government spending and performance

– Exchanges with peers and experts, • e.g. OECD E-Leaders meetings

– Cross-country thematic reports, • e.g. mobile government, social media

– In-depth country reviews • e.g. Spain: “paperless administration”, Poland: open government

data, Kazakhstan: e-government to spur business development

– Policy guidance• e.g. draft principles on digital government strategies

In summaryOECD work on digital governance

Questions for discussion

Do these issues echo your concerns, what do you do about them, how to do you measure impacts?• Coordination of priorities and policies across

institutions• Digital skills in the public administration• IT procurement and contracting rules• Service delivery channels, interoperability and

uptake issues