"Towards a New Generation of Digital Public Services"Francisco García Morán

Chief IT Advisor/EU FellowEuropean Commission/ UC Berkeley

Context

3

Context

4

Government = Vending Machine?

Public Services for Public Value• Public Services: Services offered to the general

public and/or in the public interest with the main purpose of developing "public value" http://ec.europa.eu/services_general_interest/docs/comm_quality_framework_en.pdf

• Public Value: The total societal value that cannot be monoplized by individuals, but is shared by all actors in society and is the outcome of all resource allocation decision

• (Vision Study - Impact of Information Society options on the Development of pan-European Public e-Services, 2008 )

Dynamics of Public Value

• Authorisation is the process of answering the what question: What purpose does this service exist to fulfil?

• Create is about answering the how question: What form of service delivery will meet public expectations and allow for continuous improvement?

• Measure is about answering the success question: How do we know if this service has achieved its objectives

Need for efficiency and affectiviness

Public sector in the EU: 50% of EU GDP, 17% of Employment, 20% of Purchasing Power, Largest Purchaser of IT, Great Influence on Market Dynamics

Citizen Centric & Digitally Enabled

A possible approach : Open and Collaborative Government

11

Co-production (OECD)

"A way of planning, designing, delivering and evaluating public services which draws on direct input from citizens, service users and civil society organizations"

Co-production ≠ Contracting/Outsourcing

Background Information….

The Elements/Principles of co-production

• Building on people’s existing capabilities: altering the delivery model of public services from a deficit approach to one that provides opportunities to recognise and grow people’s capabilities and actively support them to put them to use at an individual and community level.

• Reciprocity and mutuality: offering people a range of incentives to engage which enable us to work in reciprocal relationships with professionals and with each other, where there are mutual responsibilities and expectations.

• Peer support networks: engaging peer and personal networks alongside professionals as the best way of transferring knowledge.

• Blurring distinctions: removing the distinction between professionals and recipients, and between producers and consumers of services, by reconfiguring the way services are developed and delivered.

• Facilitating rather than delivering: enabling public service agencies to become catalysts and facilitators rather than central providers themselves.

• Assets: transforming the perception of people from passive recipients of services and burdens on the system into one where they are equal partners in designing and delivering services.

Co-production stages

Co-planning Co-desingCo-financing

Co-prioritization

Co-managing Co-assessment

Co-performing

Co-Commissioning

Co-Delivery

Business Case for Co-production (1)(Source: Governance International, www.govint.org)

Scoping› WHO is going to do WHAT with WHOM and WHERE and WHEN?

Outcomes› WHAT are the KEY OUTCOMES desired by whom?

Benefits› WHAT STORIES OR ANECDOTES OR FACTS reveal how much service

users, carers and/or other citizens feel better off from the initiative?

Costs› WHAT FINANCIAL AND NON-FINANCIAL COSTS are borne by the

stakeholders (and what did they pay before)?› HOW MUCH TIME do citizens put into co-production initiative? 15

Business Case for Co-production (2)

Who benefits, who pays?› WHO gets what and WHO gets hit for the costs?, HOW

MUCH BETTER OFF is each stakeholder in NET terms (benefits-costs)?

Asking "What If" ?› To increase the credibility of the Business Case, make easy

to vary the inputs and look what happens to the results

Co-assessing the findings› Interpret the findings together with stakeholders through an

interactive process; discuss and rework the business case to improve it

16

How to go about it?

Barriers….Political

Technical Public Employees

Citizens

Legal Organizational

Silos

APIsData

Power

Transparency

Procurement

Regulations

Motivation

Skills

Control

Structures

Size

Internal Processes

Motivation

Digital divide

Sustainability

Slow down implementation of co-production

Ishikawa Fishbone Cause-Effect Diagram

Levers …….Political

Technical Public Employees

Citizens

Financial Organizational

Consolidation

APIs

OpenData

Newcomers

Transparency

Stress on budget

New generations

Skills

Staff reductions

BPR

C-generation

Social Networks

Sustainability

Speed up implementation of co-production

Ishikawa Fishbone Cause-Effect Diagram

20

Which Services? Where?

Governance?

Platforms?

IT Management?

21