Open Government - Gov.With.You - by Andre Coutinho

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  • Open Government - Gov.With.You - by Andre Coutinho

    1. 1. Open Government – Gov.With.You André Coutinho andrercoutinho.wordpress.com [email_address] r March 30, 2011
    2. 2. Agenda <ul><ul><li>- First experiments in the field </li></ul></ul><ul><ul><li>Framing the problem </li></ul></ul><ul><ul><li>Trends leading to Open Government </li></ul></ul><ul><ul><li>Emerging principles and practices </li></ul></ul><ul><ul><li>Questions for exploration </li></ul></ul>
    3. 3. Agenda <ul><ul><li>First experiments in the field </li></ul></ul><ul><ul><li>Framing the problem </li></ul></ul><ul><ul><li>Trends leading to Open Government </li></ul></ul><ul><ul><li>Emerging practices </li></ul></ul><ul><ul><li>Questions for exploration </li></ul></ul>3
    4. 5. Why the Industry Strategy Map (2005)? <ul><li>Frustration with the performance of Brazil </li></ul><ul><ul><li>Below its potential </li></ul></ul><ul><ul><li>Insufficient to generate a society of XXI century </li></ul></ul><ul><ul><li>The two agendas and the window of chance </li></ul></ul><ul><li>Fragmented system of industrial representation (associations, federations, unions) -> hard to change in the short term </li></ul><ul><li>Co-responsibility </li></ul><ul><ul><li>The role of the industry as political actor and protagonist in the construction of the development </li></ul></ul><ul><ul><li>Need to define its vision and build a political process that will make this agenda possible </li></ul></ul>How the Brazilian Industry can contribute to reach the Sustainable Development in Brazil?
    5. 6. Why the Map of the Industry? <ul><li>The Industry does not bet in magical solutions </li></ul><ul><ul><li>Diversity and complexity of the Brazilian economic structure impose differentiated strategies </li></ul></ul><ul><ul><li>State directed towards the construction of lined up a economic and institutional environment with the best-practices worldwide </li></ul></ul><ul><ul><li>Implementation requires leadership, dialogue, coordination and management </li></ul></ul>How the Brazilian Industry can contribute to reach the Sustainable Development in Brazil?
    6. 7. Particicipants <ul><li>Participant entities : </li></ul><ul><li>Members of the FNI - National Forum of the Industry : </li></ul><ul><ul><li>Thematic chairmen of the board of the CNI, </li></ul></ul><ul><ul><li>More than 40 Presidents of National Sectorial Associations of the Industry </li></ul></ul><ul><ul><li>Enterprise leaders of the main productive chains, </li></ul></ul><ul><ul><li>Entrepreneurs members of the National Advisory of Industrial Development (CNDI) </li></ul></ul><ul><ul><li>More 7 members that are chosen between the Presidents of Federacies of Industry, members of the Advisory of Representatives and the Direction of the CNI. </li></ul></ul><ul><li>Members of the Thematic Advisory Groups of the CNI: </li></ul><ul><ul><li>President of Federacies of Industry </li></ul></ul><ul><ul><li>Sectorial associations </li></ul></ul><ul><ul><li>Entrepreneurs </li></ul></ul><ul><ul><li>Members of the System Industry </li></ul></ul><ul><li>National and International specialists </li></ul><ul><li>Symnetics </li></ul>Consulted Entities : 90 Workshops carried through : 445 People involved: 400 Consultative body of the CNI of support to the formulation of strategies on substances of interest of the Industry and the Brazilian economy.
    7. 8. Defined Strategical pillars:
    8. 10. Systemic Linkages Bases of the Development Processes & Activities Market Expansion of the Industrial Base International insertion Sustainable development Results For the Country Foster the Development of Small and Medium Enterprises To stimulate and fortify Productive Chains and clusters Enterprise management and Productivity Innovation Social and Ambient responsibility Promote competitive Industrialization of less developed Regions Enterprise leadership Education and Health Institutional and Regulatory Environment <ul><li>Society </li></ul><ul><li>Diligent </li></ul><ul><li>Entrepreneurs </li></ul><ul><li>Government </li></ul>Version. - 20-05-2005 Interested people Infrastructure Availability of Resources To develop a New Standard of Financing for the Productive Sector at Internationally Competitive Costs Reduce burocracy of the State, assuring its transparency and efficiency in the use of public resources Reduce tax burden, simplifying and optimizing the tax system Competitive a quality products To speed up the Growth of the Industrial Product Positioning Economic growth Expansion of the businesses with Generation of Value More Job and Income
    9. 11. Components of the Map of the Industry Processes and Activities Expansion of the Industrial Base Strategical objectives Foster the Development of Small and Medium Enterprises To stimulate and fortify Productive Chains and clusters Promote competitive Industrialization of less developed Regions Measures and Strategic Targets Strategic programs <ul><li>Program will be aligned to one or more Strategic objective </li></ul><ul><li>One Program includes one or more Projects Associated </li></ul>Main Focus
    10. 12. Strategic Analysis Assure energy availability at competitive prices System of Management of the Map of the Industry Installed capacity of generation of electrical energy Subject Infrastructure Digital Cockpit
    11. 13. Análise de Desempenho do Mapa Estratégico (depois de 12 meses) *estimativa
    12. 14. Análise de Desempenho do Mapa Estratégico (depois de 12 meses) *estimativa
    13. 15. Process of Management of the Map of the Industry Thematic Advisory Group Thematic units To follow up programs, measures and targets Consolidate information Monitor the Performance of Each strategic theme Critical analysis Consolidate recommendations Recommend actions and projects To provide Internal and External Communication Recommend objectives, measures, targets and actions/projects Management of the Map Management System of the Industry Map FNI Monitor the industry strategic performance and validate objectives, measures targets, programas Digital Cockpit
    14. 16. <ul><li>Targets and programs have strongly influenced the origins of Lula’s PAC-Programa de Aceleração do Crescimento </li></ul><ul><li>Other industry federations are following the same path developing state development agendas (eg: Rio de Janeiro, Espirito Santo, Paraná and Ceará) </li></ul><ul><li>CNI is shifting its articulation work with the gov. executive bodies (till then they were very much focused on the Legislative) </li></ul><ul><li>CNI is now implementing a digital social network to engage the industrial actors </li></ul>Results achieved so far
    15. 18. 2006 -> critical situation for the State of Rio Grande do Sul The State was historically one of the fastest growing economies in Brazil. In the last years, it has been growing below the Brazilian average. The bankruptcy of the State Government brought public investment to the lowest level in the last 35 years and the State is not capable of inducing any sort of economic recovery. Export oriented economies, like RS, suffered a negative impact from the strengthening of the national currency - the export sectors that have been growing in the country are not the ones that prevail in RS. Recurring droughts have had a negative impact on the agricultural production. Historically, the State of RS had the best social indicators in Brazil, but they have been deteriorating quickly as a result of economic slowdown Reasons for Change Bankruptcy of the Governmentt Worst economical performance in Brazil in the State´s history Impact on social development Natural problems Strengthening of national currency
    16. 19. A heavy burden to carry The current situation was foreseeable 35 years ago. The problems of the State were clear, the solutions were thoroughly discussed, but never implemented. One Government after another tried to implement the necessary reforms, but they have consistently failed. It was clear that one entity only (Government) was not capable of solving the structural problems of the State. 8
    17. 20. The Society takes the lead The Society decided to revert the traditionally passive role with relation to public policy so that it takes a central role in the construction process responsible for social and economical development <ul><li>Participants: </li></ul><ul><li>Community Representatives; </li></ul><ul><li>Unions; </li></ul><ul><li>Associations; </li></ul><ul><li>Corporate Leadership; </li></ul><ul><li>Universities; </li></ul><ul><li>NGOs; </li></ul><ul><li>Government; </li></ul><ul><li>Public Institutions; </li></ul><ul><li>Among others </li></ul>9
    18. 21. <ul><li>Establish a Common Strategic Agenda for the economic and social development of the State, considering the participation and commitment of the representatives of major stakeholders: Community Representatives, Unions, Associations, Corporate Leadership, Universities, NGOs, Government, Public Institutions, among others, with an ample consultation mechanism and societal engagement concerning the State´s priorities; </li></ul><ul><li>Operationalize and implement the Common Strategic Agenda through: objectives, measures, targets and strategic actions; </li></ul><ul><li>Communicate and disseminate the Agenda to Society; </li></ul><ul><li>Develop a mechanism to promote societal mobilization towards the objectives and targets established for the Agenda; </li></ul><ul><li>Implement a continuous process of strategy management to monitor results and evaluate performance; </li></ul><ul><li>Structure an effective governance model to implement the Agenda . </li></ul>Objectives 10
    19. 22. <ul><li>Participants </li></ul><ul><ul><li>More than 900 people representing major stakeholders </li></ul></ul>The Future Vision “ O Rio Grande que Queremos” Meeting (March 8th and 9th) 12
    20. 23. 15
    21. 24. The Future Search Methodology The Future Vision “ O Rio Grande que Queremos” Meeting (March 8th and 9th) Our history Our vocation/competencies Trends that affect our present Our dreams Our future Our challenges www.futuresearh.net 13
    22. 25. Society in general – Broad survey Management Forum – Interviews <ul><li>Societal involvement: </li></ul><ul><ul><li>5.000 people </li></ul></ul><ul><ul><li>200 municipalities ( 40% of the total ); </li></ul></ul><ul><ul><li>Segments not represented on March 8th and 9th </li></ul></ul><ul><li>70 interviews with leaders of various segments of society: </li></ul><ul><ul><li>Systemic vision of the State via the Strategy Map </li></ul></ul>Results are consolidated and validated The Strategy “ Strategic Map of RS“ Workshop of April 26th 16
    23. 26. 17
    24. 27. Competitive Diferentials Growth Axis Society Development Foundations The best state to live and work 19 Health Education Public adminis-tration Market development Innovation and technology Regional development infrastructure Institucional and regulatory environment environment Citizenship and social responsibility Financial resources availability Economic Growth Quality of Life Social and Regional Equality Benchmark in innovation and technology Benchmark in human capital The best state to do business
    25. 28. Benchmark in innovation and technology Benchmark in human capital Economic Growth Quality of Life Social and Regional Equality The best state to do business Competitive Diferentials Growth Axis Society Development Foundations The best state to live and work Public Administration Environment Market Development Innovation and Technology Regional Development Health Citizenship and Social Responsibility Infrastructure Integrate companies, research institutes, universities and the Government in leading edge technology efforts Promote technology centers that are aligned with a state plan Establish and execute investment policies and stimulus for innovation and technology Modernize and enhance the efficiency of the public administration, including a size adjustment Augment the State´s investment capacity through fiscal equilibrium Guarantee transparency in public administration via a societal monitoring system Balance environmental preservation with development, through clear and stable rules and greater efficiency of regulating bodies Promote society´s environmental commitment through environmental education Attract and strengthen companies in strategic sectors, diversifying the regions´production matrix Capacitate for entrepreneurship, management and quality, and innovation and technology Estimulate exports with a focus on value added activities Incent and guarantee means of societal participation in public administration Guarantee a regional and integrated strategic plan with social participation, assuring the continuity of public policies Promote family planning and infant mortality reduction initiatives Promote health through preventive actions Amplify the effectiveness of the health network with service quality improvement Implement an integrated transportation logistics network with a focus on greater efficiency Establish public-private partnerships and concessions with guaranteed contractual assurances Institutional and Regulatory Environment Education Financial Resources Availability Expand the network of full-day schools Define and implement an educational model focused on quality Invest in teacher qualification Capacitate for the market and citizenship, with the help of universities and colleges, schools, NGOs, and government and amplifying professional teaching Guarantee public safety and trust in institutions Garantee the stability and execution of rules Facilitate credit acess with better orientation Incent the formation of public and private savings Combat informality, piracy and tax evasion Reduce the State´s tax burden Promote social responsibility Guarantee the efficient use and availability of energy at competitive prices 20
    26. 29. 2020 Targets for Rio Grande do Sul Economic Growth Quality of Life Social and Regional Equality % GDP c.a.g.r. GINI indicator Índice de Desenvolvimento Humano – IDH (United Nations) <ul><li>Taxa de crescimento anual </li></ul><ul><li>do PIB real per capita do Chile (média 1994-2004) </li></ul><ul><li>Parâmetro do índice de GINI </li></ul><ul><li>entre Alemanha e Irlanda (2004) </li></ul>(3) Parâmetro do IDH da Coréia do Sul (2004) 22 1,09 3,30 2,21 Rio Grande current situation Target 2020 (1) Challenge 0,198 0,330 0,528 Rio Grande current situation Meta desejada 2020 (2) Challenge 0,814 0,901 0,087 Rio Grande current situation Target 2020 (3) Challenge
    27. 30. Meio-ambiente Desenvolvimento de mercado Saúde Cidadania e Responsabilidade Social Infra-estrutura Diferenciais competitivos Eixos de crescimento Sociedade Bases para o desenvolvimento Buscar maior integração entre empresas, instituições de pesquisa e universidades em tecnologia de ponta Estabelecer e executar políticas públicas de fomento e incentivo à pesquisa Balancear a preservação do meio-ambiente com o desenvolvimento, através de regras claras e estáveis, e maior eficiência dos órgãos reguladores Promover a sensibilização da sociedade através da educação ambiental Atrair e fortalecer empresas em setores estratégicos diversificando a matriz produtiva das regiões Capacitar para o empreendedorismo, gestão e qualidade Estimular as exportações com ênfase no aumento do valor agregado Incentivar e garantir meios de participação da Sociedade na Gestão Pública Assegurar um planejamento estratégico regionalizado e integrado, com participação social, garantindo a continuidade das políticas públicas Promover ações de planejamento familiar e de redução da mortalidade infantil Promover a saúde através de ações preventivas Ampliar a efetividade da rede de saúde com melhoria na qualidade do atendimento Implantar uma rede logística integrada de transporte, privilegiando modais de maior eficiência Estabelecer Parcerias Público-Privadas e concessões com garantias contratuais asseguradas Ambiente institucional e regulatório Educação Disponibilidade de recursos financeiros Ampliar a rede de escolas com tempo integral Definir e implementar um modelo de educação básica com foco na qualidade Investir na valorização e qualificação dos professores Capacitar para o mercado e para a cidadania, articulando instituições de ensino superior, escolas, empresas, ONGs e governo, e ampliando o ensino profissional Garantir a segurança pública e a confiança nas instituições Garantir o cumprimento e a estabilidade das regras Facilitar o acesso ao crédito, com melhor orientação Incentivar a formação de poupança pública e privada Combater a informalidade, a pirataria e a sonegação Promover a responsabilidade social Garantir o uso eficiente e a disponibilidade de energia a preços competitivos Modernize and enhance the efficiency of the public administration, including a size adjustment Guarantee transparency in public administration via a societal monitoring system Reduce the State´s tax burden Public Administration Augment the State´s investment capacity through fiscal equilibrium Public Administration - Example 23
    28. 31. Priorization of Strategic Projects Strategic impact high medium low 4. Wage ceiling and fiscal responsibility law 5. Transparency in public administration and delegated services 6. Review of the budget allocation model 1. Social Security Reform 8. Administrative reform 11. Tax reform 12. Municipalization of the educational system 10. Reduction in ICMS taxes incurring on basic products 7. Implementation of public private partnerships 13. Elimination of the tax substitute 2. Study the State´s withdrawal from market services Given the lack of fiscal equilibrium in the State, we have chosen to prioritize first projects that seek cost reductions and later address the tax burden reduction. 9. Modernização da Administração Pública Estadual 3. Publicization of the State´s non-exclusive services urgency Public Administration - Example 24 First wave of implementation - 2007 Second wave of implementaion – 2008-2010 Third wave of implementation – from 2011 on 2. Restruturação da dívida 1. Reforma da Previdência high medium low
    29. 32. Resultado do segundo encontro do Fórum Temático Exemplo de Gestão Pública 25
    30. 33. Thematic Forums 27
    31. 34. A new public governance (at work...) Thematic Forum Market Dev. (30-40 peop.) Working Group Project Clusters (5-6 peop.) Working Group Project Commercial Intelligence Working Group Project Cooperation Networks Working Group Project Enterpreneurship Thematic Forum Innovation and Technology Working Group Project Mapping Working Group Project Networks Working Group Project Innovation Policy Working Group Project Credito and Finance Thematic Forum Infra-structure Working Group Project Airport Working Group Project Harbor Working Group Project Freeways Working Group Project Energy Efficiency Thematic Forum Public Administration Working Group Projct Pension Reform Working Group Project Privatization Working Group Project Public Transparency Working Group Project PPPs Thematic Forum Education Working Group Project Continuos Education Working Group Project Professional Education Working Group Full Time School Working Group.... ... Management Forum (60-70 peop.) ... ... ... ... ... Strategy Map level Project Implementation Level Executive Organiszation (NGO) Strategic level Operational level Strategic level Thme level 28
    32. 35. On the news – major newspapers and TV 30
    33. 36. Strategic Agenda website www.agendars2020.org.br 31
    34. 37. Agenda <ul><ul><li>My first experiments in the field </li></ul></ul><ul><ul><li>Framing the problem </li></ul></ul><ul><ul><li>Trends leading to Open Government </li></ul></ul><ul><ul><li>Emerging practices </li></ul></ul><ul><ul><li>Questions for exploration </li></ul></ul>3
    35. 38. The odds of the political cycle <ul><li>“ Government solutions follow a predictable trajectory: </li></ul><ul><li>Elected officials (sometimes) formulate long term plans -> Legislators and bureaucrats authorize budgets -> civil servants set about implementing the administration’s programs </li></ul><ul><li>Progress is sometimes, but not always, monitored and rarely or sporadically subjected to public oversight. </li></ul><ul><li>When an administration’s term office is up, actions comes to a halt, until the newly elected government takes office, and the cycle begins all over again (assuming the new administrations has not scrapped the plan).” </li></ul><ul><li>André Coutinho, BSCR/HBSP article sep/oct 2007 </li></ul>
    36. 39. How wicked problems are typically addressed inside the government...
    37. 40. Dealing with the Sao Paulo traffic jam <ul><li>An “expert” organisational unit (CET) is accountable or “organising” and “monitoring” the traffic... </li></ul><ul><li>Where the real problems lies with... </li></ul><ul><li>- aggressive sales targets of automotive companies </li></ul><ul><li>- lack of investment in “clean” public transportation (eg: Metro) </li></ul><ul><li>- people’s habit of driving “alone” </li></ul><ul><li>- lack of alternative transport ways (like bikeways) </li></ul><ul><li>etc </li></ul>
    38. 41. “ Publics decisions has become more complicated, with national e international borders for decisions more fragmented. The number of interrelated stakeholders simultaneously involved in a decision process has increased as the density, quality and availability of information. The dynamics os stakeholders with sometimes complementary but usually redundant and competitive roles cause misunderstaning and misleading actions, leading, to more vulnerability in critical areas.” Eg. Public response to Katrina natural disasters Political crisis involving Petrobras and both Brazilian-Bolivian governments Salvador Raza, “ COOPERAÇÃO INTERAGÊNCIAS: Porque e como funciona, um estudo de modelos organizacionais nas Relações Internacionais ,  Professor do Centro Hemisférico de Estudos de Defesa da Universidade de Defesa dos EUA. Agents with redundant roles causes misunderstanding and misleading actions in the decision process
    39. 42. <ul><li>“ Vending Machine Government” </li></ul><ul><li>- “We pay our taxes, we expect (pre-defined) services </li></ul><ul><li>- Choices are limited, prices are high. </li></ul><ul><li>- Clients (citizens) do not interact and “exchange” </li></ul><ul><li>with the service offering </li></ul>What to expect from governments?
    40. 43. Failure of most governments to deal with today’s complex issues... Environment Development Transport Water Education
    41. 44. Agenda <ul><ul><li>My first experiments in the field </li></ul></ul><ul><ul><li>Framing the problem </li></ul></ul><ul><ul><li>Trends leading to Open Government </li></ul></ul><ul><ul><li>Emerging practices </li></ul></ul><ul><ul><li>Questions for exploration </li></ul></ul>3
    42. 45. Today, Citizens (Customers) are Highly Connected and Informed and are no longer Passive Recipients Citizens Government
    43. 46. Wikileaks disrupts government “opaque” (non tansparent) acts and measures over time
    44. 47. Private companies take the lead in dealing with public issues http://www.refresheverything.com
    45. 48. Obama’s “social media” campaign....
    46. 49. ...and the commitment to implement collaborative and transparent government in the US “ We must use all available technologies and methods to open up the federal government, creating a new level of transparency to change the way business is conducted in Washington and giving Americans the chance to participate in governement deliberations and decision making in ways that were not possible only a few years ago” Barak Obama
    47. 50. ...GOVERNMENT 2.0... “ It’s the use of technology – specially the collaborative technologies at the heart of Web 2.0 – to better solve collective problems as a city, state, national and international level.” Tim O’Reilly, “Open Government”
    48. 51. LOCAL GOVERNMENT PROCESSES: LoveLewisham.org <ul><li>Lewisham is a district of London. </li></ul><ul><li>Gritty neighborhoods with urban problems. </li></ul><ul><ul><li>But also the will to fix them. </li></ul></ul><ul><ul><li>- LoveLewisham.org is a reporting and response system for fixing urban problems. </li></ul></ul><ul><ul><li>By email, website or mobile phone. </li></ul></ul><ul><ul><li>Launched in Feb. 2005. </li></ul></ul>
    49. 52. Mobile phone photos are posted with the requests
    50. 53. LoveLewisham.org’s transparency extends to maps
    51. 54. A free software application enables mobile phones
    52. 55. Follow-up is posted on the website
    53. 56. www.FixMyStreet.com
    54. 63. Agenda <ul><ul><li>My first experiments in the field </li></ul></ul><ul><ul><li>Framing the problem </li></ul></ul><ul><ul><li>Trends leading to Open Government </li></ul></ul><ul><ul><li>Emerging principles and practices </li></ul></ul><ul><ul><li>Questions for exploration </li></ul></ul>3
    55. 64. Concept of “Rational Collaboration” * “ Rational collaboration is a process where all the affected interests jointly engage in face to face dialogue bringing their various perspectives to the table to deliberate on the problems they face together. For the process to collaboratively rational, all participants must also be fully informed and able to express their views and listened to, whether they are powerful or not.” David Booher
    56. 65. Deliberation x Collaboration Deliberations debates problems on an abstract level before implementation of the solution or discusses the solution after it has already been decided upon. The directive mode (“expert based”) The collaborative mode (“interaction based”) Collaboration occurs throughout the decision making process in an adpative way. It creates a multiplicity of opportunities and outlets for engagement to strengthen a culture of participation. “ By organizing collaboration (government as platforms) government keeps itself at the center of decision making as the neutral arbiter in the public interest and also benefits from the contributions of those outside of government.” Beth Simone Noveck, US Deputy CTO for Open Government
    57. 66. The argument for collaborative rationality “ Collaborative processes can lead to changes in the larger systems that help make our institutions more effective and adaptive and make the system itself more resilient.” David Booher
    58. 67. Collaborative rationality Model DIAD (Diversity, Interdependency, Authentic dialogue) Diversity of interests Interdependence of interests Reciprocity Relationships Learning Creativity Authentic Dialogue Shared Identities Shared Meanings New Heuristics Innovation Characteristics of participants Results of the authentic dialogue Adaptations of the system By David Booher
    59. 68. Concept of “Interangengy Collaboration” * * Salvador Raza, “ COOPERAÇÃO INTERAGÊNCIAS: Porque e como funciona, um estudo de modelos organizacionais nas Relações Internacionais ,  Professor do Centro Hemisférico de Estudos de Defesa da Universidade de Defesa dos EUA. 3 possible responses do complex public issues: 1) Articulated segments through projects and programs 2) Hierarquical processes 3) Network decision based
    60. 69. 3 possible responses Salvador Raza, “ COOPERAÇÃO INTERAGÊNCIAS: Porque e como funciona, um estudo de modelos organizacionais nas Relações Internacionais ,  Professor do Centro Hemisférico de Estudos de Defesa da Universidade de Defesa dos EUA. Model # 1: Articulated segments through projects and programs An 3 rd party organisation is temporarily established to addess an specific problem and demands the collaboration of multiples organisations and individuals within the project/program scope of action. An ad hoc group is established to deal with a common agenda in termos of objectives and targets to be accomplished. Critical Success Factor: strong project manager capable of mobilizing resources (human, technical, financial)
    61. 70. Salvador Raza, “ COOPERAÇÃO INTERAGÊNCIAS: Porque e como funciona, um estudo de modelos organizacionais nas Relações Internacionais ,  Professor do Centro Hemisférico de Estudos de Defesa da Universidade de Defesa dos EUA. Model # 2 - Hierarquical processes Vertical stable and permanente decision process with top management. This model ensures the continuity as one organisation assumes the leadership.. Critical succes factors: articulation bettween parties, “legitimacy” of the organisation “in command” and change in organisational governance rules Eg. US Department of Defense 3 possible responses
    62. 71. Typical army org. Typical terrorist org. (eg. Al Quaeda) However, US Army is changing itself...
    63. 72. The US Army response (after 9/11)
    64. 73. Salvador Raza, “ COOPERAÇÃO INTERAGÊNCIAS: Porque e como funciona, um estudo de modelos organizacionais nas Relações Internacionais ,  Professor do Centro Hemisférico de Estudos de Defesa da Universidade de Defesa dos EUA. Model # 3 – Network decision based Multiple and simultaneous areas of control within a “hub” of relationships with “shared values and purposes”. This model adopts intensive communication infra-structure for self sincronization and convergence. All parts develop a shared understanding of the problem, premises and hipotesis to address it. Critical success factors: high level of maturity of the organisations Eg. NATO – for complex defense missions Norway - WoG – whole-of-government initiative 3 possible responses
    65. 74. Enabling Network Decision Based Org. - Government as Platforms -
    66. 75. <ul><li>Participation means true engagement with both experts and stakeholders (citizens) in the business of government and actual collaboration with citizens in the design of government programs </li></ul><ul><li>The idea is to encourage the private sector and the social sector to “build applications” that government didn’t consider or doesn’t have the resources to create it </li></ul><ul><li>- Open data and transparency is crucial </li></ul>Build It With Them – The Open Source Paradigm Government as “public I-Tunes”
    67. 76. Co-Creation is a next generation paradigm of value creation. It is about individuals (stakeholders) and enterprises (private-public-social ) jointly generating outcomes of mutual value, through platforms that expand co-creative engagement based on human experiences everywhere in the value ecosystem. What is Co-Creation? * Source: Venkat Ramaswamy, University of Michigan
    68. 77. 1. Value is jointly created through interactions of connected individuals, stakeholders, and enterprises. 2. This requires engagement platforms —purposefully designed environments of spaces-interfaces, people-communities, artifacts-services, and activities-processes— supported by network resources of enterprises and stakeholders, to generate outcomes of mutual value . 3. Engagement platforms can be anywhere in the value ecosystem in which the enterprise participates. 4. The co-creative potential of engagement platforms can be expanded through generative interactions, dialogue about experiences, and reflexive design of environments . 5. Enterprises can expand ecosystem value creation by co-creatively leveraging network resources and platform linkages around experience-based offerings . The Co-Creation Paradigm of Value Creation * Source: Venkat Ramaswamy, University of Michigan
    69. 78. Co-Creative Experience Environments: DART as the Building Blocks EXPERIENCE CO-CREATION Access Risk management Dialogue Transparency * Source: Venkat Ramaswamy, University of Michigan CO-CREATIVE PEOPLE CO-CREATIVE COMMUNITIES CO-CREATIVE PROCESSES CO-CREATIVE OFFERINGS
    70. 79. Value Stakeholder Network Resources Enterprise Network Resources Enterprises [Private-Public-Social] 2 Stakeholders [External-Internal] Customers Employees Investors Partners Suppliers Regulators Citizens Others Individuals Interactions The New Locus of Value Creation * Source: Venkat Ramaswamy, University of Michigan
    71. 80. 1. Value is jointly created through interactions of networked individuals, stakeholders, and enterprises. 2. This requires engagement platforms —purposefully designed environments of spaces-interfaces, people-communities, artifacts-services, and activities-processes— supported by network resources of enterprises and stakeholders, to generate outcomes of mutual value . 3. Engagement platforms can be anywhere in the value ecosystem in which the enterprise participates. 4. The co-creative potential of engagement platforms can be expanded through generative interactions, dialogue about experiences, and reflexive design of environments . 5. Enterprises can expand ecosystem value creation by co-creatively leveraging network resources and platform linkages around experience-based offerings . The Co-Creation Paradigm of Value Creation * Source: Venkat Ramaswamy, University of Michigan
    72. 81. 2 Mutual Value Enterprise Network Resources Enterprises [Private-Public-Social] Enhanced Experiences and Risk-Reward Relationships of Value to Individuals Enhanced Strategic Capital and Risk-Reward Relationships of Value to Enterprises Engagement Platforms Outcomes Stakeholder Network Resources Stakeholders [External-Internal] Customers Employees Investors Partners Suppliers Regulators Citizens Others People- Communities Activities- Processes Artifacts- Services Spaces- Interfaces Individuals Experiences Engagement Platforms are the Locus of New Value Creation * Source: Venkat Ramaswamy, University of Michigan
    73. 82. 1. Value is jointly created through interactions of networked individuals, stakeholders, and enterprises. 2. This requires engagement platforms —purposefully designed environments of spaces-interfaces, people-communities, artifacts-services, and activities-processes— supported by network resources of enterprises and stakeholders, to generate outcomes of mutual value . 3. Engagement platforms can be anywhere in the value ecosystem in which the enterprise participates. 4. The co-creative potential of engagement platforms can be expanded through generative interactions, dialogue about experiences, and reflexive design of environments . 5. Enterprises can expand ecosystem value creation by co-creatively leveraging network resources and platform linkages around experience-based offerings . The Co-Creation Paradigm of Value Creation * Source: Venkat Ramaswamy, University of Michigan
    74. 83. 1. Value is jointly created through interactions of networked individuals, stakeholders, and enterprises. 2. This requires engagement platforms —purposefully designed environments of spaces-interfaces, people-communities, artifacts-services, and activities-processes— supported by network resources of enterprises and stakeholders, to generate outcomes of mutual value . 3. Engagement platforms can be anywhere in the value ecosystem in which the enterprise participates. 4. The co-creative potential of engagement platforms can be expanded through generative interactions, dialogue about experiences, and reflexive design of environments . 5. Enterprises can expand ecosystem value creation by co-creatively leveraging network resources and platform linkages around experience-based offerings . The Co-Creation Paradigm of Value Creation * Source: Venkat Ramaswamy, University of Michigan
    75. 84. 2 Mutual Value Enterprise Network Resources Enterprises [Private-Public-Social] Enhanced Experiences and Risk-Reward Relationships of Value to Individuals Enhanced Strategic Capital and Risk-Reward Relationships of Value to Enterprises Engagement Platforms Outcomes Stakeholder Network Resources Stakeholders [External-Internal] Customers Employees Investors Partners Suppliers Regulators Citizens Others People- Communities Activities- Processes Artifacts- Services Spaces- Interfaces Individuals Experiences Engagement Platforms are the Locus of New Value Creation Co-Creation * Source: Venkat Ramaswamy, University of Michigan
    76. 85. Co-Creative Engagement Co-Creatively Leveraging Network Resource Relationships * Source: Venkat Ramaswamy, University of Michigan
    77. 86. Experience-based Offerings Co-Creative Engagement Co-Creatively Expanding Experience-based Offerings * Source: Venkat Ramaswamy, University of Michigan
    78. 87. SEUL, South Korea OASIS – an online suggestion platform – was launched in 2006 by Seoul Mayor Oh Se-hoon
    79. 88. The platform was designed to enhance creativity and imagination in administration – together with citizens. Citizen engagement begins online with presentation, discussion, and feasibility examination
    80. 89. OASIS meetings are also filmed…
    81. 90. … and simulcast online
    82. 91. OASIS Results <ul><li>As of May 2009, over 75 ideas have been adopted through the OASIS program, with over 55 completed and implemented </li></ul>Source: http://unpan1.un.org/intradoc/groups/public/documents/un-dpadm/unpan035258.pdf
    83. 92. Open Party -> Open Government A roadmap for Brazilian mayor elections 2012 Online Offline Engagement Plataforms promoted by the political party (according to technographic profile) Political Platform political party – 2012 elections “ OPEN PARTY” “ OPEN GOVERNMENT” Administration 2013/2016 Observatory
    84. 93. Agenda <ul><ul><li>My first experiments in the field </li></ul></ul><ul><ul><li>Framing the problem </li></ul></ul><ul><ul><li>Trends leading to Open Government </li></ul></ul><ul><ul><li>Emerging principles and practices </li></ul></ul><ul><ul><li>Questions for exploration </li></ul></ul>3
    85. 94. 3 Questions for exploration <ul><li>With Open Government in place, what becomes the role of legislators (chamber deputies, MPs, etc)? </li></ul><ul><li>Would political parties still matter in a new public governance configuration where population is directly engaged (“gov with you”)? </li></ul><ul><li>“ Should every service become private or social (NGO) and the government is now the platform”? </li></ul><ul><li>Would Public-Private-“Social” (NGOs) Partnerships would be a “natural” solution for strategic areas such as health, education and transport? </li></ul>
    86. 95. From To “ Failure is not an option” Gene Kranz, during the mechanical failures of the Apollo 13 mission
    87. 96. 3 References <ul><li>Booher, D., “Planning with Complexity: An Introduction to Collaborative Rationality for Public Policy” </li></ul><ul><li>Castells, M., “Communication Power” </li></ul><ul><li>- Habermas, J., “The Theory of Communicative Action: Reason and the Rationalization of Society” </li></ul><ul><li>- Lathrop, D. And Ruma, L., “Open Government” </li></ul><ul><li>Ramaswamy, V. and Gouillart, F., “The Co-Creative Enterprise” </li></ul><ul><li>Raza, S., “Cooperação interagências: por que e como funciona..” </li></ul><ul><li>Tapscot, Dan and Williams, A.D., “Macrowikinomics: Rebooting Business and the World” </li></ul>
    88. 97. Open Government – Gov.With.You André Coutinho andrercoutinho.wordpress.com [email_address] r March 30, 2011

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