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Open Government – Gov.With.You André Coutinho andrercoutinho.wordpress.com [email_address] r March 30, 2011
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object]
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],3
 
Why the Industry Strategy Map (2005)?  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How the Brazilian Industry can  contribute to reach the  Sustainable Development in Brazil?
Why the Map of the Industry?  ,[object Object],[object Object],[object Object],[object Object],How the Brazilian Industry can  contribute to reach the  Sustainable Development in Brazil?
Particicipants ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],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.
Defined Strategical pillars:
 
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 ,[object Object],[object Object],[object Object],[object Object],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
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   ,[object Object],[object Object],Main Focus
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
Análise de Desempenho do Mapa Estratégico (depois de 12 meses) *estimativa
Análise de Desempenho do Mapa Estratégico (depois de 12 meses) *estimativa
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
[object Object],[object Object],[object Object],[object Object],Results achieved so far
 
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
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
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 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],9
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Objectives 10
[object Object],[object Object],The Future Vision “ O Rio Grande que Queremos” Meeting   (March 8th and 9th) 12
15
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
Society in general – Broad survey Management Forum – Interviews ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Results are consolidated and validated The Strategy “ Strategic Map of RS“ Workshop of April 26th 16
17
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
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
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) ,[object Object],[object Object],[object Object],[object Object],(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
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
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
Resultado do segundo encontro do Fórum Temático Exemplo de Gestão Pública 25
Thematic Forums 27
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
On the news – major newspapers and TV 30
Strategic Agenda website www.agendars2020.org.br 31
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],3
The odds of the political cycle ,[object Object],[object Object],[object Object],[object Object],[object Object]
How wicked problems are typically  addressed inside the government...
Dealing with the Sao Paulo  traffic jam ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ 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
[object Object],[object Object],[object Object],[object Object],[object Object],What to expect from governments?
Failure of most governments to deal with today’s  complex issues... Environment Development Transport Water Education
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],3
Today, Citizens (Customers) are Highly Connected and Informed  and are no longer Passive Recipients Citizens Government
Wikileaks disrupts government “opaque” (non tansparent) acts and measures over time
Private companies take the lead in dealing with public issues http://www.refresheverything.com
Obama’s “social media” campaign....
...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
...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”
LOCAL GOVERNMENT PROCESSES:  LoveLewisham.org ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mobile phone photos are  posted with the requests
LoveLewisham.org’s transparency  extends to maps
A free software application  enables mobile phones
Follow-up is posted on  the website
www.FixMyStreet.com
 
 
 
 
 
 
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],3
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
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
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
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
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
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)
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
Typical army org. Typical terrorist org. (eg. Al Quaeda) However, US Army is  changing itself...
The US Army response (after 9/11)
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
Enabling Network Decision Based Org.  - Government as Platforms -
[object Object],[object Object],[object Object],Build It With Them – The Open Source Paradigm Government as “public I-Tunes”
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
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
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
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
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
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
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
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
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
Co-Creative Engagement Co-Creatively Leveraging Network Resource Relationships * Source: Venkat Ramaswamy, University of Michigan
Experience-based Offerings Co-Creative Engagement Co-Creatively Expanding Experience-based Offerings * Source: Venkat Ramaswamy, University of Michigan
SEUL, South Korea OASIS – an online suggestion platform – was launched in 2006 by Seoul Mayor Oh Se-hoon
The platform was designed to enhance creativity and  imagination in administration – together with citizens. Citizen engagement begins online with presentation, discussion, and feasibility examination
OASIS meetings are also filmed…
…  and simulcast online
OASIS Results  ,[object Object],Source: http://unpan1.un.org/intradoc/groups/public/documents/un-dpadm/unpan035258.pdf
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
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],3
3 Questions for exploration ,[object Object],[object Object],[object Object],[object Object]
From To “ Failure is not an option” Gene Kranz, during the mechanical failures of the Apollo 13 mission
3 References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Open Government – Gov.With.You André Coutinho andrercoutinho.wordpress.com [email_address] r March 30, 2011

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

  • 1. Open Government – Gov.With.You André Coutinho andrercoutinho.wordpress.com [email_address] r March 30, 2011
  • 2.
  • 3.
  • 4.  
  • 5.
  • 6.
  • 7.
  • 9.  
  • 10.
  • 11.
  • 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
  • 13. Análise de Desempenho do Mapa Estratégico (depois de 12 meses) *estimativa
  • 14. Análise de Desempenho do Mapa Estratégico (depois de 12 meses) *estimativa
  • 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
  • 16.
  • 17.  
  • 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
  • 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
  • 20.
  • 21.
  • 22.
  • 23. 15
  • 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
  • 25.
  • 26. 17
  • 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
  • 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
  • 29.
  • 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
  • 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
  • 32. Resultado do segundo encontro do Fórum Temático Exemplo de Gestão Pública 25
  • 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
  • 35. On the news – major newspapers and TV 30
  • 36. Strategic Agenda website www.agendars2020.org.br 31
  • 37.
  • 38.
  • 39. How wicked problems are typically addressed inside the government...
  • 40.
  • 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
  • 42.
  • 43. Failure of most governments to deal with today’s complex issues... Environment Development Transport Water Education
  • 44.
  • 45. Today, Citizens (Customers) are Highly Connected and Informed and are no longer Passive Recipients Citizens Government
  • 46. Wikileaks disrupts government “opaque” (non tansparent) acts and measures over time
  • 47. Private companies take the lead in dealing with public issues http://www.refresheverything.com
  • 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
  • 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”
  • 51.
  • 52. Mobile phone photos are posted with the requests
  • 54. A free software application enables mobile phones
  • 55. Follow-up is posted on the website
  • 57.  
  • 58.  
  • 59.  
  • 60.  
  • 61.  
  • 62.  
  • 63.
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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)
  • 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
  • 71. Typical army org. Typical terrorist org. (eg. Al Quaeda) However, US Army is changing itself...
  • 72. The US Army response (after 9/11)
  • 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
  • 74. Enabling Network Decision Based Org. - Government as Platforms -
  • 75.
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 85. Co-Creative Engagement Co-Creatively Leveraging Network Resource Relationships * Source: Venkat Ramaswamy, University of Michigan
  • 86. Experience-based Offerings Co-Creative Engagement Co-Creatively Expanding Experience-based Offerings * Source: Venkat Ramaswamy, University of Michigan
  • 87. SEUL, South Korea OASIS – an online suggestion platform – was launched in 2006 by Seoul Mayor Oh Se-hoon
  • 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
  • 89. OASIS meetings are also filmed…
  • 90. … and simulcast online
  • 91.
  • 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
  • 93.
  • 94.
  • 95. From To “ Failure is not an option” Gene Kranz, during the mechanical failures of the Apollo 13 mission
  • 96.
  • 97. Open Government – Gov.With.You André Coutinho andrercoutinho.wordpress.com [email_address] r March 30, 2011

Editor's Notes

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