Open Government Partnership Strategic Plan: Your Comments?
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Open Government Partnership Strategic Plan: Your Comments?

on

  • 712 views

The OGP Steering Committee requests comments from the open government community on its draft Strategic Plan. Please comment here: ...

The OGP Steering Committee requests comments from the open government community on its draft Strategic Plan. Please comment here: http://blog.opengovpartnership.org/2012/08/open-government-partnership-strategic-plan-comments/

Statistics

Views

Total Views
712
Views on SlideShare
700
Embed Views
12

Actions

Likes
0
Downloads
6
Comments
0

4 Embeds 12

https://si0.twimg.com 5
https://twitter.com 5
https://twimg0-a.akamaihd.net 1
https://abs.twimg.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-ShareAlike LicenseCC Attribution-ShareAlike License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Open Government Partnership Strategic Plan: Your Comments? Document Transcript

  • 1. Open Government Partnership Strategic Plan August 2012-August 2014 EXECUTIVE SUMMARYIntroductionThe Open Government Partnership is a global effort to make governments better. We all wantmore transparent, effective and accountable governments -- with institutions that empowercitizens and are responsive to their aspirations. Openness is the most powerful lever forachieving this.OGP aims to secure concrete commitments from governments to promote transparency,empower citizens, fight corruption, and harness new technologies to strengthen governance.To achieve these objectives, OGP brings together governments and civil society organisations astrue partners; uniquely, OGP is overseen by a Steering Committee composed, in equal numbers,of governments and civil society organisations; its co-chairs are drawn from both sectors.OGP is already demonstrating the power of this approach – in its first year it has grown toinclude 57 participating countries, each of which embraces the OGP Declaration of Principles,and commits to developing, implementing and assessing country action plans, all jointlydeveloped with civil society.This strategy sets out how OGP intends to build on this momentum, and the strengths of itsunique model, to realise our goals of more transparent, effective and accountable governments;and to establish OGP as the leading international forum on open government.There are two elements at the heart of the strategy: Strengthening the Core and MaintainingVibrancy.1. Strengthening the CoreThis is about ensuring that the tools the OGP uses for advancing change – the country actionplans, peer learning and assessment tools including the Networking Mechanism, and the SupportUnit – are strong enough to support the Partnership’s rapid growth and most challengingambitions. This includes: a. Deepening engagement with participating governments - to refine the quality of their actions plans, support effective implementation of their commitments, and advance
  • 2. OGP 2012-2014 Strategic Plan the assessment process; and with civil society actors – to encourage active, constructive engagement with countries as they develop and implement their plans; b. Maximising the benefits of peer learning, and, through a mix of in-person thematic meetings, webinars and an online learning platform driven by the Networking Mechanism; credibly measuring impact to help build a compelling evidence base for the benefits of Open Government; c. Promoting accountability through Government Self-Assessment Reports, and the Independent Reporting Mechanism, so that a diversity voices can be heard on the quality and pace of countries’ efforts to implement their action plans; d. Elevating the OGP’s brand and narrative within local and international contexts; e. Ensuring the Support Unit has the capabilities and resources it requires to facilitate OGP’s work as the partnership rapidly matures and grows, and to support the activities outlined above.2. Maintaining VibrancyTo help ensure that open government is central to 21st century society, as it should be, OGP mustbuild further on the extraordinary momentum and interest it has generated in its first year. Thismeans leveraging its unique position in bridging both diverse fields (of governance, transparencyand accountability), and communities (government, civil society and the private sector) tomaximum advantage. To achieve this, OGP will focus on: a. International engagement, by exploiting strategic linkages with international and regional organisations, such as the World Bank, IMF, OECD and United Nations, while maintaining OGP’s independence so it can continue to innovate and bridge the north-south divide effectively, as it has done so far. b. Policy innovation, by drawing on the ideas and innovation of OGP’s diverse and collaborative community of reformers. c. Developing a clear process for iterative and future action country plans, so that these living documents continue to raise the bar of open government.ConclusionOGP is trailblazing a new way for governments and civil society to work together as partnerstowards a clear, shared objective: better government through openness.By strengthening its core elements while also developing mechanisms that sustain the vibrancyof the partnership, OGP stands to become the foremost multi-lateral forum for making opengovernment the most important public policy contribution of our generation. 2
  • 3. OGP 2012-2014 Strategic Plan Table of ContentsI. Introduction: Fulfilling OGP’s Mandate and ValuesII. Strengthening the Core A. Deepening Country Engagement B. Support Unit C. Peer Learning & Measuring Impact D. Promoting Accountability E. Communications/BrandIII. Maintaining Vibrancy A. International Engagement B. Policy Innovation C. Iterative Action Plans 3
  • 4. OGP 2012-2014 Strategic PlanI. INTRODUCTION: FULFILLING OGP’S MANDATE AND VALUESThe Open Government Partnership was launched in 2011 to provide an international platform fordomestic reformers committed to transforming government and society through openness. In itsfirst year, OGP has grown to include over 50 participating countries, each of which embraces theOGP Declaration of Principles, and commits to developing, implementing, and assessing acountry action plan, all jointly developed with civil society.[NOTE: OGP “Values” and “Offer” remain under development, contingent on paralleldiscussions following London visioning exercise.]Guiding ValuesDrawing from its Declaration of Principles and Articles of Governance, OGP’s core values guideits contribution to the global open government movement:1. Collaboration: Sustainable, positive reform requires productive collaboration betweengovernments, civil society and the private sector.2. Action: Participation means more than attending annual conferences and making aspirationalcommitments. Participation is delivering on those commitments.3. Credibility: Country commitments are developed in consultation with civil society,implemented as a whole-of-government approach in a transparent and participatory manner, andheld accountable through an independent review process.4. Innovation: participating countries engage in a ‘race to the top’ to outdo themselves, build onthe achievements of one another and push the cutting edge of open government tools andreforms.Now an international initiative with significant visibility and momentum, OGP has anopportunity and imperative to play a unique role on the world stage.The OGP OfferTo its participating countries and to the world, OGP offers the following benefits: • Elevating open government to the highest levels of government and political discourse, providing top-cover for difficult reforms, creating a supportive community of like- minded reformers, galvanizing public attention and political momentum; • Driving and institutionalizing high-level and working-level dialogue between governments and their citizens on the topic of open government; • Providing an international platform for the sharing and celebrating of leading domestic open government efforts and results, with respect and equality shared among the participating countries; 4
  • 5. OGP 2012-2014 Strategic Plan • Facilitating transformational government practices by leveraging OGP’s rich data and case studies and connecting government reformers to other like-minded officials, civil society reformers and private sector resources and experts; • Driving credible action on open government reform through a unique consultation and assessment process that brings civil society and governments together. • Adding value to domestic reform efforts through expert insight and the provision of targeted recommendations for harmonizing and deepening existing commitments.Long- and Short-term GoalsOGP’s long-term goal is to be the leading international platform for open government bycreating an action-oriented, results-based community rooted in credible commitments andaffirmative collaboration.The next 18 months are critical for OGP to fulfill this ambition. This plan lays out OGP’soverall strategy and tactics in two areas: Strengthening the Core and Maintaining Vibrancy. Bystrengthening its core, OGP will ensure that its foundational elements—the country action plans,peer learning and assessment tools including the Networking Mechanism, and the SupportUnit—are strong enough to support the ambition and commitments of participating governmentsand civil society stakeholders.At the same time, OGP must retain the interest and momentum it has garnered in its first year,requiring a set of actions related to proactive international engagement, policy innovation, anditeration of action plans that raise the global standard of good governance. By strengthening itscore elements while also developing mechanisms for ongoing vibrancy, OGP stands to becomethe foremost multi-lateral forum for making open government the most important public policycontribution of our generation.Measures of SuccessWhile OGP is an international initiative with global reach, its greatest success stories will comefrom the domestic achievements of participating countries and the pace with which openness isadopted by participating countries. As OGP implements this strategic plan, it will consider thefollowing changes as measures of its success.Changes in Public Will: New leverage for civil society to partner with government in order tosuccessfully drive transparency and accountability policy agendas at the local, national andinternational level.Changes in Political Will: Increased/renewed momentum within governments around opengovernment efforts that enables internal reformers to successfully pursue their agenda using OGPas a platform—including ineligible countries taking steps necessary to become eligible. 5
  • 6. OGP 2012-2014 Strategic PlanChanges in Practice: New innovations in technology, processes, and communications (e.g. opendata applications, public-private partnerships, service delivery monitoring and reportingtechniques, etc.) that are increasingly adopted by OGP participating governments.Changes in Policies: New laws, regulations, forums, processes and platforms in participatingcountries around transparency, accountability and civic participation in government.Changes in Norms: Leverage recognized global norms and practices around openness andparticipation in government with a large and diverse number of champions promoting it throughmajor global forums, existing multilateral frameworks, and bilateral relations. OGP does not setits own norms: rather, it is shaped by the practices of participating countries, which respect anddeepen existing national, regional and international standards (for example, transparencycommitments within the Rio+20 sustainable development agenda and anti-corruption standardsset by the UN Convention against Corruption).After 12-24 months of implementation, the Independent Reporting Mechanism will produce areport on OGP’s attainments, as presented by local researchers through the IRM process. TheIRM will also produce an overarching report that contains recommendations for improving theinitiative’s own process and outcomes.II. STRENGTHENING THE CORE A. Deepening Country EngagementOGP will only succeed if the initiative adds value to the efforts of all stakeholders (governments,civil society, and private sector) that constitute it. After a rapid initial phase of development—growing from 8 to over 50 countries in less than 8 months—OGP needs to immediately focus ondeepening engagement with participating governments in order to refine the quality of theiraction plans, support efforts to allow for effective implementation, and advance the assessmentprocess.This first priority of OGP’s strategic plan includes developing better relationships with identifiedgovernment reformers, as well as galvanizing civil society buy-in and engagement at the locallevel in each participating country. The overall goal of deeper engagement is to ensure that eachparticipating government delivers, and ultimately implements, a robust action plan with stretchcommitments that have strong support from local and diverse civil society.As OGP demonstrates its value to participating countries, it will continue to garner interest fromcountries that 1) are eligible, but have not yet joined OGP; or 2) are not eligible but interested injoining the initiative. OGP will continue to support the aspirations of these countries to join inOGP’s inclusive race to the top, including identifying ways to help them through OGP’s growingcommunity of reformers.Government EngagementOGP will deepen engagement with each participating countries through the following activities: 6
  • 7. OGP 2012-2014 Strategic Plan Deadline: Ongoing Convene at least one annual, working-level Responsibility: OGP Governance and peer exchange meeting for participating Leadership sub-committee and Peer Learning countries to share perspectives on the OGP sub-committee, with support from the Steering process and best practices in OGP Committee and Support Unit; Meeting is commitments. hosted by the lead chair.Undertake intensive outreach through Steering Deadline: Ongoing Committee governments’ diplomatic posts in Responsibility: Governance and Leadership OGP participating countries to ensure capitals sub-committee, with support from the Steering are well informed about OGP process Committee and Support Unit, civil society expectations and requirements. chair for CSO outreach Convene regional and thematic meetings Deadline: Ongoing before the annual conference in order to Responsibility: Governance and Leadershipfacilitate relationship building in smaller, more sub-committee and OGP countries manageable settings.Civil Society EngagementOGP will deepen engagement with civil society actors in support of government action plansthrough the following tactics: Identify countries where civil society Deadline: September 2012engagement is currently lagging, and facilitate Responsibility: Civil Society chair increased engagement. Encourage a wide network of civil society organizations in OGP countries to regularly produce reports, press releases, and public Deadline: Ongoing commentary with constructive suggestions Responsibility: Civil Society chair about their government’s OGP process and plan. Include a diverse array of civil society representatives at every OGP meeting (small Deadline: Ongoingand large) to facilitate communication between Responsibility: Civil Society chaircivil society organizations and networks across the spectrum of OGP countries. B. Support UnitThe OGP Support Unit serves as the secretariat of the international initiative. Its primarypurpose is to be an objective facilitator of the Steering Committee’s work, and to provideadministrative support and institutional memory to the initiative on an ongoing basis, particularlyleading up to official OGP meetings. In order to effectively support the rapid development ofOGP, the support unit will scale up its staff, and possibly its resources, in the next 18 months. 7
  • 8. OGP 2012-2014 Strategic PlanSpecific activities include: Conduct an organizational assessment to Deadline: July 1, 2012 determine existing and future needs of the Responsibility: Ad hoc Strategy Working support unit. Group of the Steering Committee Review OGP Support Unit budget; Consider additional funding needed to strengthen its Deadline: July 2012 capacity, with particular attention to the Responsibility: Support Unit Director with Ad strategy and funding for the OGP’s Hoc Strategy Working Group communications infrastructure. Deadline: July 2012Revise the hiring process for the Support Unit Responsibility: Support Unit Director with Ad Hoc Strategy Working Group Formalize terms of reference, reporting lines Deadline: July 2012 and oversight of the Support Unit to the Responsibility: Support Unit Director with Ad Steering Committee. Hoc Strategy Working Group Deadline: September 2012 Complete hiring of candidates so that the Responsibility: Support Unit Director with Ad Support Unit is fully staffed Hoc Strategy Working Group C. Peer Learning & Measuring ImpactOGP’s network presents a new, expansive resource for open government experiences from bothgovernment and civil society. OGP will prioritize the development of a pro-active knowledgebase, built on the lessons and experiences of participating government and civil society reformersas well as from existing international/multilateral processes. Peer learning should focus on bestpractices as they pertain to the OGP process (development, assessment, implementation that isconsultative and collaborative) and OGP action plans (content spanning a wide array of issues).The Peer Learning sub-committee should also engage with international organizations (e.g.World Bank, OECD, AU, OAS, etc.) to ensure synergies and avoid duplication of other efforts.The OGP communications strategy, detailed in Section E below, should ensure broaddissemination of these lessons.The primary vehicle for driving peer learning within OGP is the Networking Mechanism,which—based on initial learning—will immediately shift its emphasis from on-demandmatchmaking to a more pro-active focus on documenting and disseminating case studies on bestpractices, innovations and lessons learned. The Networking Mechanism will accomplish thistransition through organizing in-person thematic meetings, webinars, and exchanges and creatingan online learning platform, in coordination with the Peer Learning and Support Sub-Committeeand the OGP Support Unit.OGP’s work on Peer Learning & Measuring Impact will emphasize the particular challenges thatgovernments face in “selling” open government within their own bureaucracies and that civil 8
  • 9. OGP 2012-2014 Strategic Plansociety faces in ‘selling’ open government to governments. OGP’s Peer Learning strategy willtherefore help build the evidence base for what OGP countries and the larger open governmentcommunity are accomplishing in compelling formats that are easily accessible to governmentofficials, civil society groups and especially the broader public and media.OGP’s Peer Learning activities include: Developing an “OGP Orientation” packet for Deadline: September 2012 participating governments and civil society Responsibility: Support Unit stakeholders Convening no less than quarterly in-person meetings and monthly webinars on thematic areas, e.g. the top 10 OGP commitments. Deadline: Ongoing Meetings can be organized by OGP or built Responsibility: Steering Committee, into existing events featuring OGP issues (e.g. Networking Mechanism, and Support Unit the World Bank, APEC, Bali Democracy Forum)Partnering with leading academic and researchinstitutions (e.g. Sussex University, University Deadline: December 2012 (to beginof Nairobi) as ‘OGP Learning Partners’ to pick collaboration and produce products in time for a small and diverse number of countries (e.g. March 2013 annual conference)10) and document their approach to developing Responsibility: Peer Learning sub-committee, commitments, implementing them and Support Unit, and potential external partners monitoring them as a resource for the wider (e.g. T/A I) OGP community. Establishing a “buddy system” or ‘twinning Deadline: December 2012 arrangement’ among OGP participating Responsibility: Peer Learning sub-committee, countries working on similar issues Support Unit Providing issue-specific tool-kits to governments, local civil society, and the Deadline: September 2012 private sector on how to engage, and Responsibility: Networking Mechanism, connecting them with relevant OGP Support Unit stakeholders as necessary Developing a series of online learning and Deadline: December 2012 resource tools that include impact-oriented Responsibility: Networking Mechanism, video and written interviews and case-studies Support Unit Explore partnerships with external institutionsto work with OGP on a rigorous, medium-term Deadline: March 2013impact assessment focused on 10 participating Responsibility: Peer Learning & Support sub- countries, to begin documenting and learning committee, Support Unit from various content-specific approaches to OGP and their impact at the country level.Launching an online, searchable, and dynamic directory of leading service providers in the Deadline: Immediately open government field willing and eager to Responsibility: Networking Mechanism work with OGP governments 9
  • 10. OGP 2012-2014 Strategic Plan D. Promoting Accountability: Government Self-Assessment and the Independent Reporting MechanismOGP’s structure is designed so that the primary mechanism of accountability remains where itshould—between a government and its citizens. It is not the OGP Steering Committee’s role topolice or otherwise make qualitative judgments on commitments and implementation of OGPgovernments’ action plans.OGP’s unique value lies in supporting domestic reformers within and outside of government topromote their open government agendas through meaningful dialogue and feedback, providingthem with a lever to help ensure that their voices are heard at the highest levels of governmentand creating a high-profile platform for direct country action. OGP helps amplify the voices andaccomplishments of these reformers.To this end, the OGP process includes two assessments, both conducted in an open, participatoryand transparent manner. The first is a Government Self-Assessment Report that enables politicalleaders to take stock of their accomplishments and identify additional ways to further advancethe open government agenda they have articulated under OGP. The second is an IndependentReporting Mechanism assessment, which is the vehicle for the greater diversity of citizens’voices to be heard on OGP country action plan implementation.OGP also appreciates and encourages the efforts of other organizations to monitor and assessOGP action plans, independent of the two assessment processes prescribed by OGP itself. Deadline: December 2012 Develop self-assessment Responsibility: Criteria and template Standards Committee, with IEP Deadline: December 2012 Disseminate template and Responsibility: Criteria and guidance for governments’ Standards Committee, with self-assessments IEP Government Self-Assessment Deadline: Jan-March 2013 Engage founding governments Responsibility: Co-chairs and on assessment process Support Unit (IRM program manager?) Deadline: After March 2013 Produce lessons learned Responsibility: Steering document on the self- Committee and Support Unit assessment process. (IRM program manager?) Select International Experts Deadline: September 2012 The Independent Reporting Panel (IEP) to oversee the Responsibility: Steering Mechanism (IRM) IRM process Committee Select Local Researchers in Deadline: January 2012 first tranche of OGP countries Responsibility: IEP 10
  • 11. OGP 2012-2014 Strategic Plan for IRM assessment Develop and Provide Deadline: January 2012 assessment guidance for local Responsibility: IEP researchers Explore best ways to crowd- source citizen views of Deadline: January 2012 government plans and Responsibility: IEP implementation E. Communications/BrandOGP has the potential for even greater impact by elevating its brand and narrative within localand international contexts. The Steering Committee and Support Unit will prioritize OGP’scommunications strategy over the coming 18 months. Key activities include: Articulate OGP’s mission statement, values, Deadline: December 2012 boilerplate, and key messages for consistent Responsibility: Governance and Leadership and wide use in marketing materials. sub-committee (UK lead), Support Unit Build out the OGP website into a dynamicdigital platform for engagement. OGP’s online presence should (1) emphasize stories of Deadline: TBD (pending further conversation) impact (from government and civil society) Responsibility: Governance and Leadershipand (2) offer online tools for manipulating and sub-committee (UK lead), Support Unit visualizing OGP-related data and commitments. Hire a digital producer and a press officer in Deadline: November 2012 the Support Unit to carry out the OGP Responsibility: Support Unit Director communications/marketing strategy. Articulate OGP’s “offer” to governments Deadline: January/March 2013 through a series of marketing materials, Responsibility: Governance and Leadership including print and video. sub-committee (UK lead), Support UnitCreate an ‘OGP media council’ modeled on the Deadline: March 2013 World Economic Forum media council to Governance and Leadership sub-committee engage global media on open government. (UK lead), Support UnitIII. MAINTAINING VIBRANCYOGP has the potential to unite the rich lessons in the diverse fields of governance, transparencyand accountability. It is in a unique position of bridging many communities of practice andshould leverage its unique role on the world stage to ensure that open government is central to21st Century society. We cannot afford to not “open government”. The world facesunprecedented governance challenges (rising populations, climate change, sustainable economicgrowth to name but a few) to which open governance is a key. 11
  • 12. OGP 2012-2014 Strategic Plan A. International EngagementMany international/regional organizations and initiatives have identified strategic linkages withOGP and seek to work with OGP to pursue common open government agendas. For example,the OECD, the World Bank and the United Nations have sought to develop partnerships withOGP. Other organizations have best practices in assessment, evaluation, civil societyengagement, and programming implementation, which can benefit OGP and the efforts of itsparticipating governments.OGP has also generated substantial new momentum in a number of open government fields(open data, access to information, anti-corruption, budgeting, extractive industries, etc.) thatrelevant initiatives and multi-lateral institutions welcome and seek to build upon. OGP shouldcontinue to position itself as an umbrella platform that any open-government focused institutioncan use to drive their own initiatives, rather than seeking to place OGP in competition with them.OGP should remain sufficiently independent from other international institutions to innovate andbridge the north-south divide (e.g. ‘innovations from everywhere’) as it has successfully done sofar, while also leveraging the interest of more-established entities on the international landscape.Recognizing that open collaboration is in the best interest of OGP participating countries andcivil society, OGP should invite the OECD, UNDP, UNODC, IMF, World Bank and otherinstitutions to participate in the country commitment process, without formally linking to theOGP process. The Networking Mechanism provides one venue for the institutionalization forsuch collaboration.Activities include: Leverage Steering Committee membership to Deadline: Ongoing anchor OGP messages in other initiatives Responsibility: Governance and Leadership where participating governments are active, sub-committee, Support Unit especially in regional bodies.Engage the High Level Panel on the rethink ofthe Millennium Development Goals, G20, G8, Deadline: Ongoing APEC, ASEAN, AU, OAS, the Bali Responsibility: Governance and Leadership Democracy Forum, Community of sub-committee, Support UnitDemocracies, and other international initiatives to incorporate open government themes Engage the above bodies to determine what Deadline: December 2012 resources are available for OGP participating Responsibility: Peer Learning sub-committee, governments in the implementation of action Networking Mechanism, Support Unit plans (i.e. OGP “toolbox”) Continue to work with emerging democracies Deadline: Ongoing to advance openness, transparency and Responsibility: Governance and Leadershipaccountability, such as through the OECD/G8 sub-committee, Support Unit Deauville Partnership 12
  • 13. OGP 2012-2014 Strategic PlanIdentify initiatives of interest to sub-groups of OGP participating countries based on theiraction plans (IATI, EITI, OECD Anti-Bribery Deadline: Ongoing Convention, UN Convention against Responsibility: Governance and Leadership Corruption review mechanism, etc) and co- sub-committee, Support Unit convene meetings with these institutions on how to make progress during the OGP implementation period Deadline: Immediately Establish a public calendar of international Responsibility: Governance and Leadershipevents highlighting OGP or open government sub-committee, Support Unit B. Policy InnovationOGP’s diverse and collaborative community lends itself to a breeding ground for new ideas inopen government. By virtue of the efforts made by government and civil society reformers,OGP will drive policy innovation and refine existing efforts around open government. Inparticular, as detailed below, OGP can add momentum to existing standard-setting bodies,provide a resource for the discussion of the new UN development goals framework, worktowards a new body of evidence on the connection between openness and economicdevelopment, and spotlight open government innovation happening at the sub-national levelaround the world. OGP itself is not a standard-setting body – it does not impose standards on participating Action: Reach-out to existing international governments. But given OGP’s high-level of transparency initiatives to inform them about political commitment, it provides a unique OGP. opportunity to drive momentum behind Timeline: prioritize and reach out to key standard-setting exercises in the open global open government initiatives by October government field: the extractive industries 2012.transparency initiative (EITI), the International Responsibility: Governance and Leadership Aid Transparency Initiative (IATI), the sub-committee. Construction Sector Transparency Initiative(CoST), the Kimberley Process, the Medicines Transparency Alliance (MeTA) and Rio+20.UN Secretary General Ban Ki Moon has asked the governments of Indonesia, Liberia and the Action: identify how to integrate open United Kingdom to co-chair a High-Level government into the new UN Millennium Panel on what should follow the Millennium Development Goals. Development Goals. OGP is a unique a Timeline: working group set up by June 2012. platform for governments and civil society to Responsibility: Governance and Leadership discuss how best to include open government sub-committee. principles in the new UN development goals framework. Citizens using information and governments Action: document best “prosperity and engaging with citizens will lead to better participation” practices. 13
  • 14. OGP 2012-2014 Strategic Plan policies and opportunities that can drive Timeline: documentation completed by prosperity. OGP could build the demand, February 2013. knowledge and market that enable citizens to Responsibility: OGP networking mechanism. use information to drive prosperity and social change. Participation generates information Action: form a ‘prosperity and participation’ that improves the quality of services. A broad taskforce within the OGP networking information base – listening to citizens – will mechanism.help ensure better, more effective policies. This Timeline: to be discussed - taskforce in place evidence base is particular appealing to by October 2012. countries in transition. OGP will document Responsibility: OGP networking mechanism. and share best practices related to prosperity and participation at the next annual meeting (London/2013). These include concreteexamples of citizens using newly released data and information to drive better policy and delivery of public services. Action: Begin reaching out to key cities andOpen government reformers at city-level have soliciting both stories of success and ideas for a wealth of commitment, passion and how cities can best engage with OGP.knowledge that OGP should document, share, Deadline: March 2013 and celebrate. Responsibility: Ad hoc cities working group of the Steering Committee C. Iterative and Future Action PlansOGP action plans are designed to be living documents that can be continually refreshed andexpanded. In the next 18 months, OGP will decide how best to maintain country interest andcommitment to iterative action plans that continue to raise the bar of open government inrespective contexts.This is a critical path decision. There are three primary options: (1) OGP countries to draft a newcountry action plan once their first action plan has expired, (2) OGP countries update and refreshexisting action plans, (3) OGP countries develop a new type of action plan, whether focused onone specific sector (e.g. open government and the environment) or level of governance (e.g. OGPand cities). In any scheme, the technical recommendations provided by the IRM can help toinform continued efforts and innovation on the part of participating governments.The Governance and Leadership sub-committee will develop plans for 2014 countrycommitment structure by March 2013. 14