Download Maximizing the value of data

Creating learning organization for continuous
data-driven public sector
Twinning project
Moldova, 21-22 February 2017
Content for this morning
Action plan “Modernization of public service”
BIG DATA for growth and wellbeing
Maximizing the value of data
Creating learning organization for continuous
data-driven public sector
Digital transformation in Lithuanian public
administration
Action plan for
implementation
of the Strategy of Public
administration reform in
Moldova 2016-2020
Public Administration Reform Strategy for Moldova
Moldova Government Decision No. 911
Objective – to set up a modern, efficient, professional public administration,
oriented to provide high-quality public service according to the needs and
expectations of citizens and social and economic entities.
The main directions of the reform:
– Accountability of public administration
– Development and coordination of public policies
– Modernization of public services
– Public finance management
– Civil service and human resources management
Public Administration Reform Strategy for Moldova
Modernization of public services
General objective
Developing the supply of public administrative services at central and local
level, by improving access to these services in various ways, the efficiency of
their performance, reducing unnecessary administrative burdens and
minimizing the cost of services for both beneficiaries and service providers,
and effectiveness, according to beneficiaries’ needs and requirements,
ensuring a stable level of quality of the services performed.
Public Administration Reform Strategy for Moldova
Modernization of public services
Specific objectives:
• Ensuring a coordinated and unified approach to modernisation of public services
– The development of regulatory and methodological framework for ensuring the modernisation of public
services, increasing the efficiency and increase the accessibility of and implementation of standards of quality
and cost for public services
– Strengthening institutional capacity building and human capacity to implement initiatives for modernising public
services in the State Chancellery and public authorities in charge of public services
• Increase the quality and accessibility of public services by re-engineering
operational processes and by digitization, as well as by creating the network of
universal public service provision centers
– Removing outdated public services and public services reingineria priority
– The digitisation of public services previously subject to reinginerie process
– Developing and piloting the concept of centre of universal public service
BIG DATA
Key points
• Data and information are resources of crucial importance to any
country and society
• Data is raw resource, like crude oil, yet its volume is growing
(as opposed to oil )
• Considerable added value can be created using data creatively –
Data Economy potential
• Data Economy and Data Value Chain require proactive steps to
create them
Digital Universe Keeps Exploding
Data is the new oil
o
o
o
o
o
Extract
Refine
Deliver
Transform
Use for profit
ENHANCED DATA ACCESS
Maximizing the value of data
Maximizing the value of data
• WHY IS ENHANCED ACCESS TO DATA IMPORTANT?
• WHAT ARE THE MAIN EMPIRICAL FINDINGS?
• WHAT DO WE NEED TO CONSIDER?
• RECOMMENDATIONS
Data is not oil, but an infrastructure with large spill-overs
• Data is non-rivalrous (but excludable)
– Data re-use and non-discriminatory access can maximize its value
– Data enables multi-sided markets
• Data is a capital with increasing returns
– Data can be re-used as input for further production
– Data linkage is a key source for super-additive insights
• Data is a general purpose input without intrinsic value
– Data are an input for multiple purposes
– Its value depends on complementary factors related to the capacity to extract information (e.g.
skills, software)
Data driven innovation
DATA DRIVEN INNOVATION
(DDI) – the use of data and
analytics to improve or foster new
products, processes,
organizational methods and
markets and it is a new source of
growth.
DDI is not only about big data, it is about the data value cycle
Data specialists
skills, key to
adopting data
analytics
Knowledge
base
Decision
making
Value added growth
and well-being
Enhance data access
vv
Data analytics
(software
& skills)
Enhance data analytic
capacities
Datafication &
data collection
Big data
Enhance data quality
Data value cycle with their key types of actors
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Datafication and data
collection
Data providers
• Governments
• Consumers
• Data brokers
Data analytics &
software
Data analytics
providers
Decision making
Data-driven
entrepreneurs
• Hardware providers
• Start-ups and incumbents
• Software providers
• Civil entrepreneurs
• Consultancy services
• Governments
Data value cycle and confluence of key trends and
enabling factors
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Dattafication and data
collection
Exponential growth
of data
• Digitization
• Open data
• Fast and open Internet
• Internet of Things
Data analytics &
software
Adoption of data
analytics
Decision making
Paradigm shifts from
informing to driving
decisions making
• Machine learning
• Analytics (algorithms)
• Cloud computing
• Data specialist skills
• Automated decision
making
• Culture and data
experiments
Main phases of the data value cycle with their key types of
data specialist occupations
Data specialists skills, key to adopting data analytics
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0
0
1
1
Datafication and data
collection
Data analytics &
software
Data collectors and
administrators
Data analytics
• Data entry clerks
• Statisticians
• Database designers and
administrators
• Actuaries
• Scientists
• Analysts
Data scientists
Decision making
Decision-makers
• Managers
• Engineers
Striking the right balance between openness and closeness
Individuals
privacy
confidentiality
Close(ness)
multi-purpose reuse
Prevent social
and economic
harm
free flow of data
user lock-in
walled garden
digital security
open data
Enable
spill-over
effects
Openness
data portability
data sharing
Prevent loss
of profit
open APIs
open standards
IPRs (e.g.trade secrets)
Organizations
algorithmic transparency
Data openness is not a binary concept but spans a data
commons continuum
Level 0: Access
only by data
controller
(close data)
Level 1:
(Discriminatory)
Access by
stakeholders
Level 2: Access
by community
members
Level 3: Access
by the public
More open
Data
portability
Data
Sharing
within
PPPs
Open
Data
Maximizing the value of data
• WHY IS ENHANCED ACCESS TO DATA IMPORTANT?
• WHAT ARE THE MAIN EMPIRICAL FINDINGS?
• WHAT DO WE NEED TO CONSIDER?
• RECOMMENDATIONS
Macroeconomic impact assessment studies on enhanced
data access
For OECD countries, the PSI market is estimated to be USD 111 billion by 2010 => aggregate impact
of USD 700 billion in 2010 (overall 1.5% of GDP; OECD, 2015b).
Direct market size of the PSI is 55,3 billion EUR for 2016 and expected to grow by 36,9% by
2020 in the EU 28+”
For the United Kingdom, the PSI market is estimated to be GBP 1.8 billion per year => aggregate
impact of GBP 5 billion per year (overall 0.5% of GDP; Shakespeare review, 2013).
For Lithuania the PSI market is estimated to be EUR 800 million per year => (overall
contributing 2% of GDP; State Audit Office report, 2016).
For G20 countries, open data policies could increase output by around USD 13 trillion over the next
five years (overall 1% of GDP; Omidyar Network, 2014).
Including public and private sector data, McKinsey Global Institute estimates that the reuse of open
data in seven areas of the global economy could help create value worth USD 3 trillion a year
worldwide (4% of GDP; MGI, 2013)
Mobile number portability (MNP) can encourage switching, and as a result can reduce average prices
in telecommunication services (by 6% to up to 12%).
Maximizing the value of data
• WHY IS ENHANCED ACCESS TO DATA IMPORTANT?
• WHAT ARE THE MAIN EMPIRICAL FINDINGS?
• WHAT DO WE NEED TO CONSIDER?
• RECOMMENDATIONS
To consider when planning a big data project
• Scope: Data for which the value for society (social value) is larger than
their value for the individual member of society (private value).
• Data may include:
– personal and non-personal data;
– public and private sector data;
– volunteered, observed and inferred data
• Should the scope be broaden / narrowed?
• Are there other means for enhancing access to data that we should
consider?
• Are there specific frameworks for enhancing data access that we
should consider?
Maximizing the value of data
• WHY IS ENHANCED ACCESS TO DATA IMPORTANT?
• WHAT ARE THE MAIN EMPIRICAL FINDINGS?
• WHAT DO WE NEED TO CONSIDER?
• RECOMMENDATIONS
Recommendation on Access to Research Data from Public
Funding
• Openness “means access on equal terms for the international research
community …”
• [Pricing:] “… at the lowest possible cost, preferably at no more than the
marginal cost of dissemination”.
• Transparency: Information on research data […] should be internationally
available in a transparent way.
• IPR: “Data access arrangements should consider the applicability of
copyright […] of other intellectual property laws that may be relevant […]”
Creating learning
organization for
continuous driven
public sector
innovation
Key questions for the government CTO in driving digital
transformation
• How can the public sector leverage new analytics to make better
decisions?
• What is the most effective way to use digital platforms to transform
government programs?
• How can the CTO structure a strong governance framework to optimize
the value of new and open data?
• What does the effective organizational architecture look like for digital
government?
How can the public sector leverage new analytics to make
better decisions?
• The government CTO can unlock significant decision-making power by using data
analytics effectively.
• Governments are the original “big data” entities and manage technologies that
provide services to billions of people across the globe.
• The critical issue is how policymakers can best use new, big and dynamic data sets
to make policy decisions, from designing policies through to monitoring and
evaluating them.
• For the CTO, supporting better decisions involves several key considerations:
-
Tackle how data is designed and collated;
-
Integrate data sets fully into the policymaking process;
-
Invest in innovation (new analytical tools).
Key takeaways: New analytics for better decisions
• New, big and dynamic data sets are valuable where they make
decisions faster and more accurate. Design and collate data sets
that use new sources and formats.
• Drive data and analytics through the policymaking process.
Support the introduction of custom metrics and analytical tools in
policy design, monitoring and evaluation, and budgeting decisions.
• Invest in new analytical tools to maximize the value of new,
granular information, Public R&D and innovation teams are
important.
Key questions for the government CTO in driving digital
transformation
• How can the public sector leverage new analytics to make better
decisions?
• What is the most effective way to use digital platforms to transform
government programs?
• How can the CTO structure a strong governance framework to optimize
the value of new and open data?
• What does the effective organizational architecture look like for digital
government?
What is the most effective way to use digital platforms to
transform government programs?
• With increasing decision-making powers, digital platforms also offer
significant opportunity for governments to make their activities more
relevant to their citizens and address changing policy challenges.
• To use digital to make „citizen-centric“ service more effective, including
through enabling more complex offerings.
• Focal points:
– Ensure citizen engagement;
– Rethink policy issues from citizens‘ perspective and see how digital platforms can
repackage, or realign, government services to meet these issues;
– Take an immersive to the design of proposed reforms and new offerings.
Key takeaways: Digital platforms for effective government
programs
• Use digital to make government services increasingly citizen-centric.
Collaborate with citizens to identify needs, and organize information to
promote collaboration on solutions development.
• Digital platforms allow governments to break down silos and reorganise
operations and delivery around policy issues.
• Take advantage of the rapid implementation and real-time feedback digital
can provide to experiment with the design and reform of public services.
Key questions for the government CTO in driving digital
transformation
• How can the public sector leverage new analytics to make better
decisions?
• What is the most effective way to use digital platforms to transform
government programs?
• How can the CTO structure a strong governance framework to optimize
the value of new and open data?
• What does the effective organizational architecture look like for digital
government?
How can the CTO structure a strong governance framework to
optimize the value of new and open data?
• As governments build digital tools and platforms to provide access
to troves of public data, actively solicit input from citizens and collect
information from businesses, it’s more important than ever to protect
these assets while optimizing their use.
• There are two critical pillars for the CTO to address.
– First, ensure privacy and security.
– Second, use an open, digital model to enable access to the information
and support its integrity. Government-civic collaboration through social
media, crowdsourcing and other two-way information flows are
potentially powerful.
Key takeaways: Effective governance for digital government
• Whole-of-government standards on privacy and security, and clear rules
on personally identifiable information, are critical for migration to digital
government.
• The governance of information is changing with open data and open
development. Data standards and interoperability share power with
citizens. Accordingly, governments will need to monitor and manage the
quality of new data and solutions.
• The vast amounts of information published by governments need high
standards of quality. Independent review of methodologies, digital formats
and data-set outputs to ensure data integrity are essential.
Key questions for the government CTO in driving digital
transformation
• How can the public sector leverage new analytics to make better
decisions?
• What is the most effective way to use digital platforms to transform
government programs?
• How can the CTO structure a strong governance framework to optimize
the value of new and open data?
• What does the effective organizational architecture look like for digital
government?
What does the effective organizational architecture look like
for digital government?
• Digital government demands a new organizational structure for
technology to support the transparent, citizen-centric services it
aims to provide.
• Key drivers:
– Share resources across departments;
– Coordinate decisions across government organizations.
Key takeaways: Organizational architecture for digital government
• A platform approach to digital government, organized around users
needs and data, is most effective.
• Centralized management oversight from the CTO office is essential
for digital transformation under this model, including on service
design and procurement.
• Intra-agency coordination is critical to deliver on the CTO’s
overarching strategy. The CTO can drive connectivity and shared
standards through the digital government model.
Digital transformation
in Lithuanian public administration
SIRIP (movie)
Lithuania SIRIP
•
•
•
•
•
State Information Resource
Interoperability Platform
Digital e-services platform architecture
Plug and play approach for creating new
apps
Common identity sign-on service
Common payments and digital
signatures
 Law on State Information Resource
management sets un obligation for state
institutions to use the SIRIP platform
 The usage of the SIRIP as one of the
conditions for allocating funding for IT projects
(measure: expenses considered as not eligible
if you are not using SIRIP for data exchange)
 institutions providing e-services has to ensure
their availability through the SIRIP Portal – eGovernment Gateway
 Utilization of SIRIP in the large scale
development projects of e services
Firstly, SIRIP is "the one
window", which is available to
residents and business operators in
the provision of public electronic
services. This means that all public
electronic services provided by
State and municipal authorities are
accessible through a single portal –
e-Government Gateway
Secondly, the SIRIP provides
shared solutions for
developing and providing
electronic services to the
authorities. The SIRIP service
is:
1) data exchange between
the institutions;
2) personal identification in
the electronic space;
3) payment solution for state
fees or other compensation
for the provision of public and
administrative services.
.
Thirdly, SIRIP is the
multifunctional platform,
suitable for electronic services:
- SIRIP gives opportunities to
develop electronic services
by taking advantage of the
infrastructure of the SIRIP;
- 60 e-services in all
municipalities (65) have
been designed in such a
way.
The project "Centralized deployment of
municipal services on line"
Objectives of the project:
Phase I. Moving 60 electronic services
provided by municipalities on line and
providing all the necessary tools to provide
the services on line.
Phase II. Reproduction of 65 on line
municipal services from 4 pilot municipalities
to all municipalities
During the project:
 designed electronic services through data
exchange with 29 registers and
information systems, by exploiting
possibilities to complete automatically
requested information;
 created MEGA process, consisting of
sub-processes and adapted to the
various configurations;
 designed data exchange component that
standardise the exchange among the
document management systems.
Project results/benefits:
 Created equal conditions for all
business and citizen to use electronic
municipal services;
 One of the most challenging and
complex project on E-Services;
 The project reunited a vast number
of stakeholders;
 Project completed in a relative short
time;
 Largest number of developed
electronic services in one project in
Lithuania;
 The maximum social and economic
benefit created.
Fourthly, by using the SIRIP
component the birth of the
child-related electronic
service has been developed:
5 separate electronic services
are available as “one stop
shop” (registration of birth of
the child, the declaration of
the place of residence, the
one-off childbirth allowance,
maternity leave allowance, a
request for maternity leave to
the employer).
Evidence based
decision making
(Lithuania)
Evidence based policies for the Digital Economy
• What are the current ICT measurement priorities in your country?
Measurement activities where most resources are allocated and statistics
for which you receive most requests from the government
• What new ICT measurement priorities are emerging in your country? New
measurement activities, existing activities where you plan to invest more
and statistics for which you receive increasing demand from the
government
• What is the balance among different tools for ICT data collection in your
country? For example: ICT surveys, data linking from different statistical
surveys and/or administrative sources, private source data, Internet-based
data, etc.
Project - Discover DAT
(Office of the Government with Kaunas University of Technology)
• Cross-sectoral problem sensing and problem definition is one of the needs for policy
makers and analysts at the national level.
• Although there are initiatives that attempt or will attempt to address some parts of this
need, there is a lack of methodologies and tools to aggregate multiple sources of data
(e.g., not just relying on data from social media), to involve different stakeholders and
to follow the policy process at the same time.
• There is also a specific need to communicate this type of evidence to different
stakeholders with different levels of data analysis sophistication, namely politicians,
public managers, analysts and ordinary citizens.
• Another need is to integrate this data analysis/visualization functionality with citizen
participation functionality within official e-government citizen participation gateway at
http://epilietis.lrv.lt/.
Project Discover DAT
• DiscoverDAT aims at developing a framework for evidence-based
participatory policy development at all stages and levels of governance by
creating methods and tools for data discovery and exploitation within and
across diverse data sets and digital traces.
• DiscoverDAT will contribute to the discovery of relevant data, patterns, and
correlations across structured and unstructured data, facts and opinions,
from different domains.
• DiscoverDAT will adopt a holistic approach in which data discovery and
process is enabled by both technological tools and the design thinking
methodologies for engaging stakeholders, including citizens, in policy
development.
Desired outcome of the project Discover DAT
• The tool for scanning the data for emerging problems (‚problem sensing‘) and its integration
or use in the actual process of public consultations process hosted by the Office of the
Government. The identification of potential problems in the selected domain will enable to
monitor existing policies and indicates the need for action.
• To develop and to test mechanism that will allow citizens and policy makers interact with
data and to take policy actions based on that data.
• To develop specific recommendations how to create a set of processes, methods, and tools
based on a design-thinking approach to policy making, enabling the participation of a broad
base of people that can jointly and interactively make sense of data for the purposes of
informing a policy.
Lithuania in 2020 ?
more than 621 advances e services available (via SIRIP)
more than 336 interoperable information systems and registers
to start a business, to get
the driving license
E service provision is citizen-centered
Functional IT solutions that are integrated with the EU IT
solutions (Digital single market)
e Delivery, e Identification,
e Health
e Delivery, e Power or
attorney; e Payment
Developed the main shared IT solutions (IT enablers) for all
institutions to avoid duplication and cost increase when
designing e services
e.g. SIRIP, open data portal,
Functional platforms for design and provision of e services,
(e service portal - gateway)
e Government gateway e
health gateway
Part of services are provided only electronically (Digital by
Default)
e.g. application to
Universitete
Moving IT service provision to cloud (consolidating the shared
IT services in the service centers – Public and Private)
Thank you
Daiva KIRKILAITĖ-CHETCUTI
Head of Information Society Division
Office of the Government
[email protected]
www.lrv.lt
Gedimino ave. 11, Vilnius
+370 (706) 63 871