1. XXXX
UNDERSTANDING AND MEASURING THE
IMPACT OF OPENING UP AND RE-USING
OGD: A CHALLENGING TASK
Edwin Lau
Head of Division
Reform of the Public Sector Division
Public Governance and Territorial Development Directorate
3. Timeline and milestones
• Working Paper “Open Government Data: Towards
Empirical Analysis of Open Government Data Initiatives”
with full assessment methodology (analytical framework +
data collection) [Dec 2012-May 2013]
• OGD survey : strategy, implementation, value generation,
challenges [Apr – Sept 2013]
• Pilot testing of the methodology in 8 OECD countries
(validate the methodology, map initiatives, collect practices,
impact assessment, advice on maximizing benefits and
value creation) + MENA region [July 2013 – Jan 2014]
• OGD report : data analysis and outcome of piloting [2014]
4. Overarching issues
• Why Open Government Data?
• From “Right to Information” to “Open
Government Data”
• Defining PSI, OGD and Big Data
• Setting the principles : is it really open?
6. Key dimensions for implementation
• Policy challenges
• Technical challenges
• Economic and financial challenges
• Organisational challenges
• Cultural challenges
• Legal challenges
7. What values are governments expecting?
• Economic value
• Growth and competitiveness in the wider economy
• Fostering innovation, efficiency and effectiveness in government
services (internal and external)
• Social value
• Promoting citizens’ self-empowerment, social participation and
engagement
• Public governance value
• Improving accountability, transparency, responsiveness and
democratic control
9. OECD OGD Assessment Methodology
• Parts:
– Analytical framework: overarching
issues, implementation, impact
– Metrics
• Scope of value/impact assessment:
economic, social and good governance
• Objective is to assist governments to:
– Understand, structure and manage OGD impact
– Develop “strategies for government data and
information management”.
• Expected results: more effective OD policies and more
sustainable OGD re-use efforts.
10. OECD OGD measurement
OGD Survey (overall data collection)
– Overall comparative view
Pilot testing (data and case studies)
– Objectives: mapping, collecting
practices, assessing impact (value), providing
advises
– Focus : implementation and impact
– Expected outcomes : data mining, data
analytics, crowd-sourcing to support service
innovation, social innovation, dataset
supply/demand/use.
Validated OGD methodology
– For OGD country reviews
12. Emerging approaches
• The “pioneers” (e.g. UK, USA, Spain)
• Devising a sustainable financial mechanism (e.g.
Denmark, the Netherlands)
• Establishing the governance framework first
(e.g. Germany, Switzerland)
13. Centralised vs. decentralised
Does the central/federal government currently have an OGD strategy or policy in place?
Both a and b. Central national strategy coexists with line ministries' own strategies
4%
16%
28%
Yes
No single, unified central/federal
government strategy/policy exists.
However, individual line
ministries/agencies have a separate
strategiesy/policies in place
No OGD policies/strategies strategies or
policies currently in place in
central/federal government
52%
14. Open Data Strategy: Government Objectives
90%
80%
70%
Percentage of responding countries
60%
50%
40%
30%
20%
10%
0%
Increase transparency
Increase openness
Create economic value Deliver public services Facilitate creation of Deliver public services Facilitate citizens' Improve public sector
for the private sector
more
new businesses
more
participation in public
performance by
/increasing the volume effectively/efficiently
effectively/efficiently
debate
strengthening
of private sector
by enabling delivery
by improving internal
accountability for
business activity
from private sector
operations and
outputs/outcomes
through data re-use
collaboration
Source: Government at A Glance 2013 (forthcoming)
Enable citizens'
engagement in
decision-making
processes
Create economic value
for the public sector
15. Open Data Strategy: Government Objectives
% OECD
a. Increase transparency
g. Create economic value for the private sector
b. Increase openness
h. Facilitate creation of new businesses
d. Improve internal operations and collaboration
e. Enable service delivery from private sector through data re-use
c. Improve public sector performance by strengthening
accountability
j. Enable citizens' engagement in decision-making processes
i. Facilitate citizens' participation in public debate
f. Create economic value for the public sector
0%
Source: Government at a Glance 2013 (forthcoming)
10%
20%
30%
40%
50%
60%
70%
80%
16. Creating the right ecosystem: consulting the stakeholders
Was the central/federal OGD strategy/policy developed in consultation with stakeholders?
Percentage of respondent countries
80%
70%
60%
50%
40%
30%
20%
10%
0%
Source: Government at a Glance 2013 (forthcoming)
17. Involving the users and knowing the demand
Percentage of respondent countries
Does your government regularly consult users on their needs and preferences of the type of data released?
80%
70%
60%
50%
40%
30%
20%
10%
0%
a. Yes citizens' information
needs
Source: Government at a Glance 2013 (forthcoming)
b. Yes, businesses' information c. Yes, other stakeholders' needs
needs
(e.g. non-profit organisations)
d. None of the above applies
18. Is OGD sustainable?
Please indicate if the central government's OGD policy has its own line of financing
19%
25%
a. Government has identified funding to
finance development of selected high priority
OGD initiatives
b. Government has identified no additional
sources of potential funding for open data
initiatives
c. Other, please specify.
56%
Source: Government at a Glance 2013 (forthcoming)
19. Principal Challenges for Further Development of OGD
Initiatives
90%
80%
Percentage of responding countries
70%
60%
50%
40%
30%
20%
10%
0%
Organisational
challenges
Source: Government at a Glance 2013 (forthcoming)
Institutional
challenges
Funding challenges
Policy challenges
Technical challenges Context challenges
21. •
•
•
•
Review national context
Spot main challenges and opportunities
Advise on strategies and implementation
Help building capacities for value creation
and impact assessment
23. Further analytical work to focus on…
• Understanding the impact of OGD on social
innovation, service innovation and public value
creation
• Tackling pending issues:
Balancing the strive for openness with privacy and security
Resolving legal conflicts
Harmonising definitions
Acquiring adequate skills and capabilities in the public
sector
• Avoiding new divides and focus on OGD for participatory
governance
• Improving understanding of context and data demand
•
•
•
•
24. An open process
• Access the Working Paper at:
www.oecd.org/gov/egov
• Send your comments on the Working
Paper to : edwin.lau@oecd.org
Thank you!
Editor's Notes
Defining Public Sector Information For the purposes of the OECD “Recommendation for enhanced access and more effective use of Public Sector Information (PSI)” (OECD, 2008) the latter is broadly defined as “information, including information products and services, generated, created, collected, processed, preserved, maintained, disseminated, or funded by or for a government or public institution”, taking into account the legal requirements and restrictions referred to in the last paragraph of the preamble of the Recommendation.Defining Open Government Data The term "Open Government Data" (OGD) has come into prominence relatively recently, becoming popular in 2008 after the publication of a set of open government data principles by advocates in the United States (see Box 1). The two main elements of OGD are normally defined as follows:Government data: is any data and information produced or commissioned by public bodies. Open data: are data that can be freely used, re-used and distributed by anyone, only subject to (at the most) the requirement that users attribute the data and that they make their work available to be shared as well. For the purpose of this paper, public datasets being considered as a reference for analysis concerning OGD initiatives include: Business information (including Chamber of Commerce information, official business);Registers, patent and trademark information and public tender databases;Geographic information (including address information, aerial photos, buildings, cadastral information, geodetic networks, geology, hydrographical data and topographic information);Legal information (including decisions of national, foreign and international courts, national, legislation and treaties);Meteorological information (including climate data and models and weather forecasts);Social data (including various types of statistics on economics, employment, health, population, public administration);Transport information (including information on traffic congestion, work on roads, public transport and vehicle registration).Well into the 2000s, the concept of “open government” among public officials was still centred on fresh disclosures, rather than improved access to data that was already in the public domain. In the past decade there has been a shift from a commitment prevalently focusing on Open Government’s goals of higher transparency and public accountability to an increasing pledge to OGD with an agenda strongly driven also by innovation, efficiency and flexibility in government (Robinson, Yu 2012). To date, governments, civil society organisations and private sector representatives, consider OGD as a building block for open government, as they see it as a key enabler of improved service delivery, transparency and public engagement and, as a result of better relations between governments and citizens. Defining Big Data Governments are no exception in the modern world tendency to generating a staggering amount of data and larger datasets. Across the public sector, extraordinary quantities of data are amassed in the course of delivering public services, from managing welfare payments and national health services through issuing passports and driving licences. While economic and social activities have long revolved around the use of data, the significant volume, velocity and variety of data increasingly being used across the economy, and the important social and economic value of this data, signal a shift towards a data-driven socio-economic model, commonly referred to as “big data”. In this model, data are a core asset for creating significant competitive advantages and for driving innovation, sustainable growth and development (OECD, 2012b). “Big data” is a collection of datasets so large and complex that it is difficult to use on-hand database management tools, or traditional data processing applications, for their processing that includes capturing, storage, search, sharing, transfer, analysis, and visualization. The trend towards having and dealing with larger data sets produced by different actors is also due to the additional information derivable from the analysis of a single large set of related data, as compared to separate smaller sets with the same total amount of data, allowing correlations to be found to spot business trends, determine quality of research, prevent diseases, link legal citations, combat crime, and determine real-time roadway traffic conditions. Yiu. C, The Big Data Opportunity – Making Government faster, smarter and more personal, June 2011.
Responses to the survey: 25 OECD + Russia, Egypt, Ukraine (tot 28) and USA + Brazil in the pipeline (missing answers: Czech Rep, Slovak Rep, Iceland, Greece, Turkey, Poland, Hungary, Luxembourg. The questionnaire was sent to all OECD + Brazil, Russia, Ukraine and Egypt.
There is a set of countries that decided to “experiment” and take up the OGD challenge before having a solid approach and a clearly articulated strategy. A number of countries (mainly those with a strong tradition of development of key data registries run by individual agencies responsible for producing and collecting the data and raising revenues out of their sales) decided to look into the development of financial models that
It is interesting to see that most of the respondents did not rank citizens’ engagement and participation among their top three priority objectives. If we look at the three top objectives, two of them all give an impression of a “supply-driven”/government strategic approach. This does not reflect much of the societal interest in OGD’s potential to enhance engagement and participation of non-institutional stakeholders in policy making, decision making and service-design and delivery.
It is interesting to see that most of the respondents did not rank citizens’ engagement and participation among their top three priority objectives. If we look at the three top objectives, two of them are government-driven. This does not reflect much of the societal interest in OGD’s potential to enhance engagement and participation of non-institutional stakeholders in policy making, decision making and service-design and delivery.
In particular through the identification of cases of data-mining, data analytics, crowdsourcing Pending/unresolved legal conflicts include : right of access to information as part of the human right of “freedom of expression” vs the limitation on re-use arising from copyrights and charges for commercial use- news skills include for instance: data analytics, linking data, etc- creating the right context for OGD to be used to bbost participatory governance inclusde creating collective learning anf collective intelligence
