2016-2017 Dialogue Series

Framing Innovation: Westminster 2.0 in the Digital Age

In an increasingly digital world, the task ahead for Canada’s public institutions is to evolve the Westminster system, both its political and administrative institutions, in a context of increased public expectations for speed, responsiveness and representativeness, and a renewed demand for improved outcomes that preserve and advance the public good.

The Digital Governance Partnership research and engagement theme for 2016-2017 is Framing Innovation: Westminster 2.0 in a Digital Age.  For more information click here.

November 15, 2016 - Mobilizing Capacity in the Digital Age: Tapping Expertise Within, Across, and Outside Government

SummaryAgendaVenueSpeakers

The series complements our annual Digital Governance Forum and is designed to bring together partners, public servants and other stakeholders to help identify key researchable questions, validate frameworks, and contribute to achieving tangible results. Participants will have the opportunity to engage in and contribute to workshops designed to address the key topics of each session and as a result will take away concrete, practical recommendations and strategies.

Fall 2016 Dialogue Series

Framing Innovation: Westminster 2.0 in the Digital Age

Dialogue 1

Westminster 2.0: Mobilizing Capacity in the Digital Age:

Tapping Expertise Within, Across, and Outside Government

 November 15, 2016

 8:30-9:00         Breakfast & Networking

9:00-9:15         Welcome                               

9:15-9:30         Opening Remarks                

9:30-10:30      Session 1: Modernizing Government: Sharing Information, Expertise and

Accountabilities

 Digital culture and technologies challenge both the role of public servants and their traditional place in the policy field. The proliferation of connected devices is generating analysable data at an unprecedented pace, yet governments increasingly do not possess the analytic capacity to make use of the data for policy functions. Outsourced capacities may require reintroduction, and vertical information silos within the public service must be broken down. The sharing of information and expertise between and within departments does not come naturally to government, but must be supported and encouraged. That said, there are legitimate concerns about the extent to which government should be empowered to collect, share and monitor citizens’ data. The debate over the NSA’s bulk data collection demonstrates that citizens are not comfortable with the state having unfettered access to sensitive information. Yet granular data can better inform policymaking, leading to better public outcomes. Where should the line be drawn? In an increasingly chaotic and unpredictable landscape, there is also an understandable inclination to minimize risks and avoid making unsafe decisions, yet the public service cannot modernize without being prepared to take risks and chances. Governments may need to reconsider how they think about risk, and establish a new understanding with citizens about what is an acceptable risk for the public sector to take.

 Moderator:     Kent Aitken, Prime Minister of Canada Fellow, Public Policy Forum

 Discussants: 

  • Justin Longo, Cisco Systems Research Chair in Big Data and Open Government Johnson Shoyama Graduate School of Public Policy, University of Regina
  • Ryan Androsoff, Senior Advisor, Treasury Board Secretariat of Canada
  • Amanda Clarke, Assistant Professor, School of Public Policy & Administration, Carleton University
  • Evert Lindquist, Professor, School of Public Administration, University of Victoria

 Questions: 

  • How are the roles of public servants being challenged by the rise of digital culture and technologies?
  • How can governments best re-integrate outsourced capacities like data and policy analysis? Should they be re-integrated?
  • How can we encourage and support the sharing of information and expertise between and within departments?
  • How can we balance the public policy benefits of big data with public concerns over privacy? Where should the line be drawn between public and private data?
  • How can departments begin to share data and information without compromising security safeguards?
  • How can government best distinguish between acceptable and unacceptable risks?
  • Has the risk landscape changed fundamentally for government in the last ten years?
  • What steps can be taken to combat a culture of risk aversion in the public service, and encourage a willingness to experiment?

 10:30               Break             

10:45               Workshop Session:  Supporting Innovation in a Digital World

Workshop Topic:       Growing Global Companies and Accelerating

Clean Growth

How can the Government of Canada facilitate better sharing of information, expertise and programming among the departments and levels of government? What steps can be taken to promote experimentation and acceptable levels of risk-taking to promote innovation? How can public servants better leverage the expertise of researchers and entrepreneurs, for example, from outside government?  These questions may be discussed in the context of Canada’s Innovation Agenda. For instance, core to that agenda is the desire to develop and scale innovative start-ups into the next generation of job-creating global companies, particularly in emerging economic frontiers such as digital technology and clean energy. Creating the conditions for accelerated business growth, however, will require unprecedented collaboration across departments and levels of government, including those responsible for disparate functions ranging from economic development and business financing to international trade and environmental policy.

 Facilitator:      Anthony Williams, DEEP Centre

 11:30               Quick plenary ‘report-outs’ from each table (8-10 tables).

 Objectives 

  • Identification of researchable themes
  • Recommendations and takeaways for facilitating the sharing of information and expertise across departments and levels of government
  • Recommendations and takeaways for promoting experimentation and for leveraging expertise from outside government

12:00-1:00       Lunch

1:00-2:00         Session 2: Managing and Mobilizing Talent and Resources in the Digital Era

 New skills and competencies, as well as new ways to source and manage these competencies, are increasingly required in our public institutions to address the changes being wrought in the governance landscape by digital culture. As innovation cycles grow shorter, governments are attempting to re-integrate previously outsourced capacities like data and policy analysis. The ability to recognize and interrogate the assumptions inherent in the government’s tool kit will need to be more comprehensive and pervasive. This raises questions concerning how public institutions go about equipping themselves to confront the needs of the digital era, from the need for technical skills in data analytics to ‘softer skills’ in collaboration and partnership building, all in a fast changing environment where long term training and development must be balanced against the need to move quickly while controlling costs. The way the public service acquires, trains, and retains talent may require reconsideration, as will the contracting of services to outside providers in the private sector and civil society. Instances will arise where an outside actor may provide a public service function more efficiently and effectively than government. In such cases, what should the relationship between the state and the outside actor look like?

Moderator:     Justin Longo, Cisco Systems Research Chair in Big Data and Open Government Johnson Shoyama Graduate School of Public Policy, University of Regina

Discussants:

  • Corinne Charette, Senior Assistant Deputy Minister, Innovation, Science and Economic Development Canada
  • Jonathan Craft, Assistant Professor, Department of Political Science and School of Public Policy & Governance, University of Toronto
  • Evert Lindquist, Professor, School of Public Administration, University of Victoria
  • Amanda Clarke, Assistant Professor, School of Public Policy & Administration, Carleton University
  • Maryantonett Flumian, President, Institute on Governance

Questions: 

  • What new skills and competencies do public servants and institutions require in the digital age?
  • Are public service hiring practices too rigid? How can they be reformed to facilitate the acquisition of relevant talent?
  • How can governments best utilize outside expertise (NGOs, the private sector)? How should such partnerships be governed?
  • Should external service providers be viewed by government as clients, partners, or retail providers? What does this mean?
  • What new analytic, engagement, and leadership skills are required by governments to mobilize talent in the digital age?
  • What are the implications of greater permeability between the public and private sectors?
  • What steps can government take to develop and train internal resources to address issues in a digital context?

2:00-2:15         Break             

2:15-3:15         Workshop Session: Capacity Building in a Digital Context

Workshop Topic:       Building World-Class Clusters in Canada

What role can digital technologies play in helping new networks of expertise emerge, and how can government support this emergence? What new skills and competencies will public servants need to excel in brokering new partnerships and leverage them? What kind of governance models will be needed to ensure long-term success? These questions may be discussed in the context of the Government of Canada’s focus on developing world-leading clusters in areas where Canada has the potential to be, or is already known as, a hotbed of innovation—clusters that will be the destination of choice for ideas, talent and capital. Among other things, this means fostering high-performing partnerships between research institutions, businesses, investors, and all levels of government.

Facilitator:      Anthony Williams, DEEP Centre

3:15-3:45         Plenary ‘report-outs’ from each table (8-10 tables).

Objectives 

  • Identification of researchable themes
  • Recommendations and takeaways for acquiring the skills and competencies needed to broker partnerships
  • Recommendations and takeaways for the role of digital technologies and new governance models in promoting world-class clusters

3:45-4:00         Closing: Final Thoughts, Next Steps, Thank You

Thanks

 Institute on Governance

Digital Governance Partnership

                                     

The Institute on Governance

Second Floor

60 George Street (Byward Market)

Ottawa, Ontario


Facilitator

 

anthony

Anthony D. Williams

Co-founder and President

Centre for Digital Entrepreneurship and Economic Performance

Anthony D. Williams is co-founder and president of the DEEP Centre and an internationally-recognized authority on the digital revolution, innovation and creativity in business and society. He is co-author (with Don Tapscott) of the groundbreaking bestseller Wikinomics and its follow-up Macrowikinomics: New Solutions for a Connected Planet.

Among other current appointments, Anthony is an expert advisor to the Markle Foundation’s Initiative for America’s Economic Future, a senior fellow with the Lisbon Council in Brussels and the Institute on Governance in Ottawa, and chief advisor to Brazil’s Free Education Project, a national strategy to equip 2 million young Brazilians with the skills required for a 21st Century workforce.

Anthony was recently executive editor for the Global Solutions Network at the Martin Prosperity Institute, a committee member of the National Research Council’s Committee on Science for the EPA’s Future, a visiting fellow with the Munk School of Global Affairs at the University of Toronto and Program Chair for the 18th World Congress on Information Technology in Montreal. His work on technology and innovation has been featured in publications such as the Huffington Post, Harvard Business Review and the Globe and Mail.

 

Speakers

longo-justin

Justin Longo

Justin Longo (@whitehallpolicy) is the Cisco Systems Research Chair in Digital Governance and an Assistant Professor in the Johnson-Shoyama Graduate School of Public Policy at the University of Regina. He has a PhD in public policy and public administration from the University of Victoria (2013) where he researched the use of enterprise social collaboration platforms inside government policy analysis settings. Following postdoctoral work in open governance at Arizona State University, his current research focuses on the social, organizational, and political implications of advancing technology. From the impact of the “sharing economy” on social and governance arrangements, to the unanticipated consequences of policy analytics, new ways of organizing work, and the evolving relationship between citizens and the state, the profound changes of the digital era provide the foundation for considering the trajectory of our shared future.

Justin Longo (@whitehallpolicy) is the Cisco Systems Research Chair in Digital Governance and an Assistant Professor in the Johnson-Shoyama Graduate School of Public Policy at the University of Regina. He has a PhD in public policy and public administration from the University of Victoria (2013) where he researched the use of enterprise social collaboration platforms inside government policy analysis settings. Following postdoctoral work in open governance at Arizona State University, his current research focuses on the social, organizational, and political implications of advancing technology. From the impact of the “sharing economy” on social and governance arrangements, to the unanticipated consequences of policy analytics, new ways of organizing work, and the evolving relationship between citizens and the state, the profound changes of the digital era provide the foundation for considering the trajectory of our shared future.

 


evertlindquist

Evert Lindquist

Dr. Evert Lindquist is Professor in the School of Public Administration, University of Victoria, British Columbia, Canada, and Editor of Canadian Public Administration, the Institute of Public Administration of Canada’s flagship journal. He has published on topics relating to public sector reform, governance and decision-making, central agencies and their initiatives, policy capability, think tanks and consultation processes, horizontal management, government-non profit relations, and policy visualization. His most recent publications are: The Global Financial Crisis and its Budget Impacts in OECD Nations: Fiscal Responses and Future Challenges (Edward Elgar, 2015), eds. J. Wanna, E. Lindquist, and J. de Vries; “Visualization Meets Policy Making: Visual Traditions, Policy Complexity, Strategic Investments” in Governance in the Information Era: Theory and Practice of Policy Informatics (Routledge, 2015); and “Deliverology: Lessons and Prospects,Canadian Government Executive (March 2016)). He is principal investigator for a SSHRC partnership development grant with university, non-profit and other partners on ‘Digital Governance: Transforming Government for the Digital Era” (2014-16).


jonathancraft

Jonathan Craft

Jonathan Craft is a jointly appointed Assistant Professor in the Department of Political Science, and School of Public Policy & Governance at the University of Toronto. He specializes in comparative public policy and administration, policy analysis, and Canadian politics. He is particularly interested in political-administrative relations, policy advice, and executive policy work and advisory arrangements.

Professor Craft is the author of Backrooms and Beyond: Partisan Advisers and the Politics of Policy Work in Canada (University of Toronto Press, 2016), Co-editor of Policy Work in Canada: Professional Practices and Analytical Capacities (University of Toronto Press, 2016) and has published in leading peer-reviewed journals and edited collections. Before joining the University of Toronto, he worked as a public servant for the Government of Canada, and a Legislative Assistant at the Ontario Legislative Assembly.

 


mflumianpic

Maryantonett Flumian

As the President of the Institute On Governance, Maryantonett Flumian is responsible for the development of the Institute’s vision and strategic direction, project and partnership development, and the fostering of programs to promote public discussion of governance issues.

She is a seasoned senior executive at the Deputy Minister level in the Canadian federal Public Service with more than 20 years of large-scale operational experience in the economic, social and federal/provincial domains. She is internationally recognized for her work as a transformational leader across many complex areas of public policy and administration such as labour markets, firearms, fisheries, and environmental issues. She was the first Deputy Minister of Service Canada. Her current research focuses on leadership, collaboration, governance, and the transformational potential of technology primarily in the area of citizen-centered services. Maryantonett spent the last three years at the University of Ottawa initiating programming for the development of senior public service leaders.

Maryantonett received a Bachelor of Arts and a Master’s Degree in history and completed comprehensive exams towards a PhD in the same subject at the University of Ottawa. She sits on the advisory board of the Harvard Policy Group, John F. Kennedy School of Government, and the advisory group of nGenera’s Government 2.0: Wikinomics, Government and Democracy research program.

 


amanda-clarke-tn-200x200

Amanda Clarke

Amanda Clarke joined the faculty of the School of Public Policy and Administration in July 2014. Her research explores the intersections of public administration, civic engagement and information technologies. She is particularly interested in the implications of social media and related phenomena, such as crowdsourcing, open data and big data, for governments and civil society.

Amanda is a graduate of Carleton University’s College of the Humanities (Bachelor of Humanities) and the Norman Paterson School of International Affairs (MA International Affairs). From 2010-2014, Amanda was a Pierre Elliott Trudeau Foundation Scholar, an Oxford University Press Clarendon Scholar, and a Doctoral Fellow of the Social Sciences and Humanities Research Council of Canada.

In 2014 Amanda completed a DPhil in Information, Communication and the Social Sciences at the Oxford Internet Institute, University of Oxford. Focusing on the governments of Canada and the United Kingdom, and two sector-specific case studies (foreign policy and social security), Amanda’s doctoral project explored the models of government-citizen relations reflected in government’s engagement with the social web, and identified reforms required for public sector bureaucracies to capitalize on social media, big data and open data as new instruments of policy development and service delivery.

 


ryan

Ryan Androsoff

Ryan Androsoff is an international expert on digital government and a passionate advocate for the use of social media, collaborative technologies, and open data in the public sector. Since 2010 he has served as a Senior Advisor in the Chief Information Officer Branch of the Government of Canada’s Treasury Board Secretariat, where he is currently working on initiatives to improve digital service delivery capacity across the federal government. In 2015 Ryan took a one-year assignment with the OECD in Paris, France where he was involved in a number of digital government projects including reviews in Northern Ireland, Slovakia, and Morocco as well as open data capacity building in the Latin American and MENA regions. His previous work at Treasury Board Secretariat has included leading the development of the first government-wide social media policies, managing the GC2.0 Tools team responsible for the Government of Canada’s internal on-line collaborative platforms (GCpedia and GCconnex), and advising senior management on policy innovation and the use of digital technologies in government.

Ryan’s career has also included serving as an advisor to Canada’s Minister of International Cooperation at the Canadian International Development Agency (CIDA), and working at the World Bank in Washington, DC on initiatives to promote results- based management in international development. Ryan is a graduate of the Harvard Kennedy School of Government in Cambridge, Massachusetts where he earned a Master in Public Policy degree. Ryan also has an Honours degree in Public Affairs and Policy Management from Carleton University in Ottawa. He was born and raised in Saskatoon, Saskatchewan.

 


kent

Kent Aitken

Kent Aitken joined the federal public service in 2009 to work in public policy, but keeps getting pulled towards roles that examine the systems in which policy gets made. He’s spent the last few years working on accountability, transparency, and citizen engagement to redefine the relationship between citizens and their government. Kent contributes to the civil society and public administration communities by organizing events, writing about public service renewal, and working with organizations that bridge the gap between government and citizens. He has just finished his dissertation for a Master of Science in Environmental Economics from the University of London, U.K.

The Prime Ministers of Canada Fellowship was established in 2012 to mark the Public Policy Forum’s 25th anniversary, when all living former Prime Ministers were honoured at theTestimonial Dinner and Awards in Toronto. The Fellowship brings prominent Canadian leaders to the Forum to conduct research and convene dialogues about public policy, democratic institutions and good governance. The Fellowship is supported by funding from our presenting partner, the RBC Foundation.

 


charette

Senior ADM – Corinne Charette

Corinne Charette was appointed to the position of Senior Assistant Deputy Minister of the Spectrum, Information Technologies and Telecommunications (SITT) sector on March 16, 2015. The SITT sector is housed within the Department of Innovation, Science and Economic Development (ISED). Whose mission is to foster a growing, competitive knowledge based economy. In her role as Senior ADM, Ms. Charette supports Canada’s transition to a digital economy by promoting the development and use of world class information and communications technologies. Her oversight responsibilities include managing the radio spectrum including spectrum auctions, licensing and compliance, supporting the security and emergency management of Canada’s telecommunications infrastructure, responsibility for Canada’s online privacy and data protection framework (PIPEDA), and research in wireless communications technologies.

In addition to her responsibilities as Senior ADM, Ms. Charette was also named Chief Digital Officer (CDO) for the Department (effective December 2015). As CDO, she will establish a digital roadmap to drive the adoption of the Business Number across ISED and other government departments, ensuring that the various digital transformation initiatives within the portfolio and OGD’s, are aligned.

Before joining ISED, Ms. Charette was the Chief Information Officer of the Government of Canada, Treasury Board Secretariat (TBS), a position she held since May 4, 2009. She came to the TBS from Transat A.T. Inc., where she was Vice-President and Chief Information Officer. She also served as Senior Vice-President, Internet Channel, for the Canadian Imperial Bank of Commerce and was a Partner with KPMG Consulting, leading their e-Business practice.

Ms. Charette holds a Bachelor of Science degree in engineering from Concordia University and is a professional engineer. In June, 2011, she received an honorary degree of Doctor of Laws from Concordia University.

 


January 31, 2017 - Measuring Impact and Outcomes: Transforming Service and Regulation in the Digital Age

SummaryAgendaSpeakers
TBA 

Fall 2016 Dialogue Series

Framing Innovation: Westminster 2.0 in the Digital Age

Dialogue 2

Westminster 2.0: Measuring for Impact and Outcomes:

Transforming Service and Regulation in the Digital Age

January 31, 2017

Adobe Conference Centre, Ottawa

8:30-9:00        Breakfast & Networking

9:00-9:15        Welcome                  Institute on Governance Sponsors

9:15-9:30       Opening Remarks    Digital Governance Partnership

                                                         PCO/TBS/ISED?

                                                        (inc. Futures discussion)

9:30-10:30     Session 1: Measuring for Impact and Outcomes: Managing and Making

                                         Use of Information

We are at the brink of an exciting period of innovation in the way public services are developed and delivered. Governments have traditionally invested billions of dollars in social support systems, sometimes with a tenuous understanding of their actual social impact. For the most part, programs and services have been funded, and their effectiveness measured, on the basis of input or activity based indicators. Now, governments around the world are looking to develop and deliver services through outcome-based metrics; to find evidence that a program is having its desired impact, to identify trade-offs when deciding which programs to fund, and to provide a foundation for evaluation, strategic planning, and good governance. The superabundance of information, digital, mobile, and increasingly open, is posing a challenge to organizations that have traditionally managed it in siloes as a reflection of organizational power structures and controls. Changing social patterns of behaviour and attitudes towards information use and sharing demand that we revisit traditional approaches, both within jurisdictions and between them.

Moderator: 

Discussants:

Questions:

  • When measuring for outcomes rather than outputs, how can public servants best determine the right outcomes to seek?
  • What is fundamentally new about the federal government’s new approach to results and delivery?
  • What role has digital culture played in shifting the focus of government from outputs to outcomes?
  • How can outcomes be measured to show that a program has achieved its desired impact?
  • How should government and the public service manage information in the future?
  • What changes to the architecture of government are needed to better manage the flow of information?
  • Should there be a federal department of information management, or should each department manage its own?
  • How can superabundant information help inform decisions and trade-offs around the funding of projects and programs?
  • How can we sort useful information from the trivial, to ensure that spurious correlations don’t mislead policy?

10:30 Break

10:45 Workshop Session: Leveraging Digital Analytics Inside and Outside Government

Workshop Topic: Increasing the Ease of Doing Business in Canada

In a digital context, how can better measurement allow public servants to better support government objectives and how can better monitoring support the work of public servants? What governance arrangements are required to realize these possibilities? For example, the Government of Canada provides a wealth of business support services designed to help Canadian entrepreneurs and businesses succeed. These include support to find financing, export abroad, leverage technology, invest in innovation and commercialize university-based research. Businesses across the country depend on these services to make key decisions and access resources that will help them grow and prosper. While Canadian businesses welcome the support they receive, many have noted that the sheer number of services offered by varying levels of government means it takes considerable time and resources to identify the right sources of support and to navigate application processes. How can the improved measurement and monitoring opportunities afforded by digital analytics improve business support services in Canada? How would a stronger focus on the social and economic outcomes created by business support services potentially reshape the way these services are designed and delivered to businesses in Canada? How can the federal government encourage both aspiring entrepreneurs and mature business owners to fully engage with and leverage the broad range of services to enable business growth?

Facilitator: Anthony Williams, DEEP Centre

11:30 Quick plenary ‘report-outs’ from each table (8-10 tables).

Objectives

  • Identification of researchable themes
  • Recommendations and takeaways for increasing engagement with Canada’s business support ecosystem
  • Recommendations and takeaways for applying the federal government’s new approach concerning results and delivery to transforming business support services in Canada

12:00-1:00 Lunch

1:00-2:00 Session 2: Regulation and Service Delivery in the Digital Era

New, digitally enabled service delivery models in the private sector have dramatically increased citizen expectations about the quality and delivery of public services, emphasizing lower costs, higher quality, and customization. This raises fundamental questions about equity, social justice, and the public good. How can the state evenly serve all its citizens, and keep pace with comparable developments in the private sector? Regulators are also being challenged to keep pace with the increased speed of technological, social, and economic change. Public good mandates from the industrial era are increasingly unfit for purpose as technology blurs the lines between sectors and areas of economic activity. The regulatory renewal life cycle no longer keeps adequate pace with the speed of economic change. Regulation will increasingly need to be better informed by developments in the policy sector, and vice versa. Governments face a challenge to their rule-making mission, and must seek to sustain their relevance in a new century. Without the state, who will address and safeguard the public good?

Moderator:

Discussants:

Questions:

  • Are governments making effective use of digital technologies in service delivery?
  • What steps does government need to take to offer comparable digital service to what citizens are receiving in the private sector?
  • Can government make use of private sector digital services for its own ends, rather than building expensive, proprietary systems?
  • Can the regulatory renewal cycle move at the speed of digital?
  • How can regulation be proactive rather than reactive in the face of technological change?
  • Should regulatory mandates be reconsidered in the light of digital change? Are they becoming obsolete?
  • How can regulatory authorities use digital technologies to more effectively monitor their sectors?
  • What new approaches are needed to engaging relevant stakeholders in the regulatory process?
  • How can regulators better engage with the policy sector to inform their mandates?

2:00-2:15 Break

2:15-3:15 Workshop Session: Building Digital Skills Inside and Outside Government

Workshop Topic: Ensuring Canada’s Digital Competitiveness

A digital society requires a digital workforce and a digital public service. Innovations such as cloud computing, digital manufacturing, quantum computing and driverless cars are profoundly transforming the social, cultural and business landscape and reshaping the nature of work. As these technologies continue to evolve at a rapid pace, the Government of Canada is seeking to strengthen digital competencies across sectors to encourage digital adoption and boost Canada’s global competitiveness. Key priorities include developing stronger digital skills among Canadians and building a modern, digital infrastructure to improve digital access and better connect people and institutions across the country. What new and innovative approaches could be utilized to develop stronger digital skills among Canadians? How can public servants and regulators ensure that digital accessibility goals and regulations keep pace with the speed of technological advances? What skills do public servants need to support these objectives?

Facilitator: Anthony Williams, DEEP Centre

3:15-3:45 Plenary ‘report-outs’ from each table (8-10 tables).

Objectives

  • Identification of researchable themes
  • Recommendations and takeaways for providing universal access to digital infrastructure
  • Recommendations and takeaways for developing digital skills and keeping pace with technological advances

3:45-4:00 Closing: Final Thoughts, Next Steps, Thank You

Thanks          Institute on Governance

                       Digital Governance Partnership

 


Facilitator

 

anthony

Anthony D. Williams

Co-founder and President

Centre for Digital Entrepreneurship and Economic Performance

Anthony D. Williams is co-founder and president of the DEEP Centre and an internationally-recognized authority on the digital revolution, innovation and creativity in business and society. He is co-author (with Don Tapscott) of the groundbreaking bestseller Wikinomics and its follow-up Macrowikinomics: New Solutions for a Connected Planet.

Among other current appointments, Anthony is an expert advisor to the Markle Foundation’s Initiative for America’s Economic Future, a senior fellow with the Lisbon Council in Brussels and the Institute on Governance in Ottawa, and chief advisor to Brazil’s Free Education Project, a national strategy to equip 2 million young Brazilians with the skills required for a 21st Century workforce.

Anthony was recently executive editor for the Global Solutions Network at the Martin Prosperity Institute, a committee member of the National Research Council’s Committee on Science for the EPA’s Future, a visiting fellow with the Munk School of Global Affairs at the University of Toronto and Program Chair for the 18th World Congress on Information Technology in Montreal. His work on technology and innovation has been featured in publications such as the Huffington Post, Harvard Business Review and the Globe and Mail.

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Speakers

 


TBA - Democracy, Accountability & Citizenship in the Digital Age

SummaryAgenda
TBA

Fall 2016 Dialogue Series

Framing Innovation: Westminster 2.0 in the Digital Age

Dialogue 1

Westminster 2.0:

Democracy, Accountability & Citizenship in the Digital Age

TBA

Adobe Conference Centre, Ottawa

8:30-9:00        Breakfast & Networking

9:00-9:15        Welcome      Institute on Governance

                                             Sponsors

9:15-9:30      Opening Remarks     Digital Governance Partnership

                                                         PCO/TBS/ISED?

                                                        (inc. Futures discussion)

9:30-10:30     Session 1: Democracy in the Digital Age: Changes, Adaptations,

Challenges

The rapid proliferation of digital technologies among citizens and civil society organizations is increasingly providing new ways for citizens to engage with each other and with their governments. This is challenging institutions in ways that directly affect the relationships between government and citizens. New technologies offer the possibility of strengthening citizens’ voice in politics and governance, creating political spaces for new forms of citizen participation in a representative democracy. Democratic political institutions conceived in the eighteenth century, such as parliament, may need to be reinvented to meet the demands of the digital era. Political parties are transforming to reflect the society they serve, and are increasingly data-centric and organizationally fluid. The relationship between the state and citizens is transforming, and the public service is at the heart of the change. This raises fundamental questions; what is the right balance between representation and participation in the digital era? What is the proper role of political parties, parliament, and civil society organizations within the democratic process? How is the digital age transforming democratic governance in Canada?

Moderator:

Discussants:

Questions:

  • What is digital democracy? What does it look like? How should it operate?
  • What new ways are citizens engaging with each other and with their governments?
  • In the digital era, what challenges do institutions face in defending the public good?
  • How should parliament change to reflect the changing digital landscape? Should it?
  • How have digital technologies affected the interface between public servants and politicians? Or between public servants and the public?
  • Where should the balance fall between representation and citizen participation in a digital democracy?
  • Is the traditional political party system strengthened or weakened in the digital era?
  • How has digital culture changed the way political parties operate?
  • Is public service neutrality still possible in an era where opinions are amplified, and where conflicts of interest and loyalties are more obvious?
  • How does digital culture amplify scandals, and how are politicians adapting to mitigate and manage scandal?

10:30 Break

10:45 Workshop Session: Engaging Citizens

Workshop Topic: Fostering an Entrepreneurial and Creative

                              Society

Knowing how to engage citizens and stakeholders is a key success factor for governments in the digital age. How do we successfully engage citizens to help ensure that objectives and performance are meeting public expectations? What role should constituents and other stakeholders play in determining Canada’s current and future innovation priorities and what does this mean about how our democratic institutions function or ought to function? These questions may be discussed in the context of the Government of Canada’s aim of fostering a culture of innovation and entrepreneurship that will position Canada for social and economic success in the decades ahead, for example. Key goals of the federal government’s innovation agenda include leveraging Canada’s diversity and attracting top global talent, cementing Canada’s place as a leader in social entrepreneurship, and ensuring that our youth are equipped with the right skills for the future economy. How could the Government better leverage digital technologies to achieve these specific objectives? How could Canadians become more engaged in not only deliberating, but also generating the key outcomes aspired to in Canada’s Innovation Agenda?

Facilitator Anthony Williams, DEEP Centre

11:30 Plenary ‘report-outs’ from each table (8-10 tables).

Objectives

  • Identification of researchable themes
  • Recommendations and takeaways for using digital governance to foster a more entrepreneurial and creative society in Canada
  • Recommendations and takeaways for engaging constituents in determining Canada’s innovation priorities

 

12:00-1:00 Lunch

1:00-2:00 Session 2: Accountability in a Networked Era: Managing Risks and

                                   Expectations

Digital technologies challenge both the anonymity of public servants and their traditional place in the policy field. At the same time, they allow the “multiple truths” that demand recognition in the context of complex issues to surface. Failure to incorporate the views of newly empowered stakeholders in and out of government comes with increasing costs and can often reinforce a defensive reliance on rules-based culture, self-censorship and blind implementation on the part of public servants. A narrow, compliance-based culture may prevent government from taking necessary risks by punishing those public servants who, while developing innovative practices, fail to meet strict accountability criteria. The emergence of horizontal governance initiatives and the proliferation of agents of parliament also complicate the traditional accountability landscape, posing new challenges in the proper rendering of account and management of risk. In this landscape, how can public servants best conceive of their duty to account to the public for their actions?

Moderator:

Discussants:

Questions:

  • What challenges does digital culture pose to traditional accountability frameworks?
  • Are outcomes hampered by a narrow culture of compliance in the public service?
  • Do strict accountability practices stifle innovation and worthwhile risk-taking?
  • Can the public be convinced that outcomes matter more than strict rules or procedures?
  • How should account be rendered in horizontal governance initiatives?
  • Are individual public servants accountable to the public as well as their superiors?
  • Has the proliferation of agents of parliament helped or hindered the cause of greater accountability?
  • How has the 24-hour news cycle’s focus on scandal influenced the accountability regime, how does the media influence processes and agenda, and has it further blurred the boundary between personal and public life?
  • What role could digital technologies play in enhancing accountability regimes?
  • Can public service anonymity be retained? Has ‘the bargain’ been broken? What does the new bargain look like?  

2:00-2:15 Break

2:15-3:15 Workshop Session: Openness and Accountability in a Digital World

Workshop Topic: Promoting Open Science, Science Excellence and

                              Evidence-Based Decision-Making in Canada

Accountability and openness are cornerstones of modern democratic governance, but the digital world presents both new opportunities and new challenges in this sphere. How can citizens and community-based organizations become more engaged in collecting and assessing evidence and data as part of the public policy process? How can government promote openness in its institutions and processes? What are the potential challenges this presents for public servants? The Government of Canada has made a commitment to support world-class science excellence as part of its innovation agenda, for example. Among other things, the federal government is seeking to ensure that our scientists have the tools, training and support needed to excel globally. However, this is one area where tensions can develop – for example, between the prerogatives of publicly-funded scientists and those of elected officials, public policy makers, or others. What role should publicly-funded science play in promoting accountability and how can we safeguard the integrity of that accountability function? What role could digital technologies (e.g., big data and the Internet of Things) play in collecting, presenting and ensuring the effectiveness and transparency of scientific advice in the process of policy making? What do our answers to these questions mean for public servants working in this area; what do they mean for public servants in other areas?

Facilitator: Anthony Williams, DEEP Centre

3:15-3:45 Plenary ‘report-outs’ from each table (8-10 tables).

Objectives

  • Identification of researchable themes
  • Recommendations and takeaways for using public science to promote accountability
  • Recommendations and takeaways for increasing civic engagement in evidence-based decision-making

3:45-4:00 Closing: Final Thoughts, Next Steps, Thank You

Thanks                    Institute on Governance

                                Digital Governance Partnership

 


Research Partners

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*This research was supported by the Social Sciences and Humanities Research Council of Canada.