The authors would like to gratefully acknowledge the Omidyar Network for supporting their research. The views herein, however, do not necessarily reflect those of the funder.
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From products to digital public goods
If digital public goods are going to have the effects hoped for, there will need to be clear routes for their creation, maintenance and adoption. Otherwise, there is a risk of ‘performative openness’, where source code is published in the hope that it is reused. Or because it is seen as the ‘right thing to do’.
So, what might the routes be for creating digital public goods that meet genuine user needs?
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Open-source and platform behaviours in digital public goods
The authors would like to gratefully acknowledge the Omidyar Network for supporting their research. The views herein, however, do not necessarily reflect those of the funder.
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Digital public goods as infrastructure: government as a platform for all?
The authors would like to gratefully acknowledge the Omidyar Network for supporting their research. The views herein, however, do not necessarily reflect those of the funder.
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Exploring digital public goods — introduction
The authors would like to gratefully acknowledge the Omidyar Network for supporting their research. The views herein, however, do not necessarily reflect those of the funder.
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15 questions for the future of digital practice in government
Originally published at https://richardpope.orgon May 24, 2021.
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How many project management paradigms do you have in your organisation?
How many project management paradigms do you have in your organisation?
If you are trying to do upfront design upfront and iteration, you probably 1 have a problem.
If you have fixed deadlines and fixed scope, you probably have a problem.
If you are trying to centrally control of design and technology, and delegate decision making to teams, then you probably have a problem.
If you are trying to work in an agile way and using waterfall governance processes (or vice versa), you probably have a problem.
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Public interest technology and covid data - whose job is it?
Lockdown rules differ across the UK and are set by different, overlapping layers of government - UK, devolved, local. The result is it’s hard to understand what the current rules are for any given location. GOV.UK lists the rules for England, set by the UK government only, not those set by the devolved administrations or local authorities.
Business over a certain size have been made to write risk assessments about the measures they are taking to keep staff and the public safe.
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Public interest technology and covid data — who’s job is it?
Originally published at https://richardpope.orgon August 6, 2020.
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Rishi Sunak's 'Plan for Jobs' speech - some digital gaps
I just listened to Rishi Sunak’s announcement about the first steps towards restarting the economy and getting people back to work. I can’t comment on the economics of it (beyond the size of the numbers), but I think there are a few digital policy gaps that will need filling:
To close the policy feedback loop, the government will need much better data about what types of jobs are being created and where.
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The UK’s digital strategy should be the wholesale elimination of administrative burden
The UK government’s aim to use digital to grow the economy as we learn to live with COVID-19 is probably the right one. But will policymakers go looking in the right place for growth?
The old policy framings of regulation vs deregulation, central vs local, public vs private are increasingly invalid. A focus on ‘more digital’, or ‘more data sharing’ could mean a growth agenda fails on its own terms.
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If government is mostly service design, is most government service design databases and rights?
With apologies to Matt Edgar for re-purposing the title of his excellent blog post Most of government is mostly service design most of the time. Discuss.. If you’ve not read it, you should.
It often seems that the design of government services comes down to three things:
Making it easier to manage, use and join datasets so that administrative burden can be reduced to as close to zero as possible for the public; services can be made more real-time; and enabling the creation of value in the form of new businesses, service offerings or insights.
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Who governs? Platform privilege, contact tracing and APIs.
Apple and Google have, through the design of their contact tracing APIs, removed choices from democratic governments seeking to respond to the COVID-19 crisis. If (if) a centralised model will lead to better public health outcomes (and some people are a making the case that it is) then their design choices have made this harder. As Peter Wells points out, in creating an arbitrary limit of one-app-per-country, they have also removed the ability to meet different types of need (for example, an app for NHS workers where they can use check-in type design pattern to register that they are on a non-COVID ward, or record the PPE that they are wearing).
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Getting people back into work: ethics, efficacy and trust
Government ministers have a choice about how they use the welfare system to help people who have lost their jobs or businesses get back to work. That choice includes questions of ethics, efficacy and trust.
The working-age welfare system has always existed as a set of rights and responsibilities. Since the Welfare Reform Act 2012 and the introduction of Universal Credit, the responsibilities side was dialled right up. DWP gets to set a set of tasks and expectations for each household claiming and is the arbiter of if they have been met.
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The boring side of tech, transparency and contact tracing
The tech-twitter conversation about contact tracing apps has focused on privacy and decentralisation. Regardless of the form it takes in the UK — and it looks like for now it will be a centralised system, (hopefully with some very strong legal constraints) — there are eight things* that the NHS should do to make sure the process enables a healthy and open public debate.
Publish a list of all the names of the different bits of technology (app, admin system, design system, etc) used to deliver the service along with the current version number and the date and time it was updated.
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The UK government should negotiate free access to Faster Payments to speed up COVID-19 payments
The thing about infrastructure is that it fades into the background to the point where people stop questioning how it works. So when the US government announced plans to make payments to citizens, the focus has been on delays needed to change the printing process to include the president’s signature, rather than the fact that cheques are being printed at all.
Similarly, when the UK Chancellor was asked yesterday about the dates for Job Retention Scheme payments to companies, he cited the need to include the delay required by the BACS electronic transfer system (which typically takes three working days).
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Digital public services: cross-civil society collaboration during the COVID19 crisis
What other opportunities are there for charities and support groups to work together on datasets during the COVID19 crisis?
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Government as a Platform, the hard problems: part 4 — Data infrastructure and registers
HM Government, “Search”, GOV.UK,https://www.gov.uk/search/all?keywords=data+sharing&content_purpose_supergroup%5B%5D=news_and_communications&content_purpose_supergroup%5B%5D=research_and_statistics&content_purpose_supergroup%5B%5D=policy_and_engagement&order=relevance. Retrieved 5th June 2019. ↩︎ See this for a longer argument about why this the idea of “data sharing” needs resetting: https://medium.com/digitalhks/data-sharing-in-government-why-democracies-must-change-direction-badfaa2463ec↩︎ Paul Downey, “The characteristics of a register”, 13th October 2015, https://gds.blog.gov.uk/2015/10/13/the-characteristics-of-a-register/ ↩︎ Rainer Kattel and Mergel Ines, “Estonia’s digital transformation: Mission mystique and the hiding hand”, UCL Institute for Innovation and Public Purpose working Paper Series, (IIPP WP 2018–09) (2018), p10 ↩︎ Richard Pope, “Digital service standards and platforms”, digitalHKS, 26th November 2018, https://medium.
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A working definition of Government as a Platform
1. Tim O’Reilly, “Government as a Platform”, Innovations, Vol. 6, Issue. 1, Pages. 13–40, January 2011, [www.mitpressjournals.org/doi/pdf/1...](https://www.mitpressjournals.org/doi/pdf/10.1162/INOV_a_00056)
2. See this for a more comprehensive literature review: Alan Brown, Jerry Fishenden, Mark Thompson and Will Venters, “Appraising the impact and role of platform models and Government as a Platform (GaaP) in UK Government public service reform: towards a Platform Assessment Framework (PAF)” Government Information Quarterly, 34 (2). pp. 167–182, 2017, [epubs.surrey.ac.uk/841964/](http://epubs.surrey.ac.uk/841964/)
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Government as a Platform, the hard problems: part 3 – shared components and APIs
“Unix philosophy”, Wikipedia, [en.m.wikipedia.org/wiki/Unix...](https://en.m.wikipedia.org/wiki/Unix_philosophy) 2. Peter H. Salus, “A Quarter-Century of Unix”, 1994
3. U.S. Department of Veterans Affairs, “VA API Platform”, https://developer.va.gov
4. Open311, http://www.open311.org
5. India Stack, describes itself as “a set of APIs that allows governments, businesses, startups and developers to utilise an unique digital Infrastructure to solve India’s hard problems towards presence-less, paperless, and cashless service delivery.”, IndiaStack, “What is India Stack?”, https://indiastack.org/about/
6. U.S. General Services Administration, ‘’Products and Platforms”, https://handbook.
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