The Public Administration offers services to make citizens’ life easier, although they maintain a negative sentiment based on its professional’s productivity and work stability. Behind the scene, there is a historical asymmetric power balance in favor of the first. Times are changing, and now, many people from within the Administration are interested to address this truncated relationship.
Luckily, favouring both sides, an ally came to rescue: the Internet. Its most current flavor eases people and organizations interaction thru social networks. Technology greatly simplifies changes in work procedures and affects all professional fields. Therefore, Public function cannot remain outside.
There’s a conversation about the new Administration and lots of labels arise (collaborative, open –oGov-, from us –weGov-), pointing out a new holistic model of public innovation beyond electronic administration (eGov), understood as a mere set of transactions and digital processes, ranging from housing to citizenship attention services. A model that takes into account the basics of classic public management (public policies evaluation, quality, etc.) exceeding them by employing new productive, learning, management and relationship environments, better aligned with the knowledge society.
Given the paradigm changes in the social and economic arena, organizations keep transforming their activity and foundations. The same way should be taken by the Administration, and in order to go forward, a group of professionals decided to arrange around the Public Innovation Network (XIP).
Some work lines have been proposed, in order to share projects and best practices, knowledge, news, and finally learning together from our own experience and from others, while at the same time, devise new services with other players (citizenship, providers, etc.), taking into account the Administration’s knowledge. There’s also a profound willingness to spread ideas, proposals and energy to make our organizations evolve.
To achieve this, there are several inspirational drivers, like transparency (it is very important that public administrations open their data sets for re-use and thus help to provide a better insight about their governance), participation (take people’s collective intelligence into account) and collaboration (going forward in new ways to co-create public services and policies). The main goal is to put the citizen at the center of the actions and policies of the Administration.
- Persons are a capital asset for the Administration. They contribute with talent and creativity.
- A new leadership promoting both citizenship and professionals feel satisfied is needed.
- Knowledge is key. There’s a need to foster multi-directional networked dialogue.
- Aligning corporate culture with innovation, risk assumption, productivity and results.
- Design simple and efficient processes, bearing in mind people’s knowledge and participation.
- Learning on the workplace in a collaborative manner, and also learning from past failures.
- Boost a new intellectual property rights management, as an intangible asset that adds value to our outcome.
- Services managed and delivered by the Administration must be tailored.
- Employ emerging technologies (cloud computing, virtualization and web 2.0 tools).
- Articulate citizen participation ways to influence in public policies.