PS Renewal is like building a large barn: There's a blueprint, everyone has their part of the whole to work on, and everyone pulls together. And without enough supports, it can also fall down on everyone
Sub-title: An idea for how the Government can get on board with Web 2.0, solve its problems, and continue to adapt – all at once
First off – who am I to be writing about Public Service Renewal? As this blog is supportive of my quasi-academic studies on public administration, I studied Public Service Renewal starting from before it made it into PCO Clerk Kevin Lynch’s 2006 14th report (his first report as PCO Clerk – yes, I was following him closely from the start). Recently I dug up the papers I submitted while completing my graduate studies in Public Administration/Public Management (what’s the difference between the two nowadays, really?). Some of my papers are now on my GC20 wiki gathered together here.
In my 2006 paper aptly-titled “The Public Service – Indefinite Renewal or in Definite Renewal?” (see that? that’s one clever title), I argue that upcoming renewal efforts were even less of the same. I also draw a comparison that public service renewal efforts were a response to the media’s unflattering views on the public service, and that renewal was more about managing appearances than fixing the system. I compared upcoming reforms (gathered from PCO Clerk Kevin Lynch’s speeches on the matter) to priorities from previous Renewal efforts (particularly La Relève and PS 2000) which were more comprehensive. Like previous renewal efforts, I foresee the current one will not be completed. › Continue reading…
I recently dug up a StatCan study that I cite quite frequently- it’s about the employment trends in the public service, reviewing 11 years of data. Essentially the public service is changing; there are less people thinking more. The public service is trimming its brute workforce and gaining more knowledge workers.
“By 2006, knowledge-based workers represented 58% of federal workers in the Core (federal) Public Administration. Eleven years earlier, they represented only 41%.”
Consider this: with the public servants retiring and knowledge workers increasing, retirees aren’t getting replaced. Workers that are not getting replaced are either filling redundant positions in the workforce or having their positions outsourced by contract or elsewhere. The Government of Canada is becoming a knowledge worker workforce. One that depends on technology like Web 2.0 tools to connect to others and to adapt to their ever-changing work.
Now the question: Is the government changing with them, or is it fighting the storm?
› Continue reading…
With Open Government, Government no longer needs to be a black box. Open it up, get involved. That is if you even know what to do.
Finally, a break this week from a barrage of information security blog posts. Here I go with another posting on the fundamentals of Web 2.0.
There’s been lots of hype over Open Government. Cities have been quite progressive in this area, most notably Vancouver and Toronto, with provinces getting in the fray bit by bit.
The advantages with Open Government are evident: it broadens the engagement and involvement of the public. It is a critical piece of a web 2.0-enabled government; if done right it adds transparency and openness of government directly through the web tapping into value-added nodes of expertise.
Equipped with data, anyone can consult, report, evaluate – thus have better conclusions, outcomes and solutions for government. Open Government makes available the metrics and values on anything, be it service delivery measures, geological data, survey results – anything. Open Government is a very sensible direction for government, and now it’s hot. Where is the Government of Canada? › Continue reading…