Class of March 10 Debrief of budget simulation Managing information technology and new media in government (with Steven Green, Manager, Creative Services and New Media, Cabinet Office, Government of Ontario)

Spending Departments Smart Practices Be explicit about how money will be spent and how it is related to government priorities Show link between existing programs and your proposals (e.g. expansion of an existing program or funding a new program) Look for federal matching funds Cost out your proposals (e.g., cost per user * expected users) Show total departmental spending (only Culture did) Collaborative proposals could come from several departments working together Dont ask for the sun, moon, and stars but dont ask for a pittance (if I am not for myself, who will be for me? If I am for myself alone, what am I?) Summarize your proposals at start or end Show references

Minister of Finance Smart Practices Establish criteria (speedy implementation, broad impact, fit with priorities) Do your homework, i.e. checking proposals carefully and looking for alternative sources of information Analysis: look for redundancy, possible private funding, supporting information, challenge departmental calculations

Premier and Chief of Staff: things done very well Meeting management: send out agenda and context message in advance Focus on key issues rather than going department-by-department Room logistics: blinds down, place cards, effective Powerpoint Encourage departments to collaborate No daylight between Premier and minister of finance at meeting Premier reserves right to final decision Set clear priorities in final decisions BUT need not discuss small stuff (<$10M), departments to do internal reallocation

Clear Priorities Set Auto sector bailout: $5 B Health: $ 2.05 B Transportation (TTC + HOV lanes): $1.3 B Education: $ 1.6 B Total high priority spending: $ 9.95 B Other spending: approx $ 500 M (mainly environment)

Some General Conclusions Not clear which dept owns a good idea => collaborative policy development and program implementation Collective decision-making => ministers commenting on each others proposals (sometimes dont in real world) Federal incentive (50 cent dollars) powerful Simulation was Toronto-centric (non-Toronto ministries like Agriculture, Northern Development, Natural Resources not represented) Deputy ministers participated somewhat more than in real world (deference versus desire to participate)

Managing Information Technology in Government Based on Borins et al, Digital State at the Leading Edge ( from 2000 to 2005 and Borins, Digital State 2.0 from 2006 to IT provides a new channel of interaction between government and society (campaigning and voting, policy discussion and lobbying, service delivery, procurement) Channel choice: use of the e-channel will depend on convenience and cost relative to other channels Cost versus visibility a consideration for the government Demographic factor: younger Canadians have strong preference for the e-channel, older and low-income Canadians have less access to e-channel

IT and Collaboration IT facilitates collaboration within government Integrated front-line service delivery (e.g. Service Canada, Service Ontario) Shared internal services and procurement Collaborative policy development often using shared data bases (homelessness and urban poverty; security, foreign policy, trade, and development)

IT Procurement Procurement of complex specialized software systems (complex, asset specific, few bidders) High probabilities of project problems Skilled IT workers in short supply Commodification of some aspects of technology (e.g. basic hardware)

Digital Leadership Tech-savvy politicians: start with campaigning, then bring their skills to governing (accountable for IT management, relations with IT industry) Front-line digital leaders (younger employees at the leading edge, hired for new media positions) Corporate and departmental chief information officers (keep the electronic plumbing working, e.g. virus protection, manage procurement and IT workers)

Evolution During the Last Three Years Online politics Most politicians, especially younger ones, on CrackBerries Obama campaign and presidency leading edge Rally registration => list of 13 million Online fundraising => 50% of $750M US Mybarackobama.com: tools for activist supporters Change.gov: tool for policy discussion Recovery.gov: tool for tracking implementation Use of video, especially on YouTube

Canadian Politics Online Websites used for media relations, showing ads, attacks on other parties, humanizing the leader Federal Conservatives my campaign Vetting of candidates digital footprints Gaffes shown on YouTube Blogs by leaders and activists (blogging Tories) Advocacy groups using Facebook and YouTube: copyright, strategic voting, Ontario referendum, Ontario motor vehicle licensing

Government Home Pages Lots of political content News stories about first minister front and centre Buttons for advocacy sites about government priorities (budget, equalization, health care, healthy lifestyle) Netiquette with public service about political use of government websites

Web 2.0 Citizen use of popular web 2.0 social networking sites for policy discussion and advocacy How does government respond to 15,000 wall posts on Facebook about motor vehicle licensing ? Some departments embrace social networking, others ignore it Development of internal wikis for practitioners

Online Service Delivery Considerable increase in use of e-channel, but complementing not displacing traditional channels Service Canada consolidating back rooms (e.g. call centres), developing agreements with provinces to integrate specific services Service Canada still part of HRSDC, not an independent department Possible delivery of service over social network portals chosen by user