2018 IMF Fiscal Monitor: Chapter 2-Digital Government
Digitalization presents both opportunities and risks for fiscal policy. It has the potential to improve the design and implementation of fiscal policy, but it also creates new challenges. This chapter first analyzes improvements in policy implementation with illustrative examples on tax compliance and spending efficiency.
The analysis suggests that adopting digital tools could increase indirect tax collection at the border by up to 2 percent of GDP per year. In the future, digitalization could also help governments track down taxes on wealth sheltered in offshore financial centers, estimated at 10 percent of world GDP. On the spending side, country case studies show how digitalization can play a role in improving social protection and the delivery of public services. The chapter also discusses the design of future policy, focusing on the implications of the rapid expansion of digital firms whose business model—for example, sales with little physical presence and reliance on online customers to generate commercially valuable information—raises new questions about the allocation of international taxing rights. Finally, while digitalization offers many potential benefits, the chapter also discusses how it can create opportunities for fraud and increase government vulnerabilities—important challenges governments must address to reap its dividend.
2017 UK National Audit Office: Digital Transformation in Government
Building blocks for transformation
1 Five years ago, we highlighted the importance of three major themes in tackling government’s challenges:
• taking a structured approach to reducing costs;
• improving financial management; and
• using information effectively.
We argued that without significant progress in all three areas, government would not be able to transform services and achieve sustainable improvements and savings.
2 Our work over the last five years has identified some improvements in these areas. Across government, there is a much deeper understanding of the challenges and opportunities of transformation. But our work also shows that attempts to transform government have had mixed success. Many public services appear increasingly unsustainable. Those responsible for major programmes have continued to exhibit over-optimism and make slow progress towards their objectives.
3 Government’s recent experience has highlighted several important building blocks for transformation:
2016 - Ofcom: Children and Parents: Media Use and Attitudes Report
This report examines children’s media literacy. It provides detailed evidence on media use, attitudes and understanding among children and young people aged 5-15, as well as detailed information about the media access and use of young children aged 3-4.
The report also includes findings relating to parents’ views about their children’s media use, and the ways that parents seek – or decide not – to monitor or limit use of different types of media.
Our 2016 Children and Parents: Media Use and Attitudes report provides detailed evidence on media use, attitudes and understanding among children and young people aged 5-15, as well as in-depth information about media access and use among children aged 3-4. Our report includes findings relating to parents’ views about their children’s media use, and the ways that parents seek – or not – to monitor or limit such use.
The report also includes results from the following research studies and analysis, in the Annex:
1. Analysis of children’s television viewing habits sourced from BARB, the UK’s television measurement panel, 2010-2015.
2. comScore data on the frequency with which the most popular web entities among internet users are visited by children aged 6-14 in 2016.
2016 World Economic Forum: Digital Transformation of Industries
There is widespread recognition among leaders in most industries that the role of digital technology is rapidly shifting, from being a driver of marginal efficiency to an enabler of fundamental innovation and disruption.
Digitalization is the cause of large-scale and sweeping transformations across multiple aspects of business, providing unparalleled opportunities for value creation and capture, while also representing a major source of risk. Business leaders across all sectors are grappling with the strategic implications of these transformations for their organizations, industry ecosystems, and society. The economic and societal implications of digitalization are contested and raising serious questions about the wider impact of digital transformation.
2015 Deloitte: Strategy not Technology drives Digital Transformation
MIT Sloan Management Review and Deloitte’s1 2015 global study of digital business found that maturing digital businesses are focused on integrating digital technologies, such as social, mobile, analytics and cloud, in the service of transforming how their businesses work. Lessmature digital businesses are focused on solving discrete business problems with individual digital technologies.
The ability to digitally reimagine the business is determined in large part by a clear digital strategy supported by leaders who foster a culture able to change and invent the new. While these insights are consistent with prior technology evolutions, what is unique to digital transformation is that risk taking is becoming a cultural norm as more digitally advanced companies seek new levels of competitive advantage. Equally important, employees across all age groups want to work for businesses that are deeply committed to digital progress. Company leaders need to bear this in mind in order to attract and retain the best talent.
CHAOS Manifesto 2013: Think Big, Act Small is a subset of the online version of the CHAOS Chronicles, known as the CHAOS Knowledge Center (CKC). This version of the CHAOS Manifesto focuses on small projects and is based on the CKC version 40-12. The online CHAOS Chronicles contains 100 Best Practice Points and 300 practice elements. CHAOS Chronicles is a work in progress, and new research is added and updated every month along with other supporting features. Currently there are more than 900 charts in the CKC. This report is broken into 12 main sections. Sections 2 to 11 cover the CHAOS Success Factors for Small Projects.
The Standish Group has been collecting case information on real-life IT environments and software development projects since 1985. We get many questions about how we populate the CHAOS database. First, you should understand we are analysts and advisors, not data collectors. Second, each piece of data and every project is reviewed thoroughly by an analyst before it goes in the database. Third, we have a standard and nonstandard list of questions to determine the accuracy of the data given to us that goes into the database. Fourth, nothing is taken at face value and everything is questioned. Fifth, we have been rebuilding the CHAOS database starting in June 2012 to create a standard format. The new database will be used to present the current data analytics.
2010 Deloitte: User expectations of a life events approach for designing e-Government Services
This study provides a future vision of eGovernment service provision that is based on a life events approach, user expectations, key Web 2.0 enablers, and a service-oriented architecture paradigm.
Today‘s developments in online service provision, particularly in the private sector, reflect a rapidly changing environment in which services are increasingly user-oriented and draw on new opportunities and collaborative approaches. Important trends are observed in the use of Web 2.0 tools: they are under continuous development and deployment in ways that provide innovative interactive online applications. These developments have given rise to a significant uptake of new services based on platforms like social networks and new approaches such as crowd-sourcing, rich content, blogging, and social bookmarking.
The opportunities that Web 2.0 tools can offer are immense in providing user-centric services that can be personalised and integrated in the users‘ proximity (whether in their own homes or ―on the go‖). The integration and mashing-up of these services is an important driver for the continued improvement of new, easy-to-use, online services.
2009 - USA Open Government Directive
Office of Management & Budget, Washington D.C. December 8, 2009
In the Memorandum on Transparency and Open Government, issued on January 21, 2009, the President instructed the Director of the Office of Management and Budget (OMB) to issue an Open Government Directive. Responding to that instruction, this memorandum is intended to direct executive departments and agencies to take specific actions to implement the principles of transparency, participation, and collaboration set forth in the President’s Memorandum. This Directive was informed by recommendations from the Federal Chief Technology Officer, who solicited public comment through the White House Open Government Initiative.
The three principles of transparency, participation, and collaboration form the cornerstone of an open government. Transparency promotes accountability by providing the public with information about what the Government is doing. Participation allows members of the public to contribute ideas and expertise so that their government can make policies with the benefit of information that is widely dispersed in society. Collaboration improves the effectiveness of Government by encouraging partnerships and cooperation within the Federal Government, across levels of government, and between the Government and private institutions.