Digital Government Review of Argentina Accelerating the digitalisation of the public sector

Key findings Contents

1. BACKGROUND 1

2. GOVERNANCE FOR DIGITAL GOVERNMENT 4

3. PUBLIC SECTOR COMPETENCIES FOR DIGITAL GOVERNMENT POLICY IMPLEMENTATION 15

4. OPENNESS AND PUBLIC SERVICE DELIVERY 19

5. BUILDING A DATA-DRIVEN PUBLIC SECTOR 24

REFERENCES 28

OECD Digital Government and Open Data Unit Digital Government Project KEY FINDINGS

BACKGROUND

1. Background

The OECD Digital Government Review of Argentina builds This document, and the upcoming full digital govern­ on the close and growing collaboration between the ment review, was prepared in the context of the OECD and the Argentinian government in recent years. ongoing restructuration of the government of Argentina It adds to the broader activities of Argentina’s OECD (September, 2018). The Ministry of Modernisation (MoM), Action Plan, which was presented by the Argentinian the original main counterpart for this study, was moved government to the OECD in the context of the Meeting of to the Chief of Cabinet of Ministers Office in September G20 Finance Ministers and Central Bank Governors held 2018. As a result the former MoM was replaced by the in Baden Baden, Germany, on 17-18 March 2017. Government Secretariat of Modernisation (Secretaría de Gobierno de Modernización, SGM).1 The document will This document presents the key findings resulting from therefore: a series of activities carried-out by the OECD Secretariat in the context of the digital government review. These l Refer to the “Ministry of Modernisation” or “the then activities include i) the OECD peer review mission to MoM” when presenting, discussing and highlighting Buenos Aires, Argentina, held on 5-9 March, 2018; and, ii) digital government initiatives that took place prior to the workshops and follow-up meetings held in Buenos the restructuration of September 2018. Aires on 25-27 July 2018, and September, 2018. l Refer to the newly established “Government The peer review mission (March, 2018) benefited from Secretariat of Modernisation” or “SGM” for any future the participation of the OECD Secretariat and peers from recommended actions and policy interventions OECD member countries, namely: provided to the Argentinian government by the OECD. l Mr Enrique Zapata, Office of the President, Mexico. The Digital Government Review of Argentina focuses on l Mr Daniel Hernández, Ministry of Public strategic policy areas of analysis, including: Administration, Mexico. 1. The governance for digital government in Argentina, l Mr Timothy Szlachetko, Ministry of Local Government including the institutional, legal and policy and Modernisation, Norway. frameworks. l Ms Gemma del Rey Almanza, Ministry of Finance and Public Administration, Spain. 2. Public sector competence for policy implementation, including ICT commissioning and the development of The key findings presented in this document benefited digital innovation skills in the public sector. from the direct contributions of all peers involved in the peer review mission to Argentina. The findings and specific­ 3. Openness and public service delivery, including digital policy recommendations are further discussed in the final services, key enablers and the implementation of version of the Digital Government Review of Argentina. citizen-driven, digital by design and open by default approaches. This document was prepared by the OECD Secretariat under the leadership of Barbara-Chiara Ubaldi, Deputy 4. Data-driven public sector, including data governance, Head of the Reform of the Public Sector Division and data management practices and open government Head of the Digital Government and Government Data data. Unit. Jamie Lee Berryhill, Policy Analyst, Public Sector Innovation, OECD, drafted section 2. Jacob Arturo Rivera Pérez, Policy Analyst, Digital Government and Govern­ 1. See https://www.boletinoficial.gob ar/#!DetalleNormaBusquedaAvanzada/ ment Data policies, OECD, drafted sections 3, 4 and 5. 190820/20180905

1 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

The assessment draws upon the OECD Recommendation are requested; iii) governments proactively seeking of the Council on Digital Government Strategies (OECD, feedback directly from citizens about the quality of 2014) (See Figure 1) which provides a set of 12 strategic services; and, iv) enabling citizens to access real-time recommendations to help governments to move information on public services. from e-government towards a digital government (See Figure 2). l Data-driven: The extent to which a government informs and approaches the design, delivery and The Digital Government Review of Argentina highlights the monitoring of public policies and services through the key enablers of digital government as identified by the management and use of data. OECD Secretariat’s Framework for Digital Government (OECD, forthcoming): l Digital by design: The extent to which a government embeds the full potential of digital technologies when l User-driven: The extent to which governments are formulating policies and designing services. This adopting approaches and taking actions to let citizens involves mobilising new technologies to rethink and and businesses (i.e. users of the services) determine reengineer internal processes and simplify internal their own needs, which serve to drive the design of procedures in order to deliver the same efficient, policies and public services. sustainable and citizen-driven services, regardless of the channel used by the user to interact with the l Proactiveness: The extent to which a government public authorities. reaches out to the public without waiting to react to formal requests. This includes: i) data disclosure (in l Government as a platform: The extent to which open formats), with the exception of data that the governments use technologies (and data) to harness government is required to protect due to privacy or the creativity of people in groups and create security; ii) service delivery to the users before they collaborations to address policy challenges.

Figure 1. OECD 2014 Recommendation on Digital Government Strategies

OPENNESS GOVERNANCE CAPACITIES TO SUPPORT AND ENGAGEMENT AND COORDINATION IMPLEMENTATION

1. Openness, transparency and 5. Leadership and political 9. Development of clear business inclusiveness commitment cases 2. Engagement and participation 6. Coherent use of digital 10. Reinforced institutional in a multi-actor context in policy technology across policy areas capacities making and service delivery 7. Effective organisational and 11. Procurement of digital 3. Creation of a data-driven governance frameworks to technologies culture coordinate 12. Legal and regulatory 4. Protecting privacy and ensuring 8. Strengthen international framework security cooperation with other governments

CREATING VALUE THROUGH THE USE OF ICT

Non-OECD members: Colombia, Costa Rica, Egypt, Kazakhstan, Lithuania, Morocco, Romania, Russia

Source: Elaboration based on the Recommendation of the Council on Digital Government Strategies, 2014

2 KEY FINDINGS

BACKGROUND

l Open by default: The extent to which a government uses formats (within the framework of data protection, digital technologies to: i) engage and collaborate with all security, confidentiality, and privacy protection actors and collect insights towards a more collaborative, legislation); and iii) open up to external knowledge in evidence-based, user- and data-driven policy making; ii) order to co-design its processes (e.g. policy life cycle, share government data in open and machine-readable public service delivery, and ICT commissioning).

Figure 2. Digital transformation of the public sector

DIGITAL GOVERNMENT

The use of digital technologies as an integrated part of governments’ E-GOVERNMENT modernisation strategies, to create public The use by the governments value. It relies on a digital government of information and communication ecosystem comprised of government technologies (ICTs), and particularly actors, non-governmental organisations, the internet, as a tool to achieve better businesses, citizens’ associations and government. individuals which supports the production of an access to data, services and content through interactions with the government.

Source: Elaboration based on the Recommendation of the Council on Digital Government Strategies, 2014

Trámites a Distancia (TAD) is the platform that allows paperless online government-citizen interaction in Argentina.

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2. Governance for Digital Government

Argentina is taking a portfolio approach to public sector A number of conditions has enabled the reform with the goal of building a national public abovementioned progress and has therefore provided policy framework and leadership that advances in a a context in which continued advancement and consistent and united way to achieve national priorities sustainable success is possible. Critically, the digital and objectives. The Argentinian administration sees transformation of the public sector is one of the highest strengthening digital government as a keystone in the priorities of the current administration. This is evidenced broader context of its reform agenda along with open by the President’s dissemination of numerous relevant government and public sector integrity. In terms of digital presidential decrees—akin to executive orders, and government, Argentina defined a number of clear policy the creation of the Ministry of Modernisation (MoM) priorities, developed relevant initiatives, and delivered in 2015, which had a digital service team and the on specific policy commitments since December 2015, innovation lab LABGobAr (see Section 2). Through a building much of this work from the ground-up. series of Presidential Decrees, the President empowered the then MoM to catalyse the digital transformation Previous central administrations did little to construct of the public sector through the development of and support the necessary strategies, goals, governance crosscutting technologies and government-wide policies. structures, organisational arrangements, ecosystems, President Macri established an Under-secretariat of and legal and regulatory frameworks to build a solid Digital Government and placed the then MoM in the foundation for an effective, responsive and user-driven central coordination role of a whole-of-government digital government. Nevertheless, despite this major modernisation framework. challenge, the current central administration has made significant and rapid progress in addressing these Within the then MoM and in several other strategic areas inherited shortcomings and has put Argentina on a solid in the federal government, the President assembled a path for success. team of proven experts in areas such as digital policy,

Progress of the connectivity plan in rural schools, Jujuy province.

4 DOCUMENTO PARA DISCUSIÓN KEY FINDINGS ASPECTOS CLAVES

GOVERNANCE FOR DIGITAL GOVERNMENT

service design and implementation, public sector The empowerment of the SGM, and the subsequent innovation and open data to drive Argentina’s digital placement at the centre of government sends a clear government efforts. Many of these officials were political message in terms of the relevance of the digital behind the successful digital transformation of the transformation of the public sector for the current local government in the City of Buenos Aires. These administration. experts have managed to launch and accelerate the digitisation of public services, government operations, Yet, despite the significant advancements to date, some and a paper-less government beyond all expectations. challenges need to be addressed particularly if the The talent of these individuals has enabled the Government aims to move from a start-up approach to completion of many important initiatives in a very an increased maturity and sustainability of the digital short time frame. government agenda in the country. This necessitates progressing from efforts targeting digitisation (i.e. In September 2018, the President re-organised the e-government) to a full shift towards the digitalisation government, which resulted in the renaming of the (i.e. digital government) of the administration and of the MoM to the Government Secretariat of Modernisation delivery of public services. (Secretaría de Gobierno de Modernización, SGM) and moving this new institution to the Cabinet Office, POLICY FRAMEWORK: ESTABLISHING A COMMON, an office at the centre of government led by the STRATEGIC NARRATIVE President’s Chief of Staff. Prior to the move, the then MoM sat in the challenging position of being charged A clear scenario of the vision, its strategic objectives with government-wide policymaking and oversight and the defined path to achieve them (i.e. who“ are responsibilities while also serving in a separate, non- we” and “where do we want to go”) is one of the basic central ministry. As a result of the move, more policy prerequisites of sound governance. While the need to areas now intersect with the SGM at the centre of deliver led a very dynamic course of action since the government, which reduces the risk of fragmentation, early inception of the current administration in 2015, better enables the SGM to achieve its mission, and the intention to secure long-term sustainability and contributes to long-term sustainability of efforts. provide clarity in terms of policy goals were reflected during the development of Argentina’s Digital Agenda. The Secretary of Digital Government and Innovation Technology within the then MoM led this process, which now still continues under the leadership of the SGM.

The draft version of the Agenda was discussed and approved by those secretariats and ministries involved in its development (Secretariats of Modernisation, Agroindustry, and of Government of Science and Technology; ministries of Education, Science and Technology; Culture; Production and Labour, and Foreign Affairs). The vision and key pillars of the Agenda were approved by Presidential Decree on 5 November, 20182.

The Digital Agenda is designed to help provide government-wide guidance and priorities to accelerate the digital transformation of Argentina. The Agenda adds to the Government’s priorities in terms of

2. Decree 996/2018. For more information see: http://servicios.infoleg.gob.ar/ infolegInternet/anexos/315000-319999/316036/norma.htm

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Hackathon “Ambiente”, 2017, organised by the Secretariat of Modernisation together with the Secretariat of Environment, Science, Technology and Productive Innovation and the Government of Mendoza, in Mendoza.

digitalisation in the context of the Argentinian 2018 l Transitioning to a data-driven public sector for Presidency of the G20. It also seeks to meet OECD decision making and the creation of anticipatory standards for digital government, as described by SGM citizen services. officials, and identifies a number of priority projects and areas of focus, as well as short and medium-term goals l Developing cybersecurity skills, build trust in digital for them. environments, and collaborate across sectors to protect cyberspace. A steering committee—the Ministerial Council for Planning and Monitoring of the Digital Agenda l Promoting the leading role of Argentina in the digital Argentina— oversees the agenda and will work to world. ensure it is being carried out. Argentina has formed an executive committee led by the secretaries and deputy During the peer review mission to Argentina (March, secretaries from these ministries to help implement the 2018), among the stakeholders that were aware of the Agenda. Subgroups are organised by topic and will help then-draft Agenda, there was general enthusiasm for the coordinate individual projects. Agenda and a belief that it would serve as the overall strategy and vision for digital government in the country. The Agenda was developed in order to bring In developing the Agenda and getting broad buy-in and about a unified vision and roadmap for the digital engagement across government relevant ministries, transformation of Argentina that achieves digital Argentina has taken significant steps to set priorities inclusiveness for all citizens (“zero digital poverty”) and for projects and principles that are of importance to the a more efficient, effective, citizen-driven public sector administration or are mandated in law, which previously that works better at lower costs. It also seeks to enhance had been fragmented across various ministries with no the productivity and competitiveness of the economy. central guiding force. The objectives of the agenda include: The Digital Agenda is an important umbrella policy l Promoting an open, transparent, efficient, effective, document and represents a significant step forward and citizen-centred government, including ensuring in establishing a common vision, defining leadership the free and unrestricted access to information and roles and responsibilities, fostering coordination across knowledge and de-bureaucratising the public sector to government, and setting common strategic digitalisation reduce costs and simplify processes. objectives in a broad sense. It will provide a policy basis

6 KEY FINDINGS ASPECTOS CLAVES

GOVERNANCE FOR DIGITAL GOVERNMENT

to build a comprehensive digital government strategy, having the advantage of established formal and informal which is a key element of the governance for a digital relationships. This dynamic environment promotes government. efficient, accelerated collaboration in the short run. In order to ensure progress is maintained in the long-term, it will be The Digital Agenda puts in place a high-level vision for important to promote broader cultural change within the where the country wants to be. Beyond that vision, the public sector to embed the practices and mind-sets brought Agenda is generally project-based (e.g., digital signature, about by the current administration. single window) and principle-based (e.g., openness, co- creation). While this is a major step in achieving digital While pre-existing relationships have helped Argentina transformation, opportunities exist to set strategic goals to make immediate and rapid progress, a long-term with related objectives in order to provide an articulated strategy and set of actions to lock in a sustainable roadmap for digital government that everyone in path for ongoing progress could help amplify and government can rally behind and work towards. perpetuate current and future successes. This would assist in future-proofing digital government efforts and The Agenda is helpful for surfacing and guiding strengthen them against potentially adverse scenarios. priority projects, providing unity around key principles, A full digital government strategy could assist in this, by and raising the need to develop specific strategies. helping to set the tone for cultural change within and Nevertheless, digital government efforts in Argentina across public sector organisations. could benefit from a strategic-level action plan with a medium and long-term perspective in terms of policy Thinking forward and long-term, a systems-wide culture milestones and delivery times. A number of officials that fosters digitalisation would be incredibly valuable from different parts of the Government noted the same for the sustainable evolution towards efficient and in interviews during the peer review mission that took effective digital government operations. This would place in March 2018. require supporting the existence of networks within the public sector that are resilient to political and Without an articulated action plan that sets the government changes and support sustained change. roadmap to achieve the goals it can appear that all initiatives are equally important. Over time, this can The Digital Agenda has secured the backing of all involved make it difficult to enable a whole-of-government ministries and secretariats through internal consultations, approach, where ministries advance the Agenda and the key pillars of the agenda were approved by towards shared strategic purposes rather than Presidential Decree. Although several meetings have been individual initiatives and/or projects. Initially creating held among public and private sector representatives and project-based agendas is a common and useful various stakeholders, the Agenda has not undergone a step as a government seeks to bring about a digital formal open public consultation process in order to obtain transformation. However, when thinking forward, views and opinions, and potentially crowdsource new additional measures, such as the development of a more ideas and priorities, from the public and other external concrete Digital Government Strategy, may become stakeholders. However, government officials plan to hold necessary to ensure digital efforts continue to advance open consultations in the future. beyond silo-based approaches. Such horizontality, sharing and integration will be instrumental to fully Not bringing in the public earlier on in the process of enact digital government. policy design may represent a missed opportunity for the government to build policy ownership across the The OECD and peer review team perceived that government ecosystem, and demonstrate its responsiveness and officials were starting to strategically advance in a united its commitment to building a citizen-driven digital way under the vision of the Agenda and the priorities of government. It also means that a core document that is the administration. It was also observed that many of intended to guide digital projects for a number of years these officials had previously worked together to advance has not yet been afforded the opportunity for the public digital government for the City of Buenos Aires, hence to review it or provide their feedback.

7 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

When consultations are made late in the process, The reluctance of the government to “write things down” government officials leading and contributing to agenda or document processes, decisions, plans, progress, and development run the risk of being closed off to changes problems emerged as a common theme during the peer and good ideas that may have been easier to act upon review interviews. This can have detrimental effects for earlier in the process. Initiatives to ensure public government’s digital government policy and associated feedback and comments may help in this respect. iterative processes.

A formal stand-alone Digital Government Strategy could For instance, reports could be used as potential knowledge help in promoting policy coherence across government, sources to inform a formal cross-cutting strategy and avoiding fragmentation, shifting efforts to focus more on guiding its planning, implementation, monitoring, reporting internal and citizen demands, and providing a path to and evaluation. In addition, external communication about maturity for digital policies and services. This is critical digital government progress to citizens and business can to ensure that decisions on national digital government enhance trust and confidence in government. priorities are driven by national needs. Without documentation enabling recording and Prior to the current administration, there was little effort storytelling, it is difficult or perhaps even impossible to coordinate the ICT-related initiatives of the different for the Country to establish a baseline for a level of ministries at the central level of government. Without consistency across government. This also exacerbates the coordination, the government risked the potential that ability of the Government to overcome existing challenges various initiatives across government could operate in related to inconsistent and fragmented processes duplicative, fragmented, or overlapping ways. throughout government. Unless improvement is made in this area, Argentina will struggle to learn from the The current administration has made major steps in problems it encounters and methods devised to overcome improving this, especially through its empowerment of them, and to foster the nature of its public sector as a the SGM to serve as a central policymaking, coordination, learning organisation – based on knowledge sharing. For and enforcement body. The Digital Agenda is also example, different agencies are likely to encounter similar contributing to this. However, a more strategic document issues as they work to bring about a digital government. could help to reduce this fragmentation over time. Nevertheless, if they are not documented and shared, those facing similar problems may waste time on devising In addition, as often occurs in a country’s digital potential solutions that have already been identified and transformation journey, many priorities are being driven tested, rather than learning from others’ experiences, by international rankings and indicators. While such leveraging synergies and scaling up what works. metrics are helpful in a general sense, they might focus on areas that are not critical for the unique context of This challenge can also have a detrimental effect in a given country. This opens a window of opportunity how the Government is perceived by the public and the to develop indicators that focus on gaps specific to broader digital ecosystems. the context in Argentina. Signals of internal demand from either users, civil servants and other members Argentina has focused increasingly on the importance of the digital government ecosystem can therefore be of communicating with the public and telling stories identified. and progress updates related to digital government. An example of advancement in this sense is “the Argentina’s digital government efforts could benefit from regular publication of interesting and insightful strengthened documentation and communication of the public blog posts on a variety of digital government status and progress of digital government efforts. This topics”3. In addition, the SGM is currently working on issue exists within and across government, as well as externally towards the broader ecosystem. The agenda may 3. For example, blogs from the Administration Modernisation Secretariat can be assist over time, and a formal Digital Government Strategy found at https://www.argentina.gob.ar/node/5396/noticias?nodo=5396 and blogs related to Digital Government can be found at https://www.argentina. that further prioritises what is important may also help. gob.ar/node/2441/noticias?nodo=2441.

8 KEY ASPECTOS FINDINGS CLAVES 9 GOVERNANCE FOR DIGITAL GOVERNMENT DIGITAL FOR GOVERNANCE These authorities are broadly broadly are authorities These 4 Presidential Decree 13/16 – 5 January Decree 2016 Presidential INSTITUTIONAL GOVERNANCE: LEADERSHIP AND AND LEADERSHIP GOVERNANCE: INSTITUTIONAL STEWARDSHIP DIGITAL recognised and respected. During the peer review peer review During the and respected. recognised consensus general a was there Argentina, mission to in the central stakeholders among the different governments, as in sub-national well as government, 4. Considering the size and complexity of the task Considering the size enact a shift towards to fully to be undertaken and roles it is important that government, digital stakeholders the different be clear to responsibilities context Argentina’s true in is especially This involved. new. relatively most digital efforts are where were and authorities for SGM (then MoM) Governance with a in 2016 clarified and strengthened formally decree. presidential Punto Digital, Vicente López, Province of Buenos Aires. Currently, Argentina has more than 430 Puntos Digitales throughout the country. throughout Digitales than 430 Puntos has more Argentina Currently, of Buenos Aires. Province López, Vicente Digital, Punto Several officials communicated to the peer review review peer to the officials communicated Several to be work government for the digital team a desire could Argentina public in visible so that the more their to form and express of it and be able be aware opinions about it. Without such external communications and communications external such Without a black can look like government the “storytelling”, unable to see the and citizens are public, to the box is doing, government the work positive important and to improve and impacts it is achieving and the results to affect the level is known This of its citizens. the lives 2017). (OECD, government in of trust citizens have institutionalising frameworks to ensure coherence. coherence. to ensure institutionalising frameworks peer to the often communicated was it However, public- is still not enough team that there review government on and communication facing reporting and impacts. performance, progress, DIGITAL GOVERNMENT REVIEW OF ARGENTINA

civil society organisations, and private sector companies The SGM appears to be dedicating significant time and about the central role of the SGM in bringing about energy to conducting hands-on implementation and and advancing digital government in Argentina. There development work to help other ministries achieve policy was also near consensus regarding the major positive goals and requirements. This may have been an important impacts and improvements that have already come step at the onset of the current administration’s digital about over the last few years. transformation efforts; however; it appears that the time is right for ministries to dedicate more efforts to Many interviewees from other ministries also expressed implementation and for the SGM to shift more towards a strong willingness to work and collaborate with the central coordination, convening, and oversight. A more SGM. This is a very positive sign that the fairly recent explicit articulation of the roles and responsibilities of the mandates and the centralised authorities within SGM and the other ministries could assist. SGM have been well understood and accepted, that the actions taken by the SGM to-date have been well In addition, beyond the SGM, the digital governance received, and that the SGM (and predecessor, MoM) has of agencies throughout central government remains taken steps to solidify their authority for overseeing and somewhat fragmented. For example, some organisations coordinating digital government efforts. may include positions like Chief Information Officers (CIO), while others may not. Agencies also generally The government of Argentina has reached a level of do not include Chief Digital Transformation Officers maturity where agencies and ministries now seek cross- (CDTO), Chief Data Officers (CDO), and similar positions government solutions and guidance, rather than making that could help serve as points of guidance and all decisions from an organisational perspective. It accountability for each agency in meeting the policy appears that a governance framework that more explicitly directives set forth by the SGM and the President. delineates roles and responsibilities of the SGM and provides for strong leadership across government would Peer review interviewees described the current state help advance digital efforts. of digital governance in other ministries as siloed

International Open Data Conference (IODC), Panel “Open Data in Latin America & Caribbean,” 2018, Buenos Aires.

10 KEY ASPECTOS FINDINGS CLAVES 11 GOVERNANCE FOR DIGITAL GOVERNMENT DIGITAL FOR GOVERNANCE LEVERAGING SYSTEMS APPROACHES TO ACHIEVE ACHIEVE TO APPROACHES SYSTEMS LEVERAGING GOALS STRATEGIC In addition to a solid governance framework, the framework, governance to a solid In addition for mechanisms establishment of appropriate proper the also necessary to assure are coordination of all the and co-responsibility engagement cooperation, civil or private public, a from whether players, relevant society background. coupled in technology, In a context of modern advances of complexity and uncertainty with the increasing traditional governments, faced by challenges today’s methods no longer problem-solving tools and analytical put, Simply purpose. their intended produce nor work policies and delivering designing making decisions, past, In the services used to be easier and less complex. benefited that decision makers ways primary one of the in the simplified was complexity reduction from well-delineated silos. classification of information into less With easier. much problems of made diagnosis This those that especially variables, information and fewer proceed decision making could could be contradictory, uncertainty or complexity (OECD, by unencumbered work. no longer classic approaches These 2017b). will need to adapt Argentina to other countries, Similarly the most approaches. systems In this regard, employing by capacity and ability government’s significant enabler is the includes also connecting as one.This to connect and move external ecosystems thus becoming hubs with the broader network. of the system’s in the administration systems approaches Fostering public Argentinian priority for the should be a central manner and would benefit their contribution to broader to broader benefit their contribution would manner and of an overarching the existence goals from Government’s Strategy. Digital Government governance clear combination of ensuring a The to the other of the SGM relative for the role structure structure governance as a clear well as ministries, is a critical enabler of the other ministry, for each This public sector. of the digital transformation seeks to Argentina be the case as will increasingly whole-of- a generate and adopt systems approaches as further discussed below. momentum, government A few agencies have established formal governance governance established formal have agencies A few administration. under the current and structures roles and Social Security Tax for the agencies example, For place put in positions, CIO established central have and formalised strategies, government digital their own roadmaps strategic to develop structures governance projects. decisions on ICT ICT and make and review to add and appear promising are practices Such not are but they value to these ministries, significant government-wide or mandated in a promoted currently within their ministry, and in some cases, project and project and in some cases, within their ministry, within the ministry are ICT teams challenge-based to understand with limited ability siloed, themselves For of the other teams. the authority and scope believe teams could different in some cases, instance, reportedly work, of for an area responsible are they potential missed efforts and in duplication of resulting according Other times, opportunities for synergies. for no one seemed to be responsible to interviewees, ministry Because each gaps. leading to important areas, determine their own has the ability to independently in challenges face may the SGM structure, governance government-wide the implementation of coordinating policies. DIGITAL GOVERNMENT REVIEW OF ARGENTINA

sector, at the core of the development of digital this approach could ease the endeavour of ensuring government. As Argentina strengthens its governance the sustained commitment and support to the digital structures and frameworks, the government will be transformation across the top political leadership within better positioned to seize the potential of systems and across government. approaches. Opportunities exist to coordinate government activities in a Identifying or creating connection points among holistic, horizontal, and joined-up way. ministries and external entities, finding leading agencies with good examples to scale or replicate in other Although improving, general cooperation and parts of government, aligning the incentives and the coordination across ministries, agencies, and levels organisational objectives, monitoring practices and of government is often fragmented, not systematic. identifying long-term and shared necessities for the Coordination occurs mainly through specific projects. administration are important contributing factors. For many ICT issues, there is no formal body for coordination and cooperation at the ministry level, and Fostering systems approaches would help to coordination and cooperation at the underlying agency institutionalise Argentina’s Digital Agenda as a policy tool level can be inconsistent. to steer decisions and better align priorities across the whole administration in line with the main policy goals. The SGM has demonstrated leadership in connecting with ministries; however, the focus has largely been on Argentina has made progress on building the conditions bi-lateral cooperation on a ministry-by-ministry basis, that enable the country to leverage systems approaches. and not on bringing all of the relevant players together For instance, as discussed previously, a steering as a whole. committee and an executive board, coordinated by the SGM, has been formed to guide the implementation Throughout the peer review mission, many leaders in of the Digital Agenda. The executive board contains the SGM and in line agencies and ministries highlighted representatives from relevant jurisdictions and is that coordination should be strengthened and that responsible for elaborating and executing an annual focusing on the harmonisation and alignment of action plan, including concrete work plans and projects, designing and implementing policies and services would and for reviewing the Digital Agenda annually in order prove valuable. Furthermore, nearly all ministries spoke to make recommendations for updates. In addition, about the need to institutionalise current efforts in a ministries have identified topic-specific points of contact more consistent, unified and collaborative way. There (POCs) for a variety of digital and non-digital initiatives are some notable exceptions to this challenge, however, (e.g. open government, Mi Argentina website content). where a sustainable model for a systems approach has been reached. Several efforts coordinated by Continuing to build on these and new foundations will SGM, including Argentina.gob.ar, electronic document help to position the Government to take a systems management (GDE), and the open data plan are key approach on its goals and challenges. Such an approach examples of cooperation across ministries in a multi- should also be considered as a strategic effort to bring lateral way to achieve a systems approach. Argentina “all the voices in” this common effort, enabling a may look to these instances to apply their most more structured involvement of citizens, companies successful elements elsewhere. and general interest groups such as civil society organisations. Challenges remain in considering and involving provincial and local governments in systems approaches. Holistic and strategic systems approaches can also accelerate the awareness of the digital journey among During the peer review mission, difficulties coordinating the public leaders in order to overcome vertical thinking with sub-national government organisations was one of and increase awareness around the networked role the challenges most frequently raised by interviewees. of ICT. Together with a sound governance framework, This is largely due to the federated government

12 KEY ASPECTOS FINDINGS CLAVES 13 This “State This Modernisation 5 GOVERNANCE FOR DIGITAL GOVERNMENT DIGITAL FOR GOVERNANCE Presidential Decree 434/2016 (3 March 2016). http://servicios.infoleg.gob.ar/ 434/2016 (3 March Decree Presidential infolegInternet/anexos/255000-259999/259082/norma.htm. ENABLING SUCCESS WITH LEGAL AND REGULATORY REGULATORY AND LEGAL WITH SUCCESS ENABLING FUNDING AND FRAMEWORK 5. into alignment, such as through funding incentives funding incentives through as such into alignment, exploring how worth also be It may or conditions. aware fully officials are whether COFEMOD is used and of its programmes. for Digital framework legal and regulatory Argentina’s authority for with strong the SGM provides Government the coordinating conducting oversight, policies, making prioritising and of digital services, design and delivery be digitalised. must processes which is the instruments for ICT modernisation One of the key “State Modernisation Plan”. Plan” provides a framework on modernisation of the a framework provides Plan” and establishes digital Argentina of Government whole-of- component of the as a key government decree The modernisation strategy. government for the role coordination places the SGM in the central framework. it mission, peer review during the In holding interviews is that the authority of the SGM in these areas clear was recognised. universally appear to be out of and regulations some laws While of conducted reviews have Argentina in policy areas date, new and some issues, to core existing legislation related in this efforts Argentina’s legislation has been proposed. evolving developing a fuller, be enhanced by could area landscape to help baseline of the legislative and regulatory and on an ongoing now needs to change what identify basis. framework Some aspects of the legal and regulatory appear as some of the norms could be updated, with the up keep outdated and not flexible enough to peer as described by change, pace of technological is taking government The mission interviewees. review on law a draft example, For to modernise laws. steps passed If under consideration. is now protection data Data Personal the current replace would it into law, 2000. year the from Law Protection While COFEMOD has had significant impact and many While COFEMOD has had significant impact and many a officials expressed government central successes, often unsure were and in this area to improve desire It may could assist. whether other approaches of whether other opportunities exploring worth be further governments of exist to bring levels may Also under COFEMOD, public policies are coordinated coordinated policies are public Also under COFEMOD, in government digital promote to and developed For means. innovative including through provinces, aims to competition Innova” “Argentina the example, policies between public of the co-creation promote citizens. and governments One significant example of coordination through through One significant example of coordination Commitment “Federal of the COFEMOD is the creation is the main instrument for which to Modernisation”, for ICT and government of levels across coordination Commitment The priorities of the SGM. for the other the City of and provinces 19 signed in 2017 by was around objectives and sets agreed-upon Aires Buenos such provinces, for modernising lines of action several government open modernisation, as administrative infrastructure. and technological and innovation, Indeed, there are few levers that the federal that the federal levers few are there Indeed, the from can use to obtain cooperation government SGM coordinates The governments. sub-national Council the Federal through provinces with the 24 for the Public on Modernisation and Innovation element and only (COFEMOD)—the key Administration the national and subnational between for coordination topical subcommittees, various its governments—and non-binding. but the decisions of the Council are Sub-national governments generally have the ability have generally governments Sub-national policies, ICT their own to design and administer of level each As a result, products. and services, those across agencies different and government, incompatible potentially and use different may levels, potential the limits This and approaches. technologies and the collaboration, for information sharing, to approach whole-of-government of a achievement goals. common common issues and achieve tackle structure in Argentina, in which provinces and local provinces which in Argentina, in structure and significant independence have governments autonomy. DIGITAL GOVERNMENT REVIEW OF ARGENTINA

While progress is being pursued, it was not clear to the peer review team that the government has done a thorough review of all of the existing laws, regulations, and decrees to establish a baseline of how they may affect digital transformation efforts.

One of the drivers of Argentina’s recent digital government efforts has been the use of Presidential Decrees (i.e., executive orders). Such decrees are an easy and efficient appears to have matured to such an extent that stronger method of advancing the digital agenda. However, they policies and additional enforcement and oversight are less permanent than some other types of mandates, from the SGM could help further digital efforts across such as laws. Seeking to enhance permanence of successful government. aspects of the decrees could strengthen the long-term sustainability and continuity of efforts. In terms of policy, SGM officials so far have held off from making more interventions because of concerns During the peer review mission, public officials from the related to regulating before fully understanding an SGM and other ministries (e.g., Ministry of Production) issue. To illustrate this, some of the guidance put by highlighted the difficulty of passing legislation in SGM is thorough and aligned with best practices but parliament, which has therefore resulted in the use remains optional for ministries to adopt. For example, of executive decrees. While this has been a successful the “Guide for the Publication of Data in Open Formats”7 approach in kick-starting and advancing Argentina’s (see Section 4) provides excellent instructions for how digital transformation, it is possible that these decrees, to publish OGD. However, the document consists of non- and the efforts carried out under them, could be reduced binding recommendations and good practices. or eliminated in the future more easily than laws. If made mandatory, the guide could make discovery SGM officials have taken steps to push for legislative of data easier for the government and for the public. changes, such as lobbying for a new modernisation law. In addition, draft “Standards of Attention to the The efforts are starting to show signs of success, as a Public”,8 “Services Standards”,9 “Web Standards”,10 “API draft modernisation bill was very recently finalised.6 Standards”,11 (see Section 3) and others have been While this is a promising sign, it remains unclear developed to provide guidelines to strengthen the whether this will fully lock in the positive changes quality of services provided by the government and to of recent years. In addition, it is unclear how specific help bring about the digital transformation of the public such a law would be, as being overly specific may raise sector. However, it does not appear that these have been challenges in future years. formally put into action.

Government officials recognise the policy making and The peer review team observed a number of areas oversight authority of the SGM, signalling readiness for where stronger direction from the SGM may be strengthened central guidance and coordination from SGM. valuable, including general guidelines for the full life cycle of digital projects, and policies for ICT and digital Nearly universally during mission interviews, public procurement. officials expressed recognition of the SGM as the government’s policy making and oversight body for all aspects of ICT. This is a positive and encouraging 7. http://paquete-apertura-datos.readthedocs.io/es/stable/guia_abiertos.html. indicator for Argentina’s digital government efforts as a 8. https://github.com/argob/estandares/blob/master/estandares-atencion-al- publico.md. whole. The digital government environment in Argentina 9. https://github.com/argob/estandares/blob/master/estandares-servicios.md.

10. https://github.com/argob/estandares/blob/master/estandares-web.md. 6. https://www.argentina.gob.ar/noticias/el-comite-ejecutivo-del-cofemod- concluyo-la-redaccion-del-anteproyecto-de-ley-de 11. https://github.com/argob/estandares/blob/master/estandares-apis.md.

14 KEY ASPECTOS FINDINGS CLAVES 15 the RTC aims to those projects with a higher degree with a higher degree projects aims to those the RTC are sector organisations public All of complexity). business cases for projects’ to submit their required on-line and the RTC using the RTE revision ONTI’s the analyses the ONTI’s Once submitted, formats. project on the information and issues a final statement dictamen this statement or However, (dictamen técnico). not of are as they as a recommendation stands more mandatory observance. on the evidence provide activities While ONTI’s to bring government Argentinian willingness of the project to ICT and standardisation further order For for improvement. is still room there development, design stage project starts at the role ONTI’s instance, is there thereby but stops once the dictamen is issued, phases that and monitoring no clarity on the follow-up and inputed approved are projects after ICT place take platform public procurement Argentinian into the . COMPR.AR (comprar.gob.ar) unique identifiers projects’ and the RTC the RTE Also, procurement those of the seem disconnected from possibility of tracking affecting the platform therefore to finalisation) and conception (from life cycle projects’ data data to carry-out advanced to use standardised evidenced-based to inform a more practices analytics process. decision making and data-driven ICT of a comprehensive the lack shows evidence This In addition public sector. for the strategy procurement there procurement, on ICT to the absence of a strategy efforts to scale up existent on current is no evidence measuring model to achieve Digital’s as País tools such Moreover, procurement. public higher efficiencies in seem procurements public for agreements framework absent. widely to be efforts aimed to implement a focus on the ONTI’s but the projects, of ICT sustainability and lifecycle public that some also observed team peer review to be too concerned either officials did not appear PUBLIC SECTOR COMPETENCIES FOR DIGITAL GOVERNMENT POLICY IMPLEMENTATION POLICY GOVERNMENT DIGITAL FOR SECTOR COMPETENCIES PUBLIC , which is based on 10 principles that public principles that is based on 10 which , 12

FROM ICT MANAGEMENT TO ICT COMMISSIONING TO ICTFROM MANAGEMENT The RTE and the RTC stand as standardised business as standardised stand and the RTC RTE The of levels with different projects case models for ICT format is simpler in terms of complexity (the RTE while should submit, the information organisations For this purpose, the ONTI developed the Technological Technological the the ONTI developed purpose, this For Administration for the National Public Standards ón Administraci la ógicos para (Estándares Tecnol Technical the Standardised ETAP), Pública Nacional, and RTE), (Requerimientos Técnicos Estándar, Requirements (Requerimientos Requirements Technical the Complex RTC). Complejos, Técnicos sector organisations can follow to better design and to can follow sector organisations certification. for ONTI’s projects submit their 12. https://www.argentina.gob.ar/onti/decalogo-tecnologico-onti The Information Technologies National Office Technologies Information The public to support standards (ONTI) has developed of their ICT in the development sector organisations the Decálogo the ONTI created this reason, For projects. Tecnológico While there is evidence of existing efforts in terms of ICT evidence of existing efforts is there While does not appear to be a clear there coherence, procurement proposition, value the assessing and formulating system for of ICT investments. the monitoring and the evaluation Moving from policy goals to actual implementation policy from Moving public within specific capabilities developing requires strongly competencies are These sector organisations. of skills supporting digital to the development related public traditional as the shift from well as innovation, to the commissioning of approaches procurement sector whole-of-government goods and services based on a ICT forms of collaborations on new and relying perspective actors. sector and non-governmental public the between building these policies, government In the context of digital and readiness preparedness contributes to the capacities government. a digital towards public sector to move of the

government policygovernment implementation 3. Public sector competencies for digital digital for sector competencies 3. Public DIGITAL GOVERNMENT REVIEW OF ARGENTINA

with the relevance of keeping track on how the money to mitigate duplication and fragmentation and to help is invested or by budgetary constraints. While public ensure they are structured in a way that maximises officials’ statements in this regard cannot be considered the chances for success (e.g., agile development versus as a reflection of the whole public sector, ICT project traditional waterfall). This can also help ensure that monitoring and evaluation should be a priority, projects and investments are in line with the overall particularly in light of the overall anti-corruption strategic priorities set by the Digital Agenda. agenda for the Country and the need to strengthen a public sector measurement and performance culture. The SGM could also serve an important role at monitoring and evaluating project performance and The then MoM had the authority for setting digital helping to allocate ICT budgets for each ministry government policy for the rest of the central government, but strategically, which is a point raised by central it was often not involved or consulted in decisions made by government survey participants. In the near future, the the centre of government that are relevant to this role, also role of the SGM as an advisory entity could be largely in relation to major public investments and expenditures on untapped. The value that can be generated by positioning digital government projects. However, the location of the new the SGM in such a role will grow as it formalises SGM within the Centre of Government opens a window of government-wide strategies that can serve as the criteria opportunity to lever its political authority, monitor and assess and guiding force by which its advisory decisions are policy results, and advice the Government in terms of policy based; and in line with OECD good practices, thresholds direction. could be set requiring the SGM’s approval.

As the cross-cutting authority on ICT policy and SKILLS FOR PUBLIC SECTOR INNOVATION services, there are many areas where the role and function of the SGM could be better leveraged to The then MoM pursued an ambitious agenda to drive improve outcomes of the management of relevant innovation in the public sector. However, this work remains projects and/or initiatives. fragmented and needs to be embedded in the entire government through the development of capacities and skills at all levels. The then MoM was already charged with prioritising ICT projects across government. Yet, with the new From a digital government perspective, two key variables SGM’s cross-cutting visibility into other ministries’ influence the need to rethink public sector employment ICT activities, the SGM could also advise on large policies in Argentina. First of all, there are major legacy contracts and help to link up projects across ministries issues due to the absence of significant reforms across

16 KEY ASPECTOS FINDINGS CLAVES 17 Also, during the peer review mission to Buenos Aires Aires mission to Buenos peer review during the Also, roughly that public officials expressed 2018) (March, in the years less than 2 stay professionals 75% of ICT formal tertiary terms lack general and in public sector, degrees). university-level education (e.g. of digital and within the SGM in charge bodies Key turnover also faced employee have efforts innovation sector private as job opportunities and salaries in the driven and innovation agile with a more (together to skilled attractive more simply mind-set) are to the is not endemic only which (a context employees in light of the clear pivotal is This case). Argentinian with skilled human capital and retain needs to attract This and digital innovation. on data-driven background to opt for temporary government scenario has led the higher compensation provide models that employment opens it also However, costs. to market when compared government, of opportunity to streamline window a collaboration increasing by agile making it more and profiles job new creating sector, private with the dynamic talent commissioning and defining positions, to external talent. appealing models that are As in many other countries, the Argentinian public Argentinian the other countries, As in many political transitions. from protected sector is not fully above positions and in level Public officials at director political elections of as a result replaced normally are the interviewed In this light, and subsequent transitions. changes could cause these how public officials expressed the long-term sustainability ofinstability in terms of actions and results. policy poses a also not only context abovementioned The considering government for digital particularly challenge are initiatives key several Argentina, the fact that in but also level, or top management formed at the director, losses and long-term in terms in terms of human capital as such (e.g. programmes of skill building effectiveness the Construyendo Nuestro Futuro). an and retain the need to secure reinforces This at all levels workforce public sector skilled adequately turn- instability and human capital to address in order need It also highlights the political changes. during over political transitions, impact of the negative to decrease up long-term and build resilience, organisational increase knowledge. public sector collective PUBLIC SECTOR COMPETENCIES FOR DIGITAL GOVERNMENT POLICY IMPLEMENTATION POLICY GOVERNMENT DIGITAL FOR SECTOR COMPETENCIES PUBLIC Political changes have a direct implication on the a direct have changes Political permanence of public officials in high-level positions. In building efforts the sustainability of capacity this light, as the Public within the public sector such of key bodies National Institute (Instituto Nacional Administration would require INAP) Pública, Administración de la taking action to further build up public sector digital the skillin the broad base and reinforce competence, public sector. However, these efforts have been built on a heritage been built on a heritage these efforts have However, public sector employment, data on of inaccurate highlighting the need of (re)constructing therefore good quality data in this realm. the basics in terms of of data on provision that the expressed Stakeholders the Under-secretariat by public sector employment data (for instance, of Planning of Public Employment would public service) of the profile on the current understanding of the enable comparisons and improve will This capacities. context and forecasting current a forward- needs and develop future help appraise public service skills in the towards looking approach years. for the next 5 to 10 There are clear efforts in terms of the development clear efforts in terms of the development are There the led by Initiatives public sector. of skills in the within the (a body of Public Employment Secretariat being done work the examples that show SGM) are and leaders and servants of civil to build capacities (similar objectives policy strategic with key link them Ireland in countries like place taken efforts have altogether, instance, For and the United States). Líderes like programmes en Acción skill development Construyendo Nuestro officials), young (focused on and public managers), Futuro (focused on high-level Humanos (focused on human Protagonistas de Recursos multi- the officials) illustrate management resource the by of those efforts implemented faceted nature of Public Employment. Secretariat the public sector in the last decades. Legacy issues Legacy decades. public sector in the last the also in other observed are and not uncommon, are as they to be addressed need countries but they digital to the significant blockages can represent that outdated skill frameworks (e.g. transformation e-government or paper-based to analogue and respond models). DIGITAL GOVERNMENT REVIEW OF ARGENTINA

The first edition of the training program for high- level officials on public policy by the Design Academy of Public Policy at the Undersecretariat of Public Innovation and Open Government of the Government Secretariat of Modernization.

Created in 1973, the INAP stands as a long-term The creation of LABGobAr (a multi-disciplinary team which government ally in terms of building public sector depends on the Under-secretariat of Public Innovation capability, even as it benefits from support and credibility and Open Government of the SGM) has been successful in from other government institutions and external actors. terms of providing project-specific assistance to ministries The INAP seems to have a progressive approach to and municipalities centering on the use of tools that can capacity building with a clearly defined strategy in terms help foster innovation and start bolstering a culture of of reach, scalability, relevance, digital transformation and experimentation13. training quality. The fact that various actors interviewed mentioned the INAP’s role in providing key support to In addition, the Lab’s Design Academy of Public Policy build capacities points to the fact that the Institute is well – managed in coordination with the INAP - provides present in the minds of high-level public servants as a a learning environment to establish and scale up key resource to build a modern public sector in Argentina. innovation skills and tools in the public sector in order Yet, the lack of secured funding and the official and/or to drive and grow an innovation-prone culture in public legal recognition of its training certificates may affect the sector organisations. long-term sustainability of INAP’s initiatives. The value of the Lab is at the moment marginal, as it INAP’s potential is key to help develop digital innovation works at the edge, and its innovations remain isolated skills in the public sector and support moving towards best practices considering that they are difficult to a digital state where digitalisation efforts are detached be mainstreamed across the whole public sector. from specific administrations. In addition, attracting Challenges remain in terms of scalability, to make skilled human capital to the public sector would require innovation part of “business as usual”, hence the need moving from monetary incentives to creating the needed of reinforcing the role of the Lab as a hub and incubator environment and culture to attract talent into the of ideas that can be mainstreamed, scaled-up and administration (e.g. creating profiles, harnessing civic measured in order to turn innovation capabilities into passion, working environment), and incentivise human concrete actions and demonstrate real-world impact. capital to stay. Yet, roughly 20,000 public officials took training courses at the Lab’s Design Academy of Public Policy between The SGM’s Government Lab of Argentina (LABGobAr) is 2015 and 2018 thereby providing evidence to Argentina’s a good initiative and shows emerging efforts in terms of positive progress towards that direction. mainstreaming innovation across the public sector, but it also reflects a niche and elite mind-set that might not be mirrored 13. See for instance: https://apolitical.co/solution_article/in-argentina-public- across the whole public sector. servants-get-promoted-for-learning-how-to-innovate/

18 KEY FINDINGS ASPECTOS CLAVES

OPENNESS AND PUBLIC SERVICE DELIVERY

4. Openness and public service delivery

DIGITAL BY DESIGN: FROM E-GOVERNMENT TO DIGITAL The above mentioned scenario shows that e-government GOVERNMENT and digital government coexist in Argentina at the moment. Even though this is common in many Building a paperless government, improving digital countries, it is not the most efficient way to concentrate public service delivery, and streamlining the government- efforts to unleash the full potential of technologies citizen relationship have been priorities for the current and data so as to transform how the public sector administration. Yet, this shows that to date e-government functions and delivers public value. The absence of a and digital government co-exist in Argentina. Digital Government Strategy does not help to raise full awareness of this and to overcome this situation as a On the one hand, the development of the Electronic requirement to advance the digital transformation of Document Management Platform (Plataforma de Gestión the public sector, and transform underlying processes Electrónica Documental, GDE) and its underlying platform that the services are built upon. for the paperless on-line government-citizen interaction (Trámites a Distancia, TAD) have focused on making paper E-government initiatives such as the Electronic processes and services electronic (digitisation). Document Management Platform were non-existent before 2015 and have undoubtedly generated efficiencies Efforts paid off and by March 2018, the central government and positive benefits and value for the public sector. achieved the digitisation of 100% of organisational But there is further room for Argentina to seize the procedures within central ministries (which add up to 92 opportunities of the digital transformation to optimise public sector organisations). These achievements result the delivery of public value for its economy and its from the interaction of clear policy goals and political will society. and provide a platform to further advance interoperability efforts in the public sector and the construction of a data- By focusing on transferring paper-based processes and driven, digitalised, and smart government. transactions into an electronic environment, Argentina has achieved higher efficiencies and transparency across On the other hand, an approach running in parallel is the public sector, but it may be missing opportunities focused on building a single government digital identity. to assess how processes work in their entirety, and This approach is propelled by the development of the “reboot” the administration when needed to better serve National Public Sector Digital Platform (Plataforma Digital the public. This would imply a shift from an efficiency del Sector Público Nacional), its interface design and the perspective towards one driven by public value creation. consolidation of information about, and access to, digital Although this distinction exists, the peer review public services – in particular through Argentina.gob.ar & mission interviews indicate that these two perspectives Mi Argentina (see section 3.3). and subsequent efforts were generally seen as being equally relevant for public sector modernisation and Over the course of the peer review mission in March transformation. 2018, the peer review team spoke to leaders of many ICT initiatives throughout the government. Many Without a formal and strategic articulation of what were working on innovative solutions and those that digital government is, and a clear understanding of truly enable the digital transformation of the public how government agencies will work together to achieve sector (e.g. Mi Argentina is building new or transformed, it, efforts may continue to target e-government rather including the underlying processes, digital services than channelling resources towards a true digital for citizens in a web-based and mobile platform). In transformation. addition, the then MoM developed guidelines on how services are to appear online.

19 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

KEY ENABLERS federal and provincial levels remains another important challenge. The widespread use of physical IDs (Documento Nacional de Identidad, DNI) for a wide range of everyday transactions Given overall absence of good hard governance for IT provides a good start to the implementation of eID. Yet, the policy, individual ministries and local authorities have basics such as a sound information and data infrastructure the space to take decisions and actions in their own are missing. way. This may result in the development of a tangled IT infrastructure in the near future as observed in other During the peer review mission to Buenos Aires, the team OECD countries. Managing this risk is a precondition found evidence of the then MoM’s willingness to develop for advancing the shift towards digital government key enablers for digital government. For instance, the and learning from other countries which might be MoM developed the Digital Identity System (Sistema de more advanced in order to avoid repeating the same Identidad Digital, SID) that is intended to draw upon mistakes. the widespread use of the DNI, and the data available on the National Population Register (RENAPER) and the Digital inclusion and accessibility emerge as a key National Social Insurance Agency (ANSES), in order to challenge. Infrastructure and connectivity limit equality of develop a facial recognition eID system in the Country. A access to digital services. committee was established with the participation of the banking and financial sector to support the development, While there are clear efforts to increase digital inclusion implementation, and adoption of the system (e.g. it will and connectivity (like the Digital Inclusion National be used also for private services) but the public sector Plan, País Digital, and ARSAT14’s work on connectivity in will remain owner of the system. rural schools), infrastructure challenges may result in unequal and low on-line access to public services. Current efforts, now under the leadership of the SGM, are focused on developing the eID solution and, in a Data for 2017/Q4 from the National Statistics Office later stage, this will shift towards increasing the number in Argentina (Instituto Nacional de Estadística y Censos, of services accessible and available (security, transport, INDEC) show that for households with people health and social pensions) in order to spur adoption. aged 4 years old or more, the rates for home-based internet access, computer access, and mobile-phone While the work on the digital signature and eID will accessibility are 74.3 %, 44.8% and 81.2% respectively. help enable digital service delivery, the then MoM was However, disparities and opportunities arise when these also clear that there is still need to undertake major figures are presented by educational attainment. harmonisation work within the government in order to enable inter-operability and the development of INDEC’s data demonstrate lower levels of home-based shared services. But it seems that this sense of urgency internet access for the less educated households in is not being reflected into practice across the whole Argentina (no education and basic education). For administration. This is particularly important, as the instance, only 46.8% of households with no educational availability of services for which the eID can be used is a background have home-based internet access vis-à- prerequisite to capture its value for the citizenry and to vis 80.5% of households with complete secondary understand its strategic importance. education and 93.8% of households with complete tertiary education (see Table 4.1). A hard governance for digital government seems to be missing as well. For instance, the ONTI is working to create Disparities can also be seen when comparing data IT and data standards for public sector but they will be on home-based computer access by educational not binding. Other countries that faced similar challenges attainment. For example, 85.5% of households with (like Norway) took action and enforced the implementation complete basic education do not have access to of key standards through policy levers and conditional funding. The lack of interoperability between systems at the 14. ARSAT is the national state-owned company for satellite communications.

20 KEY FINDINGS

OPENNESS AND PUBLIC SERVICE DELIVERY CREATION

computer whereas only 26.8% of homes with complete clear instructions, and designated responsible in each tertiary education do not have such access. institutions, the lack of enforcement tools slows down the velocity of whole-of government efforts to enable the Altogether, these results indicate that there are still National Public Sector Digital Platform as the main online some challenges in terms of digital inclusion and digital access point to the government. rights in Argentina, with the less educated households facing greater issues to access basic digital tools such as Important work has been undertaken to consolidate mobile phones, computers or internet. However, results digital public service delivery, driven by a presidential also evidence areas of opportunities for the government mandate, following the example of the United Kingdom to invest further efforts. This can in turn lead to a (gov.uk), and other OECD member and partner countries democratisation of digital public service delivery in in the region like Mexico (gob.mx) and Peru (gob.pe). As a Argentina, whilst maintaining multi-channel accesses to result, the government-citizen relationship builds on the public services. use of Argentina.gob.ar and Mi Argentina. These platforms were designed and implemented by the Service Delivery For instance, figures for mobile phone access Team within the then MoM (now the SGM). progressively increase from 34% to 96.5% between households with no educational background and Efforts have been fruitful. For instance, as of October those with the highest level of educational attainment 2018, 1.2 million users had registered on Mi Argentina, (incomplete/complete tertiary education). This therefore the digital public service delivery platform (See Figure opens a window of opportunity for investing more 3.1). The platform, launched in April 2016, is accessible resources in the delivery of mobile-based public services through a registration process where users can provide (e.g. through Mi Argentina mobile app) (See next section). either their Facebook or Google accounts to access basic services, or their national ID or passport to access more DIGITAL SERVICES complex services.

Decree 87/201715 gave birth to the Argentina.gob.ar & Mi Services provided include advanced booking (turnos) Argentina as key elements of the National Public Sector for document certification apostillamiento( ), vaccination Digital Platform. These platforms are crucial milestones in appointments and on-line certification from the National terms of digital service delivery in the Country. Yet, despite Administration of Social Services (Administración Nacional the availability of some regulations, common guidelines, de la Seguridad Social, ANSES). An early version of a Citizens Folder (Mis Credenciales) where users can access and consult documents such as driving permits, their DNI, and 15. For more information see: https://www.argentina.gob.ar/sites/default/files/ decreto_publicado_87-2017.pdf disability certificates in one place is also available.

Table 4.1. Internet, computer and mobile-phone access by education level % of households, data for households with population aged 4 years old or more (2017/Q4)

Internet Computer Mobile phone

Yes No n.a. Yes No n.a. Yes No n.a.

No education 46.8 53.1 0.1 21.9 77.8 0.3 34 65.9 0.1 Basic education (incomplete) 59.7 40.2 0.1 36.7 63.1 0.2 51.6 48.4 0 Basic education (complete) 45.7 54.2 0.1 14.4 85.5 0.1 72 27.9 0 Secondary education (incomplete) 80.9 19 0.1 43.8 56.1 0.1 89.3 10.6 0 Secondary education (complete) 80.5 19.4 0.1 43.3 56.5 0.1 92.4 7.6 0 Tertiary education (university, incomplete) 94 5.9 0.1 72.7 27.2 0.1 97.4 2.6 0 Tertiary education (university, complete) 93.8 6.2 0.1 73.1 26.8 0.1 96.5 3.5 0

Source: INDEC, 2017. Available at: https://www.indec.gov.ar/uploads/informesdeprensa/mautic_05_18.pdf

21 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

Figure 3.1. Mi Argentina: Web-based and mobile-based platform

Source: Provided by the SGM.

As of October 2018, the SGM reported a total of 165,000 government role in terms of coordination, monitoring downloads of Mi Argentina’s mobile application, and 105 and oversight, but building also greater autonomy in thousand of advanced appointments performed through terms of digital skills across public sector organisations. the portal. These results show MiArgentina’s benefits in terms of social value. Also, there is no clarity in terms of long-term clear policy goals and objectives, milestones, strategic The SGM’s service delivery team within the SGM direction and a broader vision, besides the general policy assists other agencies with their service processes, guidelines provided in the Decree 87/201716, and those prioritising the provision of the assistance for services policy goals in terms of digital services set as part of the that are deemed to be a political priority and that State Modernisation Plan17. respond to citizens’ needs (e.g. healthcare services). It is expected that, by the end of 2018, 100% of public sector GOVERNMENT AS A PLATFORM organisations will be migrated to Argentina.go.ar, unless exempted from migration by the SGM. Opportunities exist to expand the involvement of the broader ecosystem of organisations and individuals The key challenge in the near future will be to sustain who are concerned, or could be in the near future, by and scale up these efforts and keep building services Argentina’s digital government efforts. that are useful and meaningful to citizens, based on a user-driven approach, and drawing upon more capable Throughout the peer review mission, government public sector organisations. officials spoke much about the need for better communication, coordination, and collaboration across For instance, the different levels of digitisation and the central government and sub-national governments. digitalisation across ministries have stressed even more However, there was low recognition by government the crucial role of the digital service team not only as a officials of i) the value of the broad external ecosystem developer of tools, resources, and platforms, but also as of non-governmental actors—such as civil society a direct provider of support and digital solutions. The organisations, companies, and members of the public—, vast majority of government portals were developed and

managed by the digital service team, while ministries 16. See Article 2 of Decree 87/2017. remained responsible for the content. This underscores 17. See Decree 434/2016 available at http://servicios.infoleg.gob.ar/infolegInternet/ the need of further moving towards a stronger anexos/255000-259999/259082/norma.htm

22 KEY FINDINGS

OPENNESS AND PUBLIC SERVICE DELIVERY CREATION

and ii) how both the internal and external ecosystem are The Open Government team has also developed a mutually reinforcing. “Toolkit to Promote Open Government”18 to help other government offices engage the external ecosystem. As When asked about this by the peer review team, senior mentioned by the Director of Open Government during leadership at MoM indicated the primary importance the peer review mission, after first making efforts to of building confidence in the internal ecosystem before foster the ecosystem, “We noticed there are a lot of looking externally. While fostering the internal ecosystem stakeholders we didn’t know were there”. It is likely that is an admirable and understandable priority, it is the same holds true for other policy areas. As identified important to consider the external ecosystem as well. through survey results, another example is LabGobAr’s efforts to foster an internal community of innovators Mapping main goals to the specific actors, including and connect them with engaged external innovators external stakeholders, who can help move them forward from the private sector and civil society. may help the government advance in their achievement. Fostering an external ecosystem is critical to help create The fact that building and/or boosting the external a sense of commitment and responsibility to achieve ecosystems (e,g. for digital government and open data) goals. This will in turn ensure the perpetuation of the has not been a priority is not completely the fault of the relevant initiatives even in the event of a change in Government. Civil society representatives interviewed administration as a result of political elections. during the peer review mission described the external actors as often being “not well organised”, “fragmented” The Open Government work appears to be a good and often not open or willing to engage with the example of this type of ecosystem building. By building government. This will serve as a challenge for Argentina communication efforts with 19 provinces and holding in trying to leverage data and digital technologies to events that bring together thousands of interested create a space for collaboration and value co-creation. external stakeholders, the Open Government team is showing great potential to leverage the power of the 18. See https://www.argentina.gob.ar/sites/default/files/kit_gobierno_abierto- ecosystem to achieve policy goals. alianza_para_el_gobierno_abierto.pdf.

Federal Internet Plan, La Quiaca, Jujuy. Now, the entire province has more than 1,149 kilometers of optical fibers that go from the town of Puesto Sey to Viñalito, passing through La Quiaca, Humahuaca, Tilcara, San Salvador de Jujuy and Perico.

23 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

5. Building a data-driven public sector

DATA GOVERNANCE IN THE PUBLIC SECTOR Even though SGM’s ‘Data as a Service’ (DaaS) vision is an important step forward showing the willingness of the There are clear efforts undertaken by the National Direction government to meet the strategic behaviour and perspective of Public Data and Public Information (DPDI, a body within of the private sector, a sound data governance model for the then MoM) which have focused on building a data the public sector is still absent. Argentina would greatly architecture and infrastructure for the public sector. These benefit from establishing a clear data governance framework efforts responded to the need of focusing first on technical drawing upon official regulation and complemented by clear matters that could be later scaled up to enable better responsibilities, coordination and collaboration bodies, and service delivery and public value co-creation. capacity building initiatives inside government.

There are data and information systems currently under There is a strong technical focus on data exchange development, which could greatly benefit from common without a supporting data governance model for the regulations/guidelines on how to establish an open by public sector. For instance, the DPDI did great initial default culture and develop interoperability frameworks. effort to document and propose standardisation according to W3C, ISO and other interoperability Limited data interoperability and standardisation frameworks. remain priority issues hindering the construction of a data-driven public sector. A significant amount of basic The DPDI’s ‘Data as a Service’ vision is forward looking data registries exist and are managed by individual among Latin American countries, but it would greatly ministries, by provinces and to a lesser extent by benefit from being supported by a stronger data municipalities. As a result, the then MoM (through the governance framework (e.g. official regulation, clear DPDI) led data management, processing, interoperability institutional responsibilities, and data stewardship). and standardisation initiatives to bring some consistency, alignment and rationality to an otherwise The then MoM focused on implementation, with very silo-based approach. These efforts will be sustained the idea of learning first and regulating second – an under the leadership of the DPDI, but within the recently approach levered by the need of delivering results fast created SGM. in the context of 4-year political cycles at the central level. Building on this agile initial approach, it would be For instance, a federated data interoperability and advisable to move towards higher institutionalisation to sharing platform, INTEROPER.AR, is being developed establish a more solid and stable data governance that (following the Xroad Estonian model) as an effort would make the management of the data value chain to inter-connect existing data registers such as the more efficient and results more sustainable in the long- National Population Register (RENAPER), the National term – e.g. including open data efforts in all government Recidivism Register (Registro Nacional de Reincidencia, institutions. RNR), the Social Security Register (ANSES), and data from the General Inspector of Justice (Inspección General A sound data governance model (see Figure 4.1) would de Justicia, IGJ). The platform is intended to contribute to also consider regulatory, institutional and coordination the development of integrated services, and automated frameworks, which could support and scale up on-going data sharing through APIs. data standardisation and exchange initiatives. The development of such framework would also include In terms of the development of data skills, the DPDI has the design of an overarching data policy, coordination been at the forefront of government’s efforts to enable mechanisms, and audits and metrics in terms of policy data competence within the public sector towards the implementation. These governance elements would publication of government data since early 2017. complement the current leadership of the DPDI (which

24 KEY FINDINGS

BUILDING A DATA-DRIVEN PUBLIC SECTOR

Figure 4.1. Data governance in the public sector

Leadership, Data Policy (incl. security and openness), Data Strategy (milestones, timeframes)

Coherent implementation (Steering commitees, task forces, data stewards, Skills and traning)

Rules, regulations and guidelines

Data value chain/ value cycle (management, processes)

Data infrastructure (incl. data federation, data catalogues)

Data architecture (e.g. Standards, inter- operability, semantics)

Data

!

Source: Author. Originally published in Digital Government Review of Sweden (forthcoming). act as a de facto Chief Data Officer), and help to move Prior to 2016, data governance, control and accountability forward the DaaS approach across the whole public mechanisms were absent across the Argentinian public sector. sector (See previous section). The trust in key public sector organisations such as the National Statics Office Complex federal-provincial relations with overlapping (INDEC) (a key player in terms of data management and unclear responsibilities for data collection and and open data in other countries) was at its lowest management, together with a lack of coherence (and levels, with a direct impact on how data was governed, measures that require compliance) negatively impacts managed, shared and controlled inside the public sector. data collection and quality. In addition, in many cases, The difficulty of identifying key players inside ministries registers are competence of the provinces, but these became quite critical in a context of political transition are still paper-based. This points to the need of actions and public trust crisis faced by the Country; and ensuring towards the digitalisation and machine-readability of data integrity through the whole data value chain became these data sources. a challenge for the new administration.

OPENING UP GOVERNMENT DATA By 2016, opening up government data was identified as an early priority for the incoming administration, An executive decree creating the national open data policy together with restoring public confidence in government was published in 2016. As a result, the MoM put in statistics, and investing in a digital infrastructure that place actions to move forward the open data policy in the would support broader modernisation efforts. This country in line with an incipient data governance strategy resulted in the publication of the 2016 Executive Decree for the public sector. establishing a government-wide open data policy,

25 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

targeting specific high value datasets and mandating In addition, the then Ministry of Modernisation worked government agencies to identify priority data assets to with the ministries and the provinces to encourage be released. the publication of open data. Indeed, there was a generalised awareness in the ministries interviewed From 2017, open data efforts have moved from a about the need to opening up government data, but focus on data publication towards the intention of the main work is done through informal channels “cleaning the house” and bringing order to the state of and in many cases, it is difficult to get the necessary government data across the public sector. collaboration.

In this context the DPDI became a hub to co-ordinate The current approach follows a federalised publication existing players and initiatives already available at the model based on three premises: central government level, which were often siloed. The approach therefore changed from initial focus on data 1. The SGM provides the supporting hard and soft publication to stronger emphasis on data control and infrastructure (e.g. IT infrastructure and guidelines) governance. to help public sector organisations to catalogue and publish their own datasets. While efforts have moved from a focus on data publication to data governance, good quality data is 2. Public sector organisations are responsible for increasingly becoming available in the central portal. maintaining their own data catalogues either based on the ‘Portal Andino’ tool (a CKAN tool developed The central open data portal Datos.gob.ar is used as a tool by the then MoM), or other mechanisms in order to to control the quality of government data in line with the comply with metadata standards; and, standards and guidelines developed by the then Ministry of Modernisation. The development of data catalogues 3. Only those datasets that comply with central data and open data plans for data publication are identified as and metadata standards can be federated for priority activities for public sector organisations. publication through the central open data portal

Punto Digital, Lanús, Province of Buenos Aires. This is one of the more than 430 Puntos Digitales that citizens in Argentina can use.

26 KEY FINDINGS

BUILDING A DATA-DRIVEN PUBLIC SECTOR

While the abovementioned approach was initially useful For instance, the so-called GeoRef API (API del Servicio to get public sector organisations on board, it also led to de Normalización de Datos Geográficos de Argentina)19 the proliferation of open data portals, therefore affecting compiles and delivers common identifiers for those data discoverability (for instance, some stakeholders geodata produced by public sector organisations expressed during interviews that the user community such as the National Statistics Office (INDEC), the sometimes finds it difficult to find specific datasets). National Geography Institute (IGN), the National Register of Working-class Neighborhods (RENABAP), This approach has also resulted on heterogeneuous and the Ministry of the Interior. The API has helped to policy implementation with different public sector enable a user-driven and real-time approach for the organisations progressing at different speed. Key standardisation of geodata in the Country. players within the public sector include the Ministries These efforts have helped to ensure that data are been of Energy, Justice, Transport, Agroindustry, Finance and used both statistically and as a service for public sector Production. In Justice for instance, high-level support systems that can generate quality data from scratch, at the Ministerial level led to the creation of a team in thereby reducing the cost and burden of building value- charge of implementing the mandates of the Executive added products and services resulting from low quality Decree (which include the publication of specific data datasets. taxonomies to fight corruption in the country). Others, like Finance and Production, have moved faster in Great opportunities remain to scale up the abovementioned implementing a DaaS approach, which resulted on the efforts and formalise what might constitute Argentina’s development of innovative data services such as the API Strategic Data Infrastructure in the near future . Time Series. Yet, other public sector organisations have moved at a slower pace – a scenario that is sometimes A national strategic data infrastructure builds upon the aggravated by the difficulties faced in terms of enabling principle that good quality data publication and re-use the necessary collaboration. are means towards better public service delivery, good governance, social and economic value, and the overall The DPDI’s Data as a Service approach (inclusive of open data) well-being of citizens. was designed to ensure that government data can be produced as good quality and inter-operable data by design prior to their It follows the premise that data can provide a publication and sharing. platform for public value co-creation. Thus, the need of government action to prioritise the production, DPDI’s early commitments focused on producing data publication and re-use of specific datasets based on governance instruments for data interoperability such high-level policy priorities. For instance, using open as the 2016 Guide for the Identification and Use of Inter- contracting data as a tool for greater public sector operable [data] Entities (Guía para la identificación y uso de integrity, or geo-data for better urban planning, mobility, entidades interoperables). and natural risk management.

The Guide stands as an on-going effort to ensure both A comprehensive strategic data infrastructure would public and private sector organisations can follow also follow a demand-driven data publication rationale simple methods to generate, share and/or consume that reinforces the value of datasets for users (the good quality government data. For instance, it provides publication of datasets that become a priority for guidance on how to produce simple identifiers for those publication based on the needs of the community). data that are common to - and produced by - different public sector organisations, but that at the same In line with the above, as of November 2018, time are regularly shared among them (e.g. country Argentina was carrying-out the Open Data Readiness > country_id). From 2017 onwards, there have been Assessment (ODRA) with the World Bank as part of its consistent and increasing efforts to make sure this core- reference framework for government data is available 19. For more information see: https://datosgobar.github.io/georef-ar-api/ & through APIs. https://github.com/datosgobar/georef-ar-api

27 DIGITAL GOVERNMENT REVIEW OF ARGENTINA

References

willingness to advance open data efforts and, more Government of Argentina (forthcoming), “Argentina Digital specifically, to follow a more user- and demand-driven Agenda”. approach for data publication. OECD (2017), Trust and Public Policy: How Better Governance While there is a widespread lack of understanding of who the Can Help Rebuild Public Trust, OECD Public Governance data users are, and what open data is being used and for what Reviews, OECD Publishing, Paris. http://dx.doi. purpose, engagement with the ecosystem stands a priority org/10.1787/9789264268920-en step by the DPDI. This will help to move forward the open data policy in the country with a focus on communities, re-use and OECD (2017b), Systems Approaches to Public Sector value co-creation. Challenges: Working with Change, OECD Publishing, Paris. http://dx.doi.org/10.1787/9789264279865-en Some initiatives such as the API Time Series and upcoming open source efforts are in place to foster OECD (2014), Recommendation of the Council on Digital data re-use and data-driven innovation. For instance, Government Strategies. http://www.oecd.org/gov/digital- the then MoM partnered with ministries and other government/recommendation-on-digital-government- public sector organisations to help them embrace strategies.htm open innovation and value co-creation methodologies such as hackathons organised with the Fin-, Agro-, and OECD (forthcoming), Issues paper on the Digital Government Health-Tech communities in the Country, and other framework. Not available for public access. analytical contests organised in collaboration with the Ministry of Justice. These and other actions are linked to the commitments of Argentina in the context of the Open Government Partnership. The availability of entrepreneurship hubs at local level is also a clear sign of how the open data policy is moving forward country- wide.

Sustaining and scaling up the above mentioned efforts would require better identifying and mapping the data community in order to assess their needs, and develop their digital and data skills. Establishing partnerships with key partners such as journalists, universities, researchers and the private sector will also play a determining factor to ensure that open government data delivers widespread real value for all actors within the ecosystem beyond specific thematic actions and user clusters.

28 Other publications OECD Digital Government Studies OECD Digital Government Studies OECD Digital Government Studies Digital Government Review of Norway OECD Digital Government Studies OECD Digital Government Studies BOOStiNG thE DiGital tRaNSfORmatiON Of thE PuBliC SECtOR

This series analyses trends in digital government policies and practices across OECD and partner countries. Digital Government TheReview reports provide advice on the use of digital technologies to make governments more agile, innovative, Digital Government Review transparent and inclusive. of Brazil Norway has long used technology to streamline processes within the public sector and bring the government of Norway closer to citizens and businesses. Now the country is going further, seeking to transform its public sector TOWARDS THE DIGITAL TRANSFORMATIONthrough the full assimilation of digital technologies. The goal is to make it more efficient, collaborative, user- and BOOStiNG thE DiGital tRaNSfORmatiON OF THE PUBLIC SECTOR data-driven, and better able to respond to the changing needs and expectations of citizens and businesses. Of thE PuBliC SECtOR This review analyses the efforts under way and provides policy advice to support the Norwegian government in implementing digital government. Digital Government Review of

Brazil TOWARDS THE TOWARDS Digital Government Review of

DIGITAL TRANSFORMATION OF Norway

THE Consult this publication on line at http://dx.doi.org/10.1787/9789264279742-en.

PUBLIC SECTOR This work is published on the OECD iLibrary, which gathers all OECD books, periodicals and statistical databases. Visit www.oecd-ilibrary.org for more information.

N C H U iSBN 978-92-64-27973-5 A 42 2017 34 1 P

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Digital Government Review of Brazil: Digital Government Review of Norway: Towards the Digital Transformation of the Public Sector Boosting the Digital Transformation of the Public Sector OECD Digital Government Studies OECD Digital Government Studies OECD Digital Government Studies Open Government Data report EhaCG OCy MaTrTy FOr SSTaaE MaCT OECD Digital Government Studies OECD Digital Government Studies

This report provides an overview of the state of open data policies across OECD member and partner countries, based on data collected through the OECD Open Government Data survey (2013, 2014, 2016/17), Open Government Data country reviews and comparative analysis. The report analyses open data policies using an analytical Open Government Data report framework that is in line with the OECD OUR data Index and the International Open Data Charter. It assesses governments’ efforts to enhance the availability, accessibility and re-use of open government data. It makes EhaCG OCy MaTrTy FOr SSTaaE in Mexico the case that beyond countries’ commitment to open up good quality government data, the creation of public MaCT value requires engaging user communities from the entire ecosystem, such as journalists, civil society ThE Way FOrWarD organisations, entrepreneurs, major tech private companies and academia. The report also underlines how open data policies are elements of broader digital transformations, and how public sector data policies require interaction with other public sector agendas such as open government, innovation, employment, integrity, public budgeting, sustainable development, urban mobility and transport. It stresses the relevance of measuring open data impacts in order to support the business case for open government data. Open Government Data report Open Government Data in EhaCG OCy MaTrTy FOr SSTaaE MaCT

This publication is a contribution to the OECD Going Digital project which aims to provide policymakers with the tools they need to help their economies and societies prosper in an increasingly digital and data-driven world. For more information, visit www.oecd.org/going-digital Makin the transformation work GoingDigital for rowth and well-bein

Mexico

Consult this publication on line at http://doi.org/10.1787/97892640847-en. Th E

This work is published on the OECD iLibrary, which gathers all OECD books, periodicals and statistical databases. F Way Visit www.oecd-ilibrary.org for more information. OrW ar D

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Open Government Data Report: Open Government Data in Mexico: Enhancing Policy Maturity for Sustainable Impact The Way Forward

Visit us: Digital Government: http://www.oecd.org/gov/digital-government/ Open Data Project: http://www.oecd.org/gov/digital-government/open-government-data.htm Photo: Casa Rosada Making the transformation work work Making the transformation and well-being growth for For further information: For @OECDgov www.oecd.org/gov/digital-government