Stone River Accounting Software – A few weeks after leaving the UK Government Digital Service (GDS) in October 2015, I attended the American Code Summit in California. I’ve been talking about my work in government for the past few months, exploring what it would be like to live in a truly digital state with new digital institutions.
The essence of what I said that day is as follows. I’ve updated it for clarity and added some links I thought would be helpful. The conversation lasted an hour; what follows will take a little less time to read (but a little – it’s about 5,000 words – so grab a cup of tea before you read any further).
Stone River Accounting Software
It should be noted that this is my interpretation of the phrase “government as a platform”, which means slightly different things to different people in different contexts. It is not the same as Tim O’Reilly’s original and it is not the same as the current program of work that is carried out in GDS. This is a single plug.
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I am posting it here now because it provides a useful insight into where we are now thinking about the future of the government that was formed three years ago.
Since then, we build our public practice on these intellectual foundations. This work raised many fundamental questions at the time and still does. I’ve added a few at the end – hopefully some of you can offer an answer.
I co-founded the UK Government Digital Service (GDS), where I spent five years helping the UK government understand what it means to be ‘digital’.
After I left, Jen Pahlka, founder of Code for America, asked me to reflect on the lessons we’ve learned in the UK about what worked and what didn’t. What was missing? What would we have done differently?
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Honestly, there’s only one message, one important lesson, so I’ll focus on that. I want to talk about institutions. In particular, new institutions are needed to harness this digital revolution.
If you want to have a digital nation, state, city or whatever, my message today is that you must be bold enough to create new institutions; Institutions that are not on the Internet but on the Internet.
As a starting point, they must be institutions whose culture, practices, business models, skills, ways of working and mentality are unique to the Internet age, not different from it.
In addition, some of these new institutions are horizontal in nature, requiring platform services such as high-quality data or identity verification to be available to the government and, more importantly, the private sector and third parties. Alternatively, new service-oriented institutions are needed that make real-world experiences the heartbeat of future government, where policy and service delivery are integrated in an iterative journey to achieve better outcomes not only in theory, but in practice.
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In the years since 2010, the British government has seen a very rapid pace of change. One of the first things GDS did was replace hundreds of government websites with just one. It has changed dozens of core services to make them simpler, easier to understand and faster. It created new procurement systems and created a new identity verification platform. He has hired hundreds of digital people across government, including very senior people.
Why? Because duplicating existing institutions is not good enough. We have to create new ones. This requires courage and political capital.
We’ve had paper-based processes of government since about the 12th century. A few years ago, starting a new company in the UK was a bit like this:
It’s all online now—well, most of it—but you still need to understand government structure, processes, and ways of thinking to get started. You have to adjust to the bureaucracy. To meet your basic needs, you need to understand the chaos of silos into which the government is fragmented.
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And a lot of our time at GDS was digitization. Digitization processes based on puffed paper and converting to pixels.
This is not to belittle the work. This is an important and perhaps inevitable step that often relies on unpredictable hard work.
But we must not be fooled that we are not at the beginning of the journey in the United Kingdom with digital government.
So much for walking, there is an even greater prize. I believe that the first nation, city or state that creates new institutions with Internet values, sensibilities, business models and culture will win big.
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This is not only to have better, cheaper, more efficient and empathetic services that respond to the needs of users, but also so that these institutions provide a new foundation, a new digital infrastructure that serves the whole society. They support new ideas in business, culture and government that were previously unimaginable.
This is Crossness Pumping Station on the south side of the River Thames in London. It is a triumph of Victorian engineering. Drain the sewers outside the city.
It was built by a brilliant Victorian civil engineer named Sir Joseph Bazelgette. The pumping station was part of a much larger and more ambitious project to build a massive new sewer network for the whole of London. This eliminated the risk of cholera. He made the streets clean, improved hygiene, health, prosperity and well-being.
The Baselgette deal created the civic infrastructure platform for London in the 1850s. From then until the second half of the 19th century, the prosperity and commercial dominance of the United Kingdom grew. The British Empire grew in part because the government invested in revolutionary and radical infrastructure at the time, such as the sewer system.
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The pumping station and the water network, which was part of it, were a completely new technology. Both were commissioned by the Metropolitan Works Council. It was a completely new institution and was highly controversial due to its mandate, funding model, prospects and presence covering dozens of local authorities. It was established by an Act of Parliament and was paid for by a tax imposed on property owners. Their mission was to provide a bold new infrastructure. This helped fuel London’s rapid growth into a world-dominant city during the Industrial Revolution.
We are in the midst of a digital revolution. But have we built new institutions? Are we investing enough in new digital infrastructure? I’m not sure I’ve seen enough. I’ve seen some existing institutions doing their best to adapt, but I haven’t seen enough new ones.
In early 2015, Richard Pope, Jamie Arnold and I went for a river walk from Erith to Greenwich, paying homage to the Crosskeys along the way. Richard is the most talented and spirited Internet thinker I know, and much of what follows is his; Jamie lives and breathes digital delivery. They were the first two people I hired at GDS. Our conversation continued like this:
“If new institutions are to emerge, we need to understand what they look like, how they relate to each other, how they operate? What does the institutional architecture for an accountable digital state look like? “A digital nation, not just a nation digitizing existing paper silos.
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To find answers to these questions, we formed a small group for a practical study. For reference, this team:
The brief of the team began: “Imagine that there was the same broad political agreement with the central and local government. But everything about the work is discussed, including the issues of responsibility.”
This team worked for about 12 weeks. They did a great job. They sketched in the code, building just enough to help understand the problem. They create prototypes – I’ll come later.
But if you ask someone to draw a diagram of where team thinking ends up, they might draw something like this:
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Think of it as a city, buildings and commercial services. They are supported by a new digital infrastructure.
It is an urban ecosystem, a dynamic place. New services are being built, improved, replicated and closed all the time. This is an environment where user needs are paramount, so services can change quickly to meet changing needs. New opportunities will appear.
These are tedious pieces of infrastructure that you really only have to do once using open standards. They carry heavy loads.
(For example: there are now many ways for members to pay the government. Over the years, each department or service has bought its own way of accepting payments. Now that has changed: a new common platform GOV.UK Pay does the heavy lifting. and makes it easier for service teams to process online payments.)
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If you go to the bottom of the diagram (we’ll return to the “Trust and Consensus” layer in a moment), you
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