This week, as part of the Serbian open data week, I participated in a panel discussion, talking about international developments and experiences. A first round of comments was about general open data developments, the second round was focused on how all of that plays out on the level of local governments. This is one part of a multi-posting overview of my speaking notes.
Local outreach is key: open data as a policy instrument
Outreach to potential users of open data is needed, to see open data being adopted. Open data can help people and groups to change the way they do things or make decisions. It is a source of agency. Only where such agency is realized does open data create the promised value.
When local governments realize you can do this on purpose, then open data becomes a policy instrument. By releasing specific data, and by reaching out to specific stakeholders to influence behavior, open data is just as much a policy instrument as is setting regulations or providing subsidies and financing. This also means the effort and cost of open data initiatives is no longer seen as non-crucial additions to the IT budget, but gets to be compared to the costs of other interventions in the policy domain where it is used. Then you e.g. compare the effort of publishing real time parking data with measures like blocking specific roads, setting delivery windows, or placing traffic lights, as they are all part of a purposeful effort to reduce inner city traffic. In these comparisons it becomes clear how cheap open data efforts really are.
To deploy open data as a policy instrument, the starting point is to choose specific policy tasks, and around that reach out to external stakeholders to figure out what these stakeholders need to collaboratively change behaviours and outcomes.
E.g. providing digital data on all the different scenario’s for the redesign of a roundabout or busy crossing allows well informed discussions with people living near that crossing, and allows the comparison of different perspectives. In the end this reduces the number of complaints in the planning phase, increases public support for projects and can cut planning and execution time by months.
These type of interventions result in public savings and better public service outcomes, as well as in increased trust between local stakeholders and government.