Strategy Markup Language Documents
XML vocabulary and schema for strategic plans
OPEN GOVERNMENT PARTNERSHIP: FOUR YEAR STRATEGY 2015-2018
Following a start-up phase of rapid growth (2011-2014), the OGP Steering Committee has agreed that in its next phase of consolidation (2015-2018), OGP's key objective is to make sure that real change is happening on the ground in a majority of OGP countries and that this change is benefitting citizens. This will require an increased focus on supporting and improving implementation in existing OGP countries. OGP also aspires to maintain the feeling of a dynamic movement, while at the same time building the credible organizational structure needed to ensure effective delivery.
The four strategic objectives outlined below focus on supporting the key sets of actors identified in OGP's theory of change ...
OGP’s vision is that more governments become sustainably more transparent, more accountable, and more responsive to their own citizens, with the ultimate goal of improving the quality of public policies and services, as well as the level and scope of public participation. This will require a shift in norms and culture to ensure open and honest dialogue between governments and civil society.
To help governments work better and renew public trust in institutions by making government more open and responsive to citizens... OGP provides an international platform to connect, empower and encourage domestic reformers committed to transforming government and society through openness. It also introduces a domestic policy mechanism -- the action planning process -- through which government and civil society are encouraged to establish an ongoing dialogue on the design, implementation and monitoring of open government reforms.
MAINTAIN HIGH-LEVEL POLITICAL LEADERSHIP AND COMMITMENT TO OGP (TOP-DOWN)
OGP’s first challenge is to get senior political leaders to commit their government to participate. Once a government is part of OGP, it is critical to maintain high-level political support, thus ensuring the necessary space for mid-level reformers to take risks in pursuit of an ambitious reform agenda. OGP works to build and maintain senior-level political support through a combination of:
Personal outreach and convening power of influential OGP leaders.
Diplomatic outreach through the foreign ministries of OGP Steering Committee members, particularly the government co-chairs.
High-level global and regional events that give political leaders an opportunity to showcase domestic achievements on a global stage, for example, through the annual Open Government Awards.
Performance Indicator 1.3.1 - Number of countries that send high level government officials (deputy minister or higher) to participate in regional meetings and/or biannual Summit. Performance Indicator 1.3.2 - Number of applications received for the Open Government Awards.
Strategic media outreach and communications to raise the profile of open government reforms and OGP on the international stage.
Performance Indicator 1.4.1 - Number of OGP references made by heads of state, including in high-level international meetings, joint statements following state visits, and to the national or international press.
Bring new actors and new innovations into OGP.
In addition, to maintain high-level interest, OGP strives to stay forward-looking and relevant. Beginning in 2015, the OGP Steering Committee will explore several possible approaches to bringing new actors and new innovations into OGP, for example: (1) inviting more countries to pilot subnational (state, province, or municipal) OGP commitments; (2) encouraging more countries to involve the national legislature, the judiciary and other constitutional bodies in developing and/or overseeing OGP commitments; and (3) identifying a strategic approach to engage private sector leaders more actively in OGP, either as advocates and advisors at the country-level and/ or through making their own commitments to improve corporate accountability. High-level political commitment to OGP is critical to ensure progress on strategic objectives 2 and 3 below.
Invite countries to pilot subnational (state, province, or municipal) OGP commitments.
Involve national legislatures, judiciaries and other constitutional bodies in developing and/or overseeing OGP commitments.
Identify a strategic approach to engage private sector leaders more actively in OGP, either as advocates and advisors at the country-level and/or through making their own commitments to improve corporate accountability.
SUPPORT AND EMPOWER GOVERNMENT REFORMERS WITH TECHNICAL EXPERTISE AND INSPIRATION (MID-LEVEL)
OGP will succeed as an initiative to the extent that participating countries succeed in implementing meaningful open government reforms. Strengthening the ability of domestic reformers to design and implement more ambitious OGP commitments is a primary function of the Support Unit. Section VI, Core Program of Work, presents more detailed activities designed to provide tailored support to individual countries (Direct Country Support), as well as to promote peer exchange (Peer Exchange) and learning across countries (Learning and Impact). In sum, this is one of the most compelling arguments for a more robust and proactive OGP Secretariat... Added visibility brings an extra element of scrutiny and accountability, both from in-country civil society and peers. Recognition that a respected global peer network, in addition to a domestic audience, is watching and assessing performance can be a powerful motivator for civil servants.
Provide opportunities to showcase domestic achievements on a global stage (e.g. through the Open Government Awards, regional meetings, OGP case studies, etc.).
Facilitate access to innovative ideas, practical examples, and technical expertise from other OGP participating countries and civil society partners.
Performance Indicator 2.2.1 - Number of requests from governments for referrals and support either through OGP working groups, one-on-one exchanges, or from OGP's multilateral partnerships. Performance Indicator 2.2.2 - Number of government presenters and participants at webinars. Performance Indicator 2.2.3 - Number of subscribers to the OGP newsletter, social media followers, and unique visitors to the OGP website.
Provide a mechanism to secure high-level commitment from their political leaders and ensure continuity and institutionalization of reforms beyond the current administration.
Provide a useful platform to consolidate disparate reform initiatives under a common framework.
This allows government reformers to have (and showcase) a broader and more lasting impact across different government agencies. Performance Indicator 2.4.1 - Number of government members that participate actively in OGP working groups, including seeking peer review of action plans.
Offer the potential to enhance domestic credibility and stature through demonstrated leadership of an internationally recognized initiative.
FOSTER MORE ENGAGEMENT IN OGP BY A DIVERSE GROUP OF CIVIL SOCIETY ACTORS (BOTTOM-UP)
In places where civil society has traditionally played an adversarial role, engaging in a constructive dialogue with government can be challenging because it requires compromises on both sides. Civil society organizations must learn how to play the 'inside game' without compromising their independence or integrity. OGP also works on the government side to ensure that there is adequate space for genuine public consultation. OGP's guidelines require both online and offline consultation, providing advance public notice of OGP meetings, and establishing a regular forum for ongoing dialogue with civil society.
Engage more civil society actors in OGP by working with both government and civil society to forge a constructive dialogue.
Performance Indicator 3.1.1 - Size and diversity of the civil society community that is engaged with OGP (e.g. civil society mailing list, newsletter, events, social media).
Establish permanent mechanisms for government dialogue with civil society.
OGP encourages governments to establish a permanent mechanism for dialogue with civil society as part of their national OGP process. Performance Indicator 3.2.1 - Percentage of OGP countries that improve on in-person and/or online consultation during action planning process. Performance Indicator 3.2.2 - Percentage of OGP countries with a forum for ongoing dialogue on the OGP national action plan. Performance Indicator 3.2.3 - Number of governments that held awareness-raising activities and/or published an online summary of comments of the consultation process with civil society.
Support civil society organizations to advocate for government dialogue mechanisms and then to them to help shape OGP action plans.
It also supports civil society organizations to advocate for this space, and then to use it effectively to help shape ambitious OGP action plans. Performance Indicator 3.3.1 - Number and reach of civil society-organized events and reports on OGP, e.g. outreach meetings, monitoring reports, press releases, blogs, etc. Performance Indicator 3.3.2 - Extent to which the OGP civil society community feels better equipped and better informed to actively participate in and make use of OGP.
ENSURE THAT PARTICIPATING COUNTRIES ARE HELD ACCOUNTABLE FOR MAKING PROGRESS TOWARD ACHIEVING THEIR OGP COMMITMENTS
OGP's Independent Reporting Mechanism ensures that there is an objective, public assessment of each participating government’s progress toward fulfilling its OGP commitments.
Hire and oversee researchers in each country to prepare biannual reports.
The IRM hires and oversees independent local researchers in each country to prepare a biannual report on progress.
Promote dialogue, learning, and continuous improvement.
The primary aim of these reports is to promote dialogue, learning, and continuous improvement at the country-level. Performance Indicator 4.2.1 - Number of countries where the IRM report has stimulated a public dialogue on OGP (event, hearing, media coverage, etc.) IRM tracking.
Use IRM findings to inform guidance provided to both government and civil society.
The IRM works closely with the OGP Support Unit to ensure that IRM findings are continuously used to inform the guidance provided to both government and civil society.
Disseminate reports and engage discussion of IRM recommendations.
Going forward the IRM will also work closely with the external communications team to ensure the effective dissemination of its reports and broader discussion of IRM recommendations.
Encourage accountability for results.
In addition to the IRM, OGP has several other ways to encourage accountability for results. OGP Steering Committee members use diplomatic outreach to congratulate or 'nudge countries as needed; OGP organizes action-forcing public events to ask countries to share examples of concrete results with their peers; and the Support Unit administers the annual Open Government Awards competition to reward success and innovation. Performance Indicator 4.5.1 - Number of countries that address at least half of the recommendations of the IRM reports in the following Action Plan cycle.
Congratulate or 'nudge' countries as needed.
Organizes action-forcing public events to ask countries to share examples of concrete results with their peers.
Administer the annual Open Government Awards competition to reward success and innovation.