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realization of a more integrated, user-centric, activity and insertionist-based system
(in place of a system today characterized as disjointed, complex, inefficient, and
thus ineffective). Such a finding is not surprising: Any significant reform exercise
of this sort requires strong leadership to overcome the invariable inertia of large
organizations and engrained interests.
With respect to Fyfe's question mentioned previously in this chapter, and
whether such reforms can be pursued through a digital and Gov 2.0-inspired lens,
there are reasons for both concern and cautious optimism. On the one hand, a
recent study of senior managers in the Ontario Public Service suggests resistance to
embracing 2.0-stylized work patterns, particularly the deployment of social media
and participatory tools (Bermonte, 2011). The sobering findings of the audit of
ServiceOntario and the failure of the Government of Ontario to respond specifi-
cally to the Taking Ontario Mobile recommendations further suggest an absence
of Gov 2.0 leadership at the political and senior management ranks (an observation
seemingly supported by a likeminded languishing of the Canadian government's
performance in various international surveys in recent years*).
On the other hand, the audit of ServiceOntario has led to a number of public
recommendations made to the government, as well as corresponding pledges by the
government to address them, perhaps a source of a political and managerial impe-
tus for deepening digital reforms, at least with respect to service delivery. At the
same time, the Premier of the Province has created an Open Government Advisory
Panel meant to instill greater openness and transparency in the operations of the
provincial government (a point in keeping with the third principle from the State
of Victoria, transparency, further addressed below).
However, although there may be some oxygen for the pursuit of Gov 2.0 styl-
ized changes overall, with respect to social assistance delivery, there remains a stark
void. There is no fundamental vision politically of the sort we see in Great Britain
to embrace a path of digital by default, assisted digital, or the digitization of the
welfare state—all suggesting a fundamental leadership shortcoming that requires
redress.
11.5.2 Participation
In keeping with the invocation of the previously mentioned ubiquitous engagement,
participation is arguably the central driver of the web 2.0 era as social networks and
other online platforms and tools enable user-created content and networking to
* For example, a decade ago, Accenture ranked Canada at the top of their global e-government
surveys for several consecutive years, whereas a 2014 study by this same organization of 10
leading digital jurisdictions does not even include Canada. A similar decline is evident in other
global surveys, notably the UN Global E-Government Survey. Details of the 2014 Accenture
survey may be seen at http://newsroom.accenture.com/news/accenture-10-country-study
-finds-singapore-norway-and-uae-lead-in-digital-government.htm.
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