The data strategy tracker highlights the progress made on the actions identified in the 2023-2026 Federal Data Strategy, a renewal of the 2018 Data Strategy Roadmap for the Federal Public Service. The tracker reports on the actions identified within each of the following missions: * Proactively considering data by design in all stages of government initiatives * Effectively stewarding data for decision-making * Improving user experience and maintaining trust by enabling data-driven services through data that flows securely where it is needed * Empowering the public service with the talent and tools it needs

Presentation of the different elements of the PSC's Data Management Strategy including Data Management Practices, Data Infrastructure and Data Users.

Ethical Data Management

Edmonton was nationally recognized by the Public Sector Digest as “Canada’s Most Open City” for 2015 and 2016 and was awarded the prestigious GTEC Medal for “Excellence in Service Delivery” in December of 2016. Building upon these past accomplishments, this Open Data Strategy is a measurable action plan to enhance Edmonton’s robust Open Data Program by increasing the volume and quality of free and accessible machine-readable data, creating opportunities for informed citizens to discuss innovative opportunities for growth and realizing the economic and social value of open data.

The data strategy tracker highlights the progress made on the actions identified in the 2023-2026 Federal Data Strategy, a renewal of the 2018 Data Strategy Roadmap for the Federal Public Service. The tracker reports on the actions identified within each of the following missions: Proactively considering data by design in all stages of government initiatives Effectively stewarding data for decision-making Improving user experience and maintaining trust by enabling data-driven services through data that flows securely where it is needed Empowering the public service with the talent and tools it needs

A large literature suggests that strategic management makes a difference to the performance of firms in the private sector. Little attention has been devoted, by contrast, to the impact of organisational strategies in the public sector, despite the recent concern by policy makers and academics to identify potential sources of public service improvement. This research project aimed to develop and apply strategic management models to public organisations, and to test empirically whether strategy content and processes have significant effects on performance.

The objectives stated in the original application were to:

• apply strategic management theory to the processes and performance of local authorities
• explain different strategic approaches to 'Best Value' performance assessment in Welsh local government
• create datasets on the strategy processes and performance of local authorities
• provide the first empirical evidence on the impact of strategic management on performance in the public sector
• develop new strategy models that are relevant to public organisations

• an exploration of the effects of strategy content as well as strategy processes
• an analysis of the impact of the socio-economic and regulatory context on local service performance
• an evaluation of the relationship between strategy and performance in not only Welsh but also English local authorities
• an examination of the effects of not only strategy formulation but also strategy implementation on service performance

This document presents the different activities related to each of the pillars of the Data Management Strategy of the PSC

Public comments for the Oregon Draft Data Strategy. Phase 2 extends from October 26, 202 - December 15, 2020. Comments are received through a google form (https://forms.gle/suhzPoMpWZfhPTHs6) and synced daily at 5pm PST.

Individuals who submitted files (pdf, word) to the Oregon.DATA@oregon.gov email address in lieu of using the google form will have their comments posted directly to the Oregon Data Strategy Website at https://www.oregon.gov/das/OSCIO/Pages/DataStrategy.aspx

Abstract copyright UK Data Service and data collection copyright owner. A large literature suggests that strategic management makes a difference to the performance of firms in the private sector. Little attention has been devoted, by contrast, to the impact of organisational strategies in the public sector, despite the recent concern by policy makers and academics to identify potential sources of public service improvement. This research project aimed to develop and apply strategic management models to public organisations, and to test empirically whether strategy content and processes have significant effects on performance. The objectives stated in the original application were to:apply strategic management theory to the processes and performance of local authoritiesexplain different strategic approaches to 'Best Value' performance assessment in Welsh local governmentcreate datasets on the strategy processes and performance of local authoritiesprovide the first empirical evidence on the impact of strategic management on performance in the public sector develop new strategy models that are relevant to public organisationsAll but one of these objectives were achieved; the second objective became impossible to pursue when 'Best Value' was abolished in Wales in 2002. This in fact illustrates one of the main themes of the research; the significance of the external environment for strategy and performance in the public sector. In addition to the four remaining objectives, four extra aims have also been achieved:an exploration of the effects of strategy content as well as strategy processesan analysis of the impact of the socio-economic and regulatory context on local service performancean evaluation of the relationship between strategy and performance in not only Welsh but also English local authoritiesan examination of the effects of not only strategy formulation but also strategy implementation on service performanceFurther information about the project may be found on the Economic and Social Research Council (ESRC) Strategy and Performance in Local Government grant award web page. Main Topics: The data comprise responses to two questionnaires on strategy formulation and strategy implementation, which were distributed to local government service providers in Wales. The questionnaires covered: strategy-making; content of existing strategies; autonomy of services; peformance of and factors affecting the service; implementing strategies; socio-economic, internal and external political and financial contexts affecting the service. Alongside the questionnaire responses are a number of variables covering education provision and standards, local government services, crime, road safety, electoral data, population distribution and other socio-economic indicators, compiled from secondary data sources (see Data Sources section below). Purposive selection/case studies Postal survey Compilation or synthesis of existing material

This document presents the different activities related to each of the pillars of the Data Management Strategy of the PSC

The concept of Open Data is about making data held by public bodies available and easily accessible online for reuse and redistribution. Open Data gives everyone access to non-personal government data which can deliver enhanced economic, social, environmental and democratic benefits to all. The Open Data Initiative is designed to benefit society by increasing the amount of governmental data available to the public, promoting enhanced innovation and fair competition. Many of the apps we use on our phones on a daily basis rely on Open Data. Who leaves their house without checking the weather, the time of the next bus or goes to the beach without looking up the water quality, tidal times or parking facilities? Data.gov.ie is the central portal which provides access to all governmental open data. It provides easy access to datasets that are free to use, reuse, and redistribute. The portal is operated by the Government Reform Unit in the Department of Public Expenditure and Reform. Ireland’s Open Data Initiative began in 2014 when we joined the international Open Government Partnership. The Open Data Initiative has been very successful in Ireland and we are currently ranked 2nd in the EU Open Data Maturity assessment. The Open Data Governance Board was established in 2016 to work in the public interest. It leads the Open Data Initiative and oversees the implementation of the Government’s Open Data Strategy. The Board is made up of 10 to 12 representatives from academia, the public service, business, media and civil society. We would really like to hear how you are using Open Data and if you have 10 minutes please complete a short impact assessment survey for us. Share how you are using Open Data by submitting a Showcase which can be featured on the Portal. The Open Data listed in data.gov.ie is published by Government Departments and Public Bodies. Many datasets are individually published and updated by public organisations. Other datasets are harvested daily from existing, domain-specific data catalogues. If you would like to suggest a new dataset to publish, or if you have any comments about existing datasets, please visit the Suggest a Dataset page > If you have any questions or comments about data.gov.ie or Open Data, please contact the Department of Public Expenditure NDP Delivery and Reform at opendata@per.gov.ie > Data.gov.ie is built using CKAN and utilises elements of ckanext-dgu, available at github.com/datagovuk/ckanext-dgu

Abstract copyright UK Data Service and data collection copyright owner. Within the academic community the impact of management on organisational performance has become the issue that defines the field of public management. Theory and evidence increasingly suggests management shapes performance when conducted from multiple levels, directed internally at operations, targeted at various parts of the environment, and executed with particular skill. In particular, studies are slowly emerging that confirm the performance consequences of strategic management and managerial networking. However, the rapidity with which public service reform takes place means that knowledge on strategy and networking has not kept pace with practice. In this project, study of these two key functions of public management’s relationship with performance is integrated, thereby developing new theory and evidence. To achieve its objectives, the project drew together a team of international research leaders in the field and built upon existing research funded by the ESRC and the Advanced Institute for Management Research (AIM). The project led to the construction of major longitudinal datasets on strategic management, networking and performance in English local government. The datasets include survey data that covers local authority managers’ perceptions of strategy content and processes, managerial networking, and numerous other organisational characteristics. They also include secondary data on organisational environments, and multiple aspects of service performance. The principal units of analysis for the survey data are local authority managers, and for the secondary data local authorities themselves. Further information is available from the Cardiff Business School project web page and the How public management matters: strategy, networking, and local service performance ESRC Award web page. Main Topics: This study comprises the following four datasets:Best Value survey, 2001-2004Management Matters survey, 2007 Management Matters survey, 2009 Management Matters context secondary data, 2002-2008 Volunteer sample Compilation or synthesis of existing material Email survey

The Public Sector Consulting Market report segments the industry into By Service Type (Strategy Consulting, Management Consulting, Technology Consulting, and more), By End User (Central Government, State and Local Government, Educational Institutions, and more), and By Geography (North America, Europe, Asia-Pacific, and more).

List of posts filled through contracts with individuals other than employment

The document consists of a list of 61 key policy and strategy documents analysed as part of the comparative work conducted in WP1 of the project Public Service Media in the Age of Platforms (PSM-AP). It also contains a series of selected quotes supporting the three key areas prioritised by the policies and PSM digital strategies: People (reaching audiences), Personalisation (developing the video-on-demand portal), and Prominence (of PSM services and content). The data was collected and analysed in 2023, from documents concerning 10 PSM organisations in seven media markets: Belgium-Flanders (VRT), Belgium-Wallonia Brussels (RTBF), Canada (CBC/Radio-Canada), Denmark (DR, TV 2) Italy (RAI), Poland (TVP), and the UK (BBC, Channel 4, ITV). All quotes were translated to English by the authors.

Hastings Local Plan Planning Strategy 2011-2028 planning constraints including Protected Green and Open Spaces and Cycle Routes (Polygon Data). This data is a digitised version of the Hastings Local Plan Planning Strategy 2011-2028 Policies Map. The data is a snapshot of the constraints when they were created for adoption in 2014, things may have changed since then. It includes Green Constraints that have national and internation designations including Ancient Woodland, Sites of Special Scientific Interest, SAC and AONB and these may no longer be correct and should not be relied upon, this data should be obtained direct from Natural England. Upon accessing this Licenced Data you will be deemed to have accepted the terms of the Public Sector End User Licence - INSPIRE (http://www.ordnancesurvey.co.uk/business-and-government/public-sector/mapping-agreements/inspire-licence.html).

Context : The Ministry of Management and Innovation in Public Services (MGI) leads the formulation and coordination of the Digital Government Strategy (EGD). DEPSI, under the Secretariat of Digital Government (SGD), is responsible for the Privacy and Information Security Program (PPSI), which aims at data privacy, compliance, and institutional resilience. Problem: The culture of privacy and information security in the Federal Public Administration faces development challenges. Despite the PPSI, there is a lack of awareness initiatives, training, a clear strategy, best practices, and performance indicators. Proposed Solution: The proposal aims to develop a training journey for Practitioners working in roles related to privacy and information security, with the goal of identifying and promoting the best practices, skills, and competencies required for these roles. IS Theory: This study aligns with Organizational Information Processing Theory, providing mechanisms to help organizations adapt to regulatory uncertainties in privacy and security. Method: We employed a mixed approach, combining document analysis, a literature review, and a survey. Guidelines and standards were analyzed to map competencies and responsibilities, while the survey gathered practitioners' perceptions of the proposed training journey. Summary of Results: We identified the key profiles and their corresponding responsibilities, and proposed a personalized training journey. Survey results indicated that the journey meets Practitioners’ expectations, being well-evaluated in terms of criteria and assigned weights. Contributions and Impact in IS: This work contributes by presenting a proposal for a Training Journey to assess the knowledge of Federal Public Administration employees and guide them on the best paths for professional development.

The Global Public Sector Consulting and Advisory Services market is experiencing robust growth, projected to maintain a 7.00% CAGR from 2025 to 2033. This expansion is driven by increasing government budgets allocated to modernization initiatives, a growing need for improved efficiency and effectiveness in public services, and the escalating adoption of digital technologies within government organizations. The market is segmented by service type (Strategy, Management, Technology, HR, Financial Advisory, and Other) and end-user (Central Government, State/Local Government, Educational Institutions, Healthcare, Law Enforcement, and Other). The demand for strategic consulting is particularly strong, as governments grapple with complex challenges like budget constraints, aging infrastructure, and cybersecurity threats. Technology consulting is another rapidly expanding segment, fueled by the digital transformation efforts underway across the public sector, encompassing areas such as cloud computing, data analytics, and cybersecurity solutions. While data privacy regulations and the inherent complexities of working with public sector entities pose some challenges, the overall market outlook remains positive. Major players like Boston Consulting Group, McKinsey & Company, Accenture, EY, Deloitte, and others, dominate the market, leveraging their extensive expertise and global reach. Regional variations exist, with North America and Europe currently holding significant market shares due to advanced digital infrastructure and higher government spending on consulting services. However, the Asia-Pacific region exhibits strong growth potential, driven by substantial government investments in infrastructure development and digitalization across countries like India and China. The forecast period (2025-2033) suggests continued expansion, fueled by ongoing technological advancements and evolving public sector priorities. Competition is intense, with firms constantly innovating their service offerings to meet the evolving needs of government clients. The market is expected to see further consolidation as larger firms acquire smaller, specialized consultancies. Recent developments include: Jan 2024: Accenture finalized its acquisition of Work & Co., a worldwide digital product firm specializing in merging design, technology, and innovation to craft pioneering products and experiences for businesses., May 2023: Deloitte Touche Tohmatsu India LLP (Deloitte India) has acquired 'Tezeva' and 'FaktoryWize' from Websym Solutions Pvt. Ltd, a Pune-based technology start-up specializing in data-driven solutions. The acquisition includes the talented team responsible for designing and implementing these assets across multiple client sites., . Key drivers for this market are: Use of Technology in Advisory, Focus on Cost Reduction and Efficiency. Potential restraints include: Use of Technology in Advisory, Focus on Cost Reduction and Efficiency. Notable trends are: Growth in Technology Consulting Services.

Government Advisory Services Market Outlook

As of 2023, the global market size for Government Advisory Services stands at approximately USD 40 billion, with a forecasted growth to USD 65 billion by 2032, driven by a compound annual growth rate (CAGR) of 5.5%. This growth is primarily fueled by the increasing complexity of regulatory landscapes, the need for strategic planning in government operations, and rising demands for financial and risk management advisory services.

The primary growth drivers in the Government Advisory Services market stem from the increasing complexity and dynamism of regulatory frameworks globally. Governments are increasingly faced with multifaceted challenges that require expert guidance to navigate. This includes everything from compliance with international laws and standards to the management of extensive public sector projects. The involvement of specialized advisory services ensures that these entities can operate efficiently and in alignment with legal requirements, thereby boosting the demand for these services.

Another significant growth factor is the rising necessity for financial advisory services within the public sector. As governments and public organizations grapple with budget constraints, economic fluctuations, and the need for fiscal prudence, financial advisory services become indispensable. These services help in optimizing resource allocation, improving financial management practices, and enhancing the overall economic health of public entities. The increasing focus on transparency and accountability in public financing also amplifies the need for robust financial advisory services.

Strategic planning is another pivotal area driving growth in the market. With a greater emphasis on long-term vision and sustainable development, governments are increasingly seeking expert advice on strategic initiatives. This includes everything from economic development planning, infrastructure projects, to social welfare programs. The need for comprehensive strategic frameworks that incorporate economic, social, and environmental dimensions propels the demand for high-quality advisory services. Additionally, advancements in technology and data analytics have enhanced the capacity of advisory firms to provide more precise and actionable insights.

In addition to government advisory services, Corporate Advisory plays a crucial role in assisting organizations with strategic decision-making and enhancing their operational efficiency. This service involves providing expert advice on mergers and acquisitions, corporate restructuring, and financial strategy, which are essential for companies looking to expand or optimize their operations. The integration of corporate advisory services into the public sector can help government entities adopt best practices from the corporate world, leading to improved governance and strategic outcomes. By leveraging insights from corporate advisory, governments can better manage their resources, align their strategic goals with economic realities, and foster a more sustainable and competitive public sector environment.

Regionally, North America and Europe dominate the Government Advisory Services market, owing to their mature public sector frameworks and a higher concentration of advisory firms. However, rapid economic growth and increasing regulatory reforms in Asia Pacific and Latin America are expected to significantly boost demand in these regions. The Middle East & Africa is also showing a growing interest, driven by economic diversification efforts and significant public sector initiatives. The regional dynamics indicate a steady growth trajectory across all geographies, albeit with varying degrees of market maturity and penetration.

Service Type Analysis

The service type segment within the Government Advisory Services market encompasses strategic planning, policy and regulation, financial advisory, risk management, and other specialized services. Strategic planning advisory is one of the most sought-after services, as governments aim to create long-term, sustainable blueprints for development. This involves comprehensive analysis and foresight into economic, social, and technological trends, and devising methodologies to address future challenges and opportunities. The strategic planning services enable governments to prioritize their initiatives and allocate resources efficiently, thereby achieving their long-term goals.

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