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Draft OGP Strategy 2023 – 2028

Creating OGP's Future Together

Starting: 21 Dec Ending

11 days left (ends 15 Feb)

Comment and give your opinion on the draft strategy by going to the discussion

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In May, we reached out to the community to help us develop a new five-year strategy. One of the key aims of the strategy is ensuring a vision and strategic direction that resonates with and has roles for the entire Partnership. We thank everyone who has taken part in this co-creation process so far, and we are excited to announce that the draft strategy is now available for review. 

Among the headlines, you’ll see there are four shifts that were prominent in conversations:

  1. Expanding the open government community to become a much broader, more interconnected movement of open government reformers

  2. Moving from individual actions and OGP commitments to making open government the norm across all levels and branches of government

  3. Building on diverse policy priorities to set partnership-wide, collective policy goals for all national and local members

  4. Becoming the home for inspiration, innovation, evidence and stories on open government

You can read the background and context to the draft strategy here.

The draft strategy will remain open for comment until February 15. You can comment on the draft strategy on Discuto or download it as a PDF on the OGP website here. Please share your feedback on Discuto or in an email to strategy@opengovpartnership.org

Inputs received will be used to finalize the strategy for approval by OGP’s Steering Committee by the end of March. The final strategy will also include information on the fiscal framework and resource mobilization plan, the approach to implementation, and measuring results. Finally, it will include roles for different actors in the Partnership in the implementation phase.

To know more on how this draft has been shaped by consultations to date, please see the Phase 1 and Phase 2 reports.

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Vision and Mission

P1

OGP’s vision is of healthier democracies where governments are open and responsive, and everyone has the opportunity to shape and oversee public policies and services, so that better outcomes are delivered for all.

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P2

As democracy remains under threat and many governments continue to fall short of expectations in fulfilling the needs and protecting the rights of people, OGP envisions a world where governments embed transparency, participation, inclusion and accountability in everything they do: Where governments involve people in shaping the policies and services that affect their lives, demonstrating democracy in action every day; Where governments deliver better outcomes with-and-for people, and are better prepared to respond to the complex challenges that we face today and tomorrow; And where governments are held accountable for their actions.

Achieving our vision fully requires:

  • Everyone can access relevant, usable and timely information about government processes and decisions that impact their lives;
  • Everyone has equal opportunity to participate freely in shaping the public policies and decisions that impact their lives;
  • Everyone has the freedom and ability to seek effective redress when the rule of law is not upheld, people’s rights are not respected or their needs are not met, without risk or harm, and where public officials are accountable for their decisions and actions;
  • Everyone can see that public resources are managed transparently, fairly and equitably; and, 
  • Open government is an accepted norm, embedded in the culture and practice of governments at all levels.
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P3

For much of our first decade, OGP focused on co-creation of reform commitments through action plans. OGP’s strategy focused on maintaining high-level political leadership and commitment, fostering peer exchange between reformers, and supporting them with technical expertise and evidence, ensuring that members are held accountable through OGP's Independent Reporting Mechanism (IRM). We have also increased diversity of those engaging with OGP processes and plans in order to ensure that these commitments are ambitious and credibly delivered.

We have learned now that transformative commitments made through OGP action plans – too few and far between – and the engagement of a growing number of actors in OGP are not changing the culture of governments  at the pace and scale required. More significant and enduring changes will need to come from a growing number of reformers – political leaders, civil society, social movements, business leaders, public servants – who innovate and embed open government in their daily work. This demands a shift of approach where we focus on cultivating a much stronger movement of such reformers and leaders driving change and taking action, both through and beyond OGP, supporting them in their efforts to put people at the heart of their governments. 

Read more of the background and context for this strategy.

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P4

OGP’s mission is to build, equip and inspire a growing movement of reformers inside and outside government who take action and learn together to make open government the norm.

The new mission implies a few key shifts in what we need to do that are detailed below.

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Key Strategic Shifts in the New Strategy

P5

The OGP community has grown into a large and diverse mix of national and local government reformers, civil society, multilateral partners, parliamentarians, foundations and much more. This strategy reflects shared goals for the entire community with roles and responsibilities for all, informed by an extensive co-creation exercise. The goals will only be achieved by the entire open government community owning this strategy and collaborating together to achieve them. In short, this is a strategy for the whole Partnership and will need the full community's help to deliver the shifts outlined below.

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1. Expanding the open government community to become a much broader, more interconnected movement of open government reformers

P6

In the first decade, our collective emphasis was on building a community around the Partnership, connecting different policy communities and providing a credible global and domestic platform for action. As we move forward, OGP will build on this effort and work with the community to cultivate a much bigger and stronger movement of individuals and groups who can drive change in and beyond their context. Our new strategy will focus much more on supporting reformers and leaders in developing the capabilities, competencies and connections needed to create support for, lead and sustain open government reforms, and to continuously grow and strengthen the movement (See Strategic Goal 1)

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2. Moving from individual actions and OGP commitments to making open government the norm across all levels and branches of government

P7

OGP will retain its unique value-add – an action-oriented approach with co-creation, commitment, implementation and accountability at its heart – but as we move forward we will strive to take open government from its current niche to a more universally adopted norm. The new strategy will encourage and provide pathways for all members to go beyond standalone OGP commitments to longer-term integrated reforms or open government strategies, and to embed open government in priority national and local strategies, policies and programs. (See Strategic Goal 2)

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3. Welcoming diverse policy priorities but also setting Partnership-wide, collective policy goals for all national and local members

P8

A core design principle of OGP is a domestically-owned framework where members and partners pursue reforms that are fit-for-purpose in their own contexts. While we will continue to retain this principle, in order to show collective progress over the course of the strategy period, OGP will invest in demonstrating progress in a few fundamental open government policy areas. Based on the consultations and evidence, these will include: a) anti-corruption, with a stronger emphasis on political integrity related reforms; b) reforms that embed and mainstream inclusive public participation, with a stronger push to strengthen civic space and public accountability across institutions, policies, and services that affect people’s lives; c) digital governance, especially focused on public impacts of digital technologies; d) transparency, accountability and participation approaches to tackle the climate crisis. Inclusion (with explicit focus on gender) will be seen as a cross-cutting objective, especially with respect to increasing the diversity of voices in policymaking. (See Strategic Goal 3)

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4. Becoming the home for inspiration, innovation, evidence and stories on open government

P9

To enable all these shifts, the OGP Support Unit and the IRM will become much more deliberate, strategic and creative in unlocking inspirational open government content at a bigger scale to support reformers, incubate innovation, facilitate learning and guide action to streamline open government practices across all levels of government. OGP will become the go-to home of cutting-edge inspiration and innovation by building a much stronger ‘conveyor belt’ of high quality, practical and inspirational content, together with the community, recognizing and showcasing the most inspiring stories, evidence and innovation in and outside of action plans. (See Strategic Goal 4)

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Strategic Goals

P10

For the next five year period – 2023 to 2028 – OGP will pursue four mutually reinforcing strategic goals. As with the goals, the sub-strategies that highlight how these goals will be pursued in the next five years are also inter-linked and mutually reinforceable. The next section lays out these goals and provides details for how we will pursue these goals and key things we are changing as we move forward.

It is important to note here that, for OGP to accomplish any of these goals, three fundamental pre-conditions need to exist: visible and genuine high-level political leadership, resourcing for open government reforms and reformers, and civic space for civil society and the public to be able to play their roles. Strategies for securing these pre-conditions are integrated within the strategy  (see 1.1 below for building a stronger political coalition; and 3.4  on building and protecting civic space. A resource mobilization plan will be included in the final strategy document). 

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Strategic Goal 1: Build the commitment and capability of a diverse and growing community of inter-connected open government leaders driving reforms

P11

It is very positive that the community of leaders that makes up OGP today is vastly different from that of 2011. There are local leaders, parliamentarians, gender-focused partners, youth organizations and many others who were not part of OGP’s founding, and now have a major stake in the Partnership. To achieve our vision, we must collectively build a much bigger and stronger movement of open government leaders and coalitions who drive change in their contexts, embed open government in their work, learn from and support one another. We must also ensure that these leaders have the mindsets, skills, networks, resources and tools to strengthen and expand the open government movement, and mobilize political and public support for the agenda. Most importantly we must actively cultivate connections between these leaders and coalitions to strengthen their collective impact.

For the 2023 -2028 strategy period, OGP will:

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1.1.    Build a stronger political coalition for open government