7: Inclusion
Drive change through inclusion - Work more closely with Industry and communities Other Information:
The private sector provides nearly 90% of the government’s technology workforce. This workforce is a ripe source for improvement
and innovation in government. For example, collaboration between government and industry could be focused on solutions across
organizational boundaries to accelerate problem solving and reduce overall costs. Acquisition processes designed to uphold
public policy and socio-economic goals have defined the relationship with industry. As implemented, acquisition processes
often discourage novel approaches and measured risk sharing. For example, the processes for defining requirements that result
in Requests for Proposals impact the proposal submissions, often discouraging companies from introducing innovative ideas
or taking on increased risk/reward scenarios. Injecting increased market research before specifying and acquiring a new system
can serve to drive acquisition of more innovative solutions at reduced risk. The government needs to address how it will ensure
a strong IT base across a range of dimensions – such as company size, technology areas, and competencies – to ensure future
innovation from and global competitiveness of the IT industry. Broader definition of the relationship with industry beyond
acquisition could unleash a tremendous source of energy welcomed both in government and industry. New models of collaboration
and inclusion are driving change everywhere, and calls for a re-definition of leadership and governance. For example, the
District of Columbia had an open competition for software applications to improve District services, with a substantial financial
reward for the winner. As a result, DC now has 46 new, working applications, all for $50k given to the winner. Consider the
possibilities of increasing open access to non-sensitive and non-personally identifiable information and offering incentives
that unleash ingenuity for the public good.
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