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Launching OGP’s 2020-22 Plan in a Time of Crisis

Lanzamiento de plan de OGP 2020-22 en tiempos de crisis

OGP Staff Photo 2020
Joe Powell|

Less than a month ago in Berlin, the OGP Steering Committee met and approved a new three-year implementation plan for the Partnership. This plan has gone through multiple iterations since we started the planning process over the past six months and was strengthened greatly by feedback and suggestions from the open government community worldwide. I encourage you to read the final plan and our summary of how we took into account feedback received. 

Overall, our aim is to improve the services OGP provides to all of its members, including through a revamped Independent Reporting Mechanism (IRM), an expanded OGP Local strategy, and a stronger knowledge and learning hub. The plan also points to focus countries, reforms, policy areas, and global advocacy strategies where OGP will invest disproportionate time, energy, and resources in order to help demonstrate the value the Partnership can bring (see graphic below). 

Of course, since late February, the worldwide coronavirus pandemic has taken hold. Our attention was immediately on ensuring the safety and well-being of our own staff, and bringing in flexibility for OGP members around their participation in coming months, especially on expectations for in person government – civil society dialogue. The work of open government is as important as ever, but we know it will look and feel different in the coming months, and that there are major long-term implications for our societies.

“Everyone has a plan until they get punched in the mouth” said heavyweight boxing champion Mike Tyson. In this case, we had not even publicly launched our new plan before we have had to rapidly think through how to revise it due to our new context. Our intention was always to continually look to adapt and iterate based on new opportunities and learning. For example, in the plan we highlight 14 focus countries where we feel the political conditions, civil society interest and moment in the OGP cycle make for an opportunity to make significant progress, and for the OGP Support Unit, Steering Committee and strategic partners to intensely focus their efforts. Those 14 focus countries make sense now, but elections and other changes in context will inevitably mean that by this time next year, there will be new countries where it makes sense to focus, and some on the current list will not need such intensive support. This is what we hope will be agile, data-driven and adaptive management in practice, precisely the type of approach many governments and civil society organizations involved in OGP use to great effect. 

The OGP Support Unit is now undertaking an exercise to look across all of our 2020 activities and see what needs to be adjusted, axed or added in light of the pandemic. We have already started collating examples of open government approaches to help fight the coronavirus, and keeping a watchful eye of where our values may be under threat from responses to the crisis. It is at moments like this that the vision and mission of OGP is as relevant and urgent as ever, and can make a real difference in the lives of citizens. We are hugely excited by the potential for OGP to become a stronger force for open government and democracy, anchored in an inspiring community of reformers who are right now working harder than ever to ensure open, transparent, accountable and participatory governance is the model for the future. 

Explore the strategic approaches and areas of focus for OGP’s 2020-2022 Implementation Plan.

Comments (1)

Ezekiel Makhene Reply

Open Government Partnership (OGP) is a highly commendable initiative which will solve the critical problem of corruption coupled with exploitation of communities.
Special reference is made in particular to municipalities which play a crucial role in the economy of any country, for example, they are creators of an enabling environment for the establishment and development of businesses, particularly small, medium and micro enterprises (SMMEs), while the latter are the job creating engine in the economy.
There is therefore a very close economic relationship between municipalities and SMMEs.
I’ve depicted this relationship and concluded that municipalities and SMMEs are economic partners which I call: Municipality-SMME Partnership in the economy.
It is crucial to note that I’ve included the informal sector because informal sector employment is more potent in reducing poverty than formal sector employment.

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