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1、Cailean Osborne,The Linux FoundationMirko Boehm,The Linux FoundationAna Jimnez Santamara,The Linux FoundationForeword by Gabriele Columbro,General Manager of Linux Foundation EuropeThe European Public Sector Open Source OpportunityChallenges and Recommendations for Europes Open Source FutureSeptembe

2、r 2023Open Source In Europes Public SectorFollowing in the footsteps of Germanys Sovereign Tech Fund,among others,governments should establish funding mechanisms to support the maintenance and sustainability of open source digital infrastructure.While championing digital sovereignty,Europe should ta

3、ke an inclusive,global approach to OSS that avoids regional fragmentation.Challenge:There is still limited awareness among key decision-makers about OSSs value proposition.Outdated procurement processes,limited technical competences,and a lack of managerial buy-in are preventing the public sector fr

4、om realising the full potential of OSS.OSS is a key enabler of digital sovereignty,as it facilitates greater control of IT systems and reduces vendor lock-in.Greater cross-sector coordination and expertise exchange are needed to level up regional collaboration and supportive policymaking in Europe.O

5、pen Source Programme Offices(OSPOs)and upstream contribution policies play a key role in facilitating contributions to the OSS ecosystem.Government organisations can nurture the OSS ecosystem by participating in a Governmental Advisory Council,providingfunding,or contributingcode to projects.Expandi

6、ng the number of regional and national OSPOs in Europe will help to streamline open source operations and amplify open source activities in the public sector.Municipalities are increasingly collaborating on the development,maintenance,and governance of shared OSS solutions for common business needs.

7、In digital transformation efforts,open source software(OSS)increases transparency,reduces development costs,and enhances software security.By increasing transparency,open source public services foster open government,enhance accountability,and enable scrutiny from the public.Copyright 2023 The Linux

8、 Foundation|September 2023.This report is licensed under the Creative Commons Attribution-NoDerivatives 4.0 International Public License.ContentsForeword.5Executive Summary .7Accelerating the shift from OSS use to contribution.7Investing in and empowering OSPOs to lead the way.7Stewarding cross-sect

9、or and cross-border coordination to level up OSS in Europe.8Exchanging expertise between policymakers and the OSS community.8Funding our open source digital infrastructure.8Supporting digital sovereignty but avoiding regional fragmentation.8Introduction .9Methodology.11The open source value proposit

10、ion to the public sector .12Understanding the value proposition of open source.12Driving digital sovereignty with open source.13Challenges&enablers for an open source public sector .16Changing institutional culture,one step at a time.16OSS strategies and policies do not guarantee action .17Going fro

11、m policy to practice with OSPOs .18Building in-house capacity with OSS champions,mentors,and hackathons.19Facilitating reuse through OSS catalogues,guidance,and tools.20Revising IT procurement to open the doors to OSS.21Practical insights from open source success stories.23OSS builds trust in digita

12、l government.23The case for an open source approach to the European digital wallet.23Publicprivate collaborations on open source and open data .23OSS in the city:Developing citizen-centric services with open source .25Applying the open source ethos to digital public service design.27Lessons from ove

13、rseas:Stewarding open source expertise.27Conclusion and key recommendations.29Shifting from using OSS to nurturing the OSS ecosystem.29Investing in and empowering OSPOs to lead the way.29Stewarding cross-constituency coordination to level up OSS in Europe.30Exchanging expertise between policymakers

14、and the OSS ecosystem.30Funding the maintenance of our open source digital infrastructure.31Supporting digital sovereignty but avoiding regional fragmentation.31Resources for public sector engagement with OSS.32OSS observatories.32From OSS use to contributions.32Examples of OSPOs or similar bodies i

15、n Europe.32Examples of public sector funding for OSS.33Examples of inter-regional collaboration.33Exchanging expertise between policymakers and OSS communities.33Examples of publicprivate sector OSS collaboration.34References.35About the authors.38Acknowledgments.38Contents,continued5THE EUROPEAN PU

16、BLIC SECTOR OPEN SOURCE OPPORTUNITYForewordWhen I stood on the keynote stage in Dublin less than a year ago to launch Linux Foundation Europe,I committed to building a data-driven organisation focused first and foremost on learning the priorities of the European community and,in turn,supporting coll

17、aboration across the diverse constituents of this ecosystem,whether they be individual or corporate contributors or members of the public sector.And while,through years of running collaborative projects,foundations have generally figured out how to balance corporate and indi-vidual contributors,havi

18、ng spent the better part of the last decade building FINOS,a global open source community in one of the most regulated industries in the world,it has become very clear that theres no blueprint for unleashing the still largely untapped potential of regulators and policymakers involved in the open sou

19、rce ecosystem.In a year when software is becoming increasingly regulated in Europe,with legislation such as the CRA,PLD and AI Act,this realisa-tion was the genesis for conducting an extensive set of interviews with a disparate group of European open source leaders to produce a report that explores

20、the intricate relationship between open source and the public sector in Europe,hoping to draw a road map of sorts that hones in on the opportunity(and challenges)that this constituency faces to become not just a consumer or a regulator,but an active participant in open source projects.This report is

21、 not just a compilation of data;its a call to action.Its a call for Europe to lead the way in integrating open source into the very fabric of our society.The findings suggest that open source is not just a technological choice but a strategic one that can drive digital sovereignty,foster innovation,

22、and build public trust.Were not just talking about software;were talking about the software of democ-racy,the code that can rewrite the future of our nations and accelerate resolutions on some of the most important issues on a global scale.Europe has a unique opportunity to be the global vanguard in

23、 this arena.Weve seen the power of community-driven development,but lets take it a step further.Lets talk about community-driven governance.Imagine a Europe where citizens dont just use public services but contribute to them.Where the line between a public servant and a citizen developer blurs.Thats

24、 the Europe this report envisions,and thats the Europe I believe we can build.But lets not be nave;there are hurdles on this path.First,there is the need for a cultural shift within public institutions and the impor-tance of devising and implementing effective open source strategies and policies.Thi

25、s underscores the role of Open Source Programme Offices(OSPOs)in bridging the gap between policy and practice and the need for revising for revising IT procurement processes to be more inclusive of open source solutions.Regulation,often seen as a hurdle,can actually be a catalyst for innovation.As I

26、ve learned in the financial sector,regulation is one such double-edged sword:while it can give open source the legitimacy and maturity it deserves as a critical component of our core infrastruc-ture,it can also become a bottleneck if not handled with care.Europe has the opportunity and responsibilit

27、y to set the gold standard for regulating open source,ensuring it amplifies innovation rather than stifling it.We hope and believe this report can help in better under-standing the dynamics of what is a fairly complex ecosystem.6THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYOne of the most press

28、ing concerns this report indirectly touches upon is the risk of regional fragmentation or balkanisation,as open source becomes entangled in cross-regional geopolitics.Open source thrives on global collaboration,and any form of regional isolation only stifles its potential as well as the markets it c

29、reates.With the EU as a prime example of supranational collaboration,Europe can and should strive to set an example by fostering a unified open source ecosystem that transcends geopolitical boundaries.Last is the elephant in the room:the security and sustainability of our ecosystem.As we integrate o

30、pen source into the very fabric of our lives,we must ensure it meets the highest security standards.This isnt just an IT concern;its a matter of national,even conti-nental,security.As the report suggests,the public sector can and should play a major role in ensuring the continued sustainability of t

31、his ecosystem,first and foremost through consistent and strategic funding,but also by building the in-house capacity to consume and contribute,and by facilitating reuse through open source catalogues,guidance,and tools that can go a long way in this direction.So,as you delve into this report,see it

32、as a starting point for a broader,continent-wide dialoguea dialogue that could shape the future of Europe.Dive deep into its implications.Challenge its conclusions.And then rise to answer its call.Lets use the findings of this report as a catalyst for action,for public-private collaborations,and for

33、 stewarding cross-constituency coordination to level up open source in Europe.The open source wave is sweeping across the globe,and Europe has the chance to ride its crest.Lets make this more than a technolog-ical shift;lets make it a European technology renaissance.Too much is at stake,in Europe an

34、d globally,if we squander this opportunity.To a future as open as our past is rich!Gabriele Columbro General Manager,Linux Foundation Europe Executive Director,FINOS7THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYExecutive Summary The European Union(EU)and many of its member states have cham-pion

35、ed the innovative potential of open source software(OSS)for over a decade.Governments at all levels,from municipal govern-ments to the European Commission(EC),are prioritising OSS in their strategies,establishing Open Source Programme Offices(OSPOs)and even mandating its use through legislation.This

36、 shift recog-nises the value that OSS brings to the digital transformation of public services and its promise for enhancing digital sovereignty.However,the public sector still lags behind in fully embracing the value of OSS.Policies that mandate OSS use and reuse miss the potential for contributions

37、(i.e.“giving back”)and collective value creation by fostering collaboration between the public sector and all constit-uents in the global OSS ecosystem.This report emphasises the need for a cultural shift in the public sectors perception of the value of OSS and for the public sector to pivot from a

38、passive role as an OSS user to an active role as an OSS developer and leader.With the public sector having so much to gain from open source,much must happen to create this shift.Furthermore,the untapped potential of open source in the public sector is of strategic relevance to the digital policy age

39、nda of the EU.Current legislative proposals such as the Cyber Resilience Act(CRA)treat the open source ecosystem and the software industry as one,even though they are separate entities with distinct development and market entry dynamics.A better understanding of the collaborative development and mar

40、ket adoption of OSS technologies is therefore imperative among policymakers.This report examines the present-day trends,challenges,and enablers of OSS adoption within the public sector in Europe.It explores the pivotal role of OSS in Europes digital sovereignty agenda and provides valuable insights

41、into how public sector bodies are leveraging OSS to advance public policy agendas,build trust in digital transformation,and maximise value for citizens.Despite challenges such as software reusability,outdated procurement regulations,and the ineffective implementation of laws,the report identifies ke

42、y enablers driving OSS activity in the public sector,including the creation of OSPOs,practical guidance,and contribu-tion policies.By doubling down on these enablers,the public sector in Europe can accelerate its open source journey,delivering inno-vative and cost-effective digital solutions while f

43、ostering a resilient and sovereign digital future for the continent.The overarching message of this report is the following:embracing OSS in the public sector is not just an operational necessity;it is a strategic lever that empowers governments to actively shape their digital future.Towards this en

44、d,it provides a timely analysis of key priorities for a future where the public sector can become a model steward of OSS and concludes with a set of recommendations,including the following:Accelerating the shift from OSS use to contributionThe public sector needs to accelerate its shift from simply

45、using OSS to actively nurturing the OSS ecosystem.This shift is as much about organisational culture as it is about the technical aspects of software development.With regards to contributing code,organi-sational policies that not only allow but encourage software devel-opers to make upstream contrib

46、utions during working hours are key enablers of this shift,while building internal communities and internal capacity have also proven to increase OSS reciprocity within the public sector.OSPOs are key facilitators when it comes to levelling up contributions by guiding the implementation of organ-isa

47、tional policies,defining best practices,and mobilising internal capacity through events and hackathons,among others.Investing in and empowering OSPOs to lead the wayOSPOs have emerged as pivotal catalysts for levelling up open source operations and activity in the public sector,performing a variety

48、of internal and external roles,from implementing 8THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYorganisational OSS use,reuse,and/or contribution policies to engaging with OSS stakeholders and the open source ecosystem.Going forward,OSPOs promise to help public sector organisations contribute to

49、OSS and leverage feedback and expertise from the OSS community.With several OSPOs already operational in Europe,some aiming to play a critical role in cybersecurity 1,policymakers should double down on the establishment of OSPOs to streamline open source operations and amplify open source activities

50、 in the public sector in Europe.Stewarding cross-sector and cross-border coordination to level up OSS in EuropeEnhanced cross-sector and cross-border coordination is essential to close gaps between the public sector,industry,and the OSS community.The focus should be on establishing multi-stakeholder

51、 working groups,similar to the European Multi-Stakeholder Platform on ICT Standardisation or the USs Cybersecurity and Infrastructure Security Agencys(CISA)working groups on software security;aligning OSS funding bodies;and cultivating relationships and expertise exchange between members of the OSS

52、community and policymakers.Exchanging expertise between policymakers and the OSS communityCurrent legislative proposals often blur the distinctions between the OSS ecosystem and the software industry,underscoring a need for a better understanding of the OSS ecosystem among policymakers.Engaging with

53、 the OSS community can improve domain knowledge among policymakers and improve policymaking.Public sector bodies in Europe should look to models such as CISAs multi-stake-holder working groups or OpenForum Europes annual Open Source Policy Summit as effective models for expertise exchange.Funding ou

54、r open source digital infrastructureGovernments around the world increasingly recognise that OSS represents digital infrastructure and the need to do more to sustainably fund its development,maintenance,and security.Germanys Sovereign Tech Fund(STF)is a notable example,taking concrete steps to finan

55、cially support OSS projects that it depends on.However,this is just the start.We require a wider range of actors to fund OSS as well as better coordination of funders to maximise the impact of funding on OSS maintenance.This shift towards diversified and long-term funding is necessary for the stabil

56、ity and sustainability of open source digital infrastructure.Supporting digital sovereignty but avoiding regional fragmentationIn Europe,there is significant political interest in OSS as a key enabler of digital sovereignty,empowering governments to reduce depen-dencies on foreign software providers

57、 and to maintain control over their digital infrastructure.However,its imperative to avoid regional fragmentation in the OSS ecosystem.Proposals advocating the creation of OSS by Europeans for Europeans could stifle valuable collaboration on global issues.For the EU to realise the benefits of OSS,it

58、 must encourage and engage in global collaboration,championing an inclusive approach that traverses regional boundaries and acknowl-edges the potential of open collaboration through its inherently cross-border nature.9THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYIntroduction The EU and its memb

59、er states have championed the innovative potential of OSS for the digital transformation of public services for over a decade.From local municipalities to the EC,various public sector organisations have factored OSS into their digital strate-gies,resulting among others in the establishment of OSPOs

60、and legislative mandates for its use and reuse 2.More recently,the concern for digital sovereignty has drawn even more attention to OSS,which promises to reduce vendor lock-in and facilitate greater control of IT systems.Moreover,while the public sector faces unique challenges in unlocking the value

61、 of OSS,most OSS practi-tioners perceive that the benefits outweigh the costs and that OSS will be important to the future of the public sector 3.While these benefits are becoming increasingly recognised,the public sector is lagging behind in its embrace of OSS and contribution to its ecosystem 3.Th

62、ere may be an overly narrow appreciation of the value of OSS simply as a good to be used rather than built,which is not promising at a time when the ECs Open Source Strategy calls for public services to“get ready to contribute and be ready to accept contributions from citizens”4.This discrepancy cal

63、ls for a comprehensive cultural shift in the public sector.While OSS use and code-sharing are crucial,they represent a fraction of the full potential value that OSS offers.The public sector could significantly benefit from OSS,not only as users but as creators and collaborators,contributing to the O

64、SS ecosystem and harnessing its benefits for broader socioeconomic policy goals.Furthermore,the untapped potential of OSS is of strategic relevance to the digital policy agenda of the EU.Current legislative proposals such as the CRA treat the open source ecosystem and the software industry as one,wi

65、th potential unin-tended consequences,even though the open source technology stack and software industry are separate entities with distinct development dynamics.This conflation underscores the need for a better understanding of the collaborative development of OSS on the one hand and how software v

66、endors introduce OSS to the market on the other.This report examines current trends and developments in OSS adoption within the public sector in Europe,and it discusses necessary steps to transform the public sector into a model user and proactive steward of OSS.By focusing on crucial priorities,thi

67、s study offers timely insights to address the gaps between current practices and future goals.The analysis underscores the stra-tegic value of OSS beyond its conventional use,emphasising the necessity for the public sector to engage actively in OSS develop-ment and collaboration.In doing so,it paves

68、 the way for a more innovative public sector that sets an example for transparent,cost-effective digital transformation and leverages OSS towards socioeconomic goals.The embrace of OSS by the public sector has been steadily on the rise in recent years,stemming from the increasing recogni-tion that,a

69、s a collaboratively provisioned public good,OSS offers a compelling value proposition to the public sector.Among the many benefits that OSS presents,key benefits include:the speed and flexibility of software development,cost savings,security,customisability,localisation,and access to support from th

70、e OSS community.Furthermore,investment in OSS holds signifi-cant economic returns;for example,investments in OSS yielded between EUR 65 and 95 billion in the EU economy in 2018 5.Despite the persuasive evidence of the value that OSS offers and creates,there is still a need for greater awareness and

71、buy-in among key decision-makers in order to level up open source activity in the public sector.Digital sovereignty has emerged as a critical consideration in the embrace of OSS in the public sector,which allows governments to reduce dependencies,maintain control over critical technology 10THE EUROP

72、EAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYstacks,and safeguard their digital systems and processes.Governments are also increasingly recognising OSSs role as digital infrastructure.Major cybersecurity incidents such as Log4Shell have underlined the need to support the OSS developers and communities t

73、hat build our critical open source digital infrastruc-ture.However,as we navigate this path towards digital sovereignty,it is imperative to avoid isolating regional fragments within the OSS ecosystem.Proposals advocating the creation of OSS by Europeans for Europeans could stifle valuable global col

74、laboration on global issues.Instead,we must champion an inclusive approach that traverses regional boundaries and acknowledges the potential of open collaboration through its inherently cross-border nature.Governments are progressively implementing OSS in the interest of cost-efficiency,flexibility,

75、and citizen-centric service delivery.Local IT providers,offering crucial support and consultancy services,have been integral to this trend.By working with local providers,governments have maximised OSS adoption and lever-aged it for the development of enterprise-scale solutions.A prime example of a

76、successful publicprivate collaboration is the Signalen project in the Netherlands.Stewarded by the Dutch Association for Municipalities,this initiative brings together municipalities and market providers to create a robust ecosystem for using,reusing,and improving OSS that provides key public servic

77、es for city resi-dents.Local SMEs play a key role,providing expertise and services to implement and scale this public sector OSS project.These coop-erative endeavours not only underscore the potential of OSS in public service delivery but also highlight the value of local IT providers as enablers fo

78、r effective OSS adoption.OSPOs have emerged as key facilitators of open source opera-tions and activity in the public sector.Internally,the OSPO serves as a central interface for open source-related activities across the organisation and brings together expertise from different stakeholders,includin

79、g legal,economic,technical,or commu-nity perspectives.Externally,the OSPO serves as a vital bridge between an organisation and the open source community,helping to ensure that the organisation is a good steward of OSS and can reap the benefits of open source adoption while minimising risks 6.Further

80、more,OSPOs play a key role in identifying ways for organisations to actively contribute to the open source commu-nity,be it financially,technically,or through active participation in the community.With several OSPOs already operational in Europe,policymakers aspire to establish more offices in munic

81、ipal,regional,and national govermments to amplify open source activities in the European public sector.Governments across the globe increasingly recognise that OSS represents critical digital infrastructure and the need to do more to fund its development,maintenance,and security sustainably.While th

82、e private sector has historically been the largest funder of OSS,public interest in funding OSS has increased in recent years due to concerns about digital sovereignty and software security.Recent initiatives such as Germanys STF illustrate the public sectors emerging role in this funding equation,d

83、riving long-term invest-ment in critical OSS projects and digital public goods.However,government funding efforts are still in their early days and gener-ally fragmented or duplicative.The EU and the member states should expand and coordinate these efforts,with more stake-holders contributing to and

84、 coordinating funding for OSS.Theres an urgent need for greater cross-sector and cross-border coordination among Europes OSS community to guide Europes open source digital future.Such coordination can provide policy-makers with a deeper understanding of OSS and open up channels for the public sector

85、 to support OSS practitioners,ultimately informing sound and effective policymaking.For example,the E.U.may gain valuable insights from the USs CISA,which convenes multi-stakeholder working groups that have developed resources for software security and organised events to facilitate exper-tise excha

86、nge.Through more proactive engagement with the OSS community,the EU can play a key role in fostering a resilient and sustainable OSS ecosystem.11THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYMethodologyWe employed a qualitative research methodology,comprising an extensive literature review and 3

87、0 expert interviews.First,we conducted a comprehensive literature review about OSS in the public sector,encompassing peer-reviewed articles,practitioner reports,and government strategies.This review resulted in a comprehensive understanding of crucial policy discussions related to OSS in the public

88、sector,covering strategies,common challenges,and enabling factors.Second,we conducted 30 semi-structured expert interviews with professionals from various sectors across 14 European countries 7.To ensure diverse perspectives,we conducted interviews with 21 public sector representatives,spanning muni

89、cipal,regional,and national governments,the European Commission,and nine individuals from industry,think tanks,and OSS foundations.Of the 30 interviewees,20 were male and 10 were female.The interviewees represented a broad geographical range,including Belgium,Czech Republic,Denmark,Estonia,France,Ge

90、rmany,Hungary,Ireland,Italy,Latvia,Netherlands,Slovakia,Spain,and Sweden.We applied a thematic analysis as a systematic approach to analyse the interview data 8.14 EUROPEAN COUNTRIES20 MALE AND 10 FEMALE21 PUBLIC SECTOR REPRESENTATIVES9 INDUSTRY,THINK TANKS,AND OSS FOUNDATIONS REPRESENTATIVESINTERVI

91、EW SAMPLE12THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYThe open source value proposition to the public sector OSS has been climbing the priority list of governments in Europe in the last decade,from municipalities to the EC.A growing number of governments have adopted OSS strategies and have e

92、stablished OSPOs to coordinate their open source activity,with some even mandating the use and reuse of OSS.In recent years,there has been a significant increase in political interest in OSS triggered,among others,by the Log4Shell vulnerability,the drive to strengthen Europes digital sovereignty,and

93、 the COVID-19 pandemic,which highlighted the need for public sector organisations to develop the digital capacity to foster resilience in times of crisis 9.Understanding the value proposition of open sourceSeveral governments have been making software available on public repositories in the spirit o

94、f”Public Money?Public Code!”10.At the European level,the EC launched code.europa.eu in September 2022 to facilitate the development of open source projects by the Commission and other EU institutions 11.With over 100 projects and 150 developers already onboard,the EC is taking strides to shift from

95、being a user to a builder of OSS solutions.Several national initiatives,such as the Brno Open Source Declaration in the Czech Republic,the Free Software and Digital Commons Action Plan in France,and the Centre for Digital Sovereignty in Germany,demonstrate steps in this direction at the national lev

96、el across the European bloc.Moreover,at the municipal level,programmes in the Netherlands,Denmark,Slovakia,Hungary,Latvia,and the Czech Republic provide ample examples of municipal governments embracing OSS in the interest of building the best possible public services for their citizens.The embrace

97、of OSS by the public sector stems from the increasing recognition that,as a collaboratively provisioned public good,OSS offers a compelling value proposition to the public sector.For example,Daniel Melin,a strategist at the Swedish Tax Agency,explained,“It is about the value that OSS brings to the d

98、igital transformation of public services and governance,not neces-sarily the software itself.”Similarly,for Bastien Guerry from the Free Software Unit in DINUM,the interministerial digital direc-torate in the French government,“OSS unlocks cost-effective and transparent digital transformation,which,

99、in turn,enables public administrations to allocate taxpayers money more effi-ciently.”This is a widely held view:OSS should be at the heart of the public sectors digital transformation so that public money is optimally spent on free software that public sector organisations can share.Kristo Vaher,th

100、e CTO of Estonia,similarly underscored the promise of OSS use and reuse as a solution to the financial constraints faced by governments,allowing for more sustain-able and cost-effective digitisation of government.Likewise Petra Dzurovinov,the first chief innovation officer of the City of Bratislava,

101、explained open source is always a first-order consider-ation for how her team can deliver the greatest value for citizens.Several interviewees commented that the value proposition of OSS for the public sector has become more widely understood in recent years,especially concerning transparent governa

102、nce,control of IT systems,and reducing vendor lock-in.OSS offers many benefits as a technology,as an ethos,and as a way of working,including:speed and flexibility of development,cost savings,security,customisability,localisation,and support from the OSS community 3,12,13.Beyond the many benefits for

103、 digital transformation,by endorsing the use and development of OSS,the public sector can support and promote competition in local software markets 4,14,15.Public sector support for the OSS market promises non-trivial economic returns,too.For example,in 2018,companies located in the EU invested arou

104、nd EUR 1 billion in OSS,which generated between EUR 65 to 95 billion for the EU economy that year 5.Interviewees commented that a more deliberate and systematic endorsement of OSS at the highest levels of government would lead to many positive 13THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYbene

105、fits for the public sector and the economy at large.To get there,though,we still need greater awareness and buy-in among key decision-makers.Driving digital sovereignty with open sourceOSS has gained significant political attention in the debate about digital sovereignty,which is high on the agenda

106、in Europe.Digital sovereignty refers to the self-determined use of digital technol-ogies and systems by individuals,industry,and governments 17.As a driver of digital sovereignty,OSS empowers govern-ments to reduce dependencies,maintain control over processes,and foster a sustainable and inclusive d

107、igital infrastructure.In particular,the embrace of OSS will“give Europe a chance to create and maintain its own independent digital approach and stay in control of its processes”4.The European Working Team on the Digital Commons,which comprised 19 member states and the EC in 2022,highlighted the imp

108、ortance of investing in OSS and the digital commons as a key approach to building sovereign digital infrastructure in its inaugural report,Towards a Sovereign Digital Infrastructure of Commons 16.This view was widely held among our interviewees.Gijs Hillenius from the ECs OSPO emphasised the signifi

109、cance of openness as a catalyst for achieving digital sovereignty,while Daniel Melin from TABLE 1BENEFITS OF OSS FOR THE PUBLIC SECTOR 12POLITICAL BENEFITSDigital sovereigntyTransparent digital transformationTrust in public institutionsVendor independenceCustomisation and localisationECONOMIC BENEFI

110、TSCost savings and reduced licence feesScalability and reuse at minimal costDevelop local/regional software marketPromote competition in the software marketAttract and hire IT talent to the public sectorTECHNOLOGICAL BENEFITSOpen standards and interoperabilitySoftware security and qualityCollaborati

111、on with the OSS communitySOCIAL BENEFITSDevelop local/regional IT skill baseLocal/regional employment creationReduce the digital divide via the affordability of OSS14THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYthe Swedish Tax Agency argued:“By embracing open source tech-nology,we at least have

112、 the possibility to change things,develop solutions,and fix vulnerabilities.Open source is the path forward.”Several interviewees highlighted that political understanding of OSS as an enabler of digital sovereignty is crucial to level up the public sectors adoption and development of OSS.For example

113、,Jacco Brouwer from the Dutch Association of Municipalities explained that concept of digital sovereignty resonates with poli-ticians,particularly in light of current geopolitical events,such as the Russia-Ukraine war.Alongside digital sovereignty,governments increasingly recog-nise the importance o

114、f OSS as digital infrastructure and the need to sustainably fund its development,maintenance,and security 18.It is estimated that OSS is present in 96%of codebases 19 and constitutes between 70-90%of software stacks 20.Furthermore,a report by the ECs OSPO highlights the growing reliance of European

115、public services on OSS and proposes funding mechanisms to ensure the long-term viability of critical OSS projects 21.In addition to dependence,cybersecurity incidents such as the Heartbleed and Log4Shell vulnerabilities underscored the need for increased investment in OSS maintenance and security.As

116、 a result,there is an emerging consensus on the need to financially support OSS developers and communities that build the libraries,protocols,databases,and programming languages that public sector organisations and the digital economy depend on.Proposals for sustainable funding interventions include

117、 the establishment of OSS Trust Funds 22 and Public Technology Funds at the EU level 23,24.While the public sector has lagged behind other sectors in terms of funding,the recent establishment of the STF demon-strates Germanys readiness to support critical OSS projects and to promote long-term invest

118、ment in digital public goods 17.Joining the ranks of a handful of other public sector funds,such as the Next Generation Internet initiative by the EC,the STF is spearheading a shift in governmental approaches to funding OSS.Adriana Groh from the STF underlined the power of the digital infrastructure

119、 metaphor for mobilising support for the fund because it is one that politicians and the public can under-stand and are getting behind.Fiona Krakenbrger added that a priority for the STF is to“push out the narrative and make it more tangible and understood that the public should also be part of this

120、 equation”.However,this is only the beginning,explained Krakenbrger:“We need more actors funding OSS because funding the maintenance of our open source digital infrastructure is a common task,and we need more coordination of funders.”“Rightly supported digital commons can increase their role as a pi

121、llar of Europes digital sovereignty one that fosters innovation and empowers states and individuals by increasing the European Unions capacity to act and reduce dependencies and vulnerabilities with the aim of shaping the digital world with our values,norms,and principles and along European interest

122、s.”EUROPEAN WORKING TEAM ON THE DIGITAL COMMONS 16“We need more actors funding OSS because funding the maintenance of our open source digital infrastructure is a common task,and we need more coordination of funders.”FIONA KRAKENBRGER,SOVEREIGN TECH FUND15THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORT

123、UNITYSPOTLIGHTThe Sovereign Tech FundEstablished in October 2022,the STF financially supports the development,improvement,and mainte-nance of open source digital infrastructure.According to the STF,funding open source matters because“the open source ecosystem,while incredibly successful,is also incr

124、easingly fragile.Many more people are using the software than contributing to it.It is time to invest in digital commons,volunteer commu-nities,and the open source ecosystem to build the digital world we want to see”.The STF argues that no digital sovereignty can exist without a robust open source e

125、cosystem.The German Ministry for Economic Affairs and Climate Action funds the STF,and SPRIND GmbH,the federal agency for disruptive innovation,currently houses it.It has a budget of EUR 11.5 million for 2023 alone,and it is already sponsoring several projects,from curl to OpenBLAS.On 2 May 2023,it

126、invested EUR 875,000 in the OpenJS Foundation,the largest one-time government support investment ever in a Linux Foundation project.As one of the first governmental funds dedicated to OSS,the STF is spear-heading a critical shift in how governments invest in the long-term viability of OSS and digita

127、l public goods.Beyond funding open source digital infrastructure,the STFs funding-based approach to improving the security of critical open source projects is noteworthy at a time when policymakers in the EU and beyond are weighing up policy options about how to ensure greater cybersecurity.The STF

128、is striking an appro-priate balance between,on the one hand,seeking to improve(open source)software security and,on the other hand,understanding open source development cultures and practices.16THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYChallenges&enablers for an open source public sector Imp

129、lementing and developing OSS in the public sector brings with it a unique set of challenges that organisations must navigate.While the benefits of OSS are evident,success lies not solely in the technology itself but in the ability of organisations to adapt and embrace the open development approaches

130、 it offers 25.It is crucial to remember that theres no one-size-fits-all approach to OSS adoption and development,as every organisation and context is different 12,2629.Furthermore,challenges often manifest at various organisational levels,including within,between,and beyond organisations 27.This se

131、ction provides an overview of the major challenges as well as enablers experienced by public sector organisations in Europe.Changing institutional culture,one step at a timeSome aspects of institutional culture,including inertia,resistance to change,and risk aversion,are the most significant challen

132、ges when public sector IT teams seek to embrace OSS.Boris van Hoytema from the Foundation for Public Code explained,“Open source works because you share your failures,but this is not how the public sector works.”Several interviews highlighted risk aversion among management,who typically prefer packa

133、ged software solutions that come with support services.Resistance to change also holds back organisations that already have enabling levers in place,including OSPOs.For example,Gijs Hillenius from the EC commented,“We could do many things tomorrow if we wanted to,but we have to get the organisation

134、to walk the path with us.Because changing the way these organisations work is,you know We have to change peoples minds to be more efficient,more effective.”This resistance to change can hinder the adoption and implementation of OSS,particularly in organisations accustomed to outsourcing their IT sol

135、utions.Rasmus Frey,chief executive and secretary of OS2,a bottom-up network of municipal governments that collaborate on OSS solutions,emphasised patience as crucial for practitioners in the public sector seeking to promote OSS adoption or collaboration,acknowledging that the public sector may requi

136、re time to under-stand the benefits of open source.He underlined that to level up OSS in the public sector,you need to understand the needs of key decision-makers in the bureaucracy.He explained:“Everyone involved in OSS in the public sector is already bought in.But the person on the other side of t

137、he tablefor example,from the municipality or a state departmentmay just need a cost-effective IT system that works and therefore doesnt get the importance of open source.So,to make open source collaborations possible,you need to put yourself in their shoes.”According to Astor Nummelin Carlberg,execu

138、tive director of OpenForum Europe,there are two key steps to building the enabling institutional infrastructure within the public sector to deliver the promise of OSS:“For the individual public sector organisation,the first step is the formulation of a strategy that“The cultural aspect is the bigges

139、t challenge that the public sector needs to overcome.The fear of change is always present,especially in the public sector,where officials seek stability and are resistant to change.How can we motivate these individuals to have ideas and a desire to learn?How can we foster a culture of communication

140、where things are discussed openly?If this happens,the entire digital transformation will improve.”TOMAS OLIVARES,ANDES DIGITAL17THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYacknowledges the role of open technologies,and the second is building OSPOs with the mandate and capacity to meet the goal

141、s outlined”30.In the subsequent sections,we will discuss key challenges and enablers with regard to these key steps.OSS strategies and policies do not guarantee action Strategies and policies serve as the foundation for embracing open source within the public sector.Europe is in a fortunate position

142、 in that it has ample policies to learn from.While many legislative frameworks authorise or even prioritise open source,the real chal-lenge lies in their effective implementation and oprtationalisation,as highlighted by Boris van Hoytema from the Foundation for Public Code.“There are lots of laws,wh

143、ich are very important,but they dont guarantee action,”explained Bastien Guerry.Another interviewee described the“open,unless”(“open,tenzij”)policy in the Netherlands,which mandates public sector organisations to openly release the source code of IT projects unless they have justifiable reasons not

144、to,as one of the least adhered to policies in the country.Many interviewees highlighted the difficulty of bridging the gap from publishing policies to their practical imple-mentation.Issues arise when government teams lack practical tools,communities,and guidelines to facilitate the adoption and reu

145、se of OSS.For example,Leonardo Favario,the former head of open source at the Italian government,explained that while in Italy there has been a law with provisions supporting the acquisition and reuse of ICT solutions in the public sector,including OSS,namely Articles 68 and 69 of the Digital Adminis

146、tration Code(CAD),these provisions were rarely followed until recently.There was a significant gap between the existence of the law and its practical implementation,Favario explained.While the law mandated public sector organi-sations to release software as open source or prioritise OSS use,the publ

147、ic sector lacked effective tools and support for implemen-tation 31.Favario emphasised that a key lesson from the Italian experience was the need to complement policy(i.e.the CAD)with practical tools and a community of experts who could bridge the gap between policy and practice.For example,the Team

148、 Digitale created a catalogue of open source solutions by and for public sector bodies and practical guidance on OSS reuse,which created visibility of OSS solutions and provided step-by-step advice on how to implement them,ultimately leading to more OSS reuse in the Italian public sector 32.This exa

149、mple underscores that policies or laws alone do not suffice to observe greater OSS activity in the public sector as well as the impactful role that OSPO can play in supporting the implementation of an OSS policy or law.What is more,while several governments have introduced policies encouraging OSS r

150、euse,they often overlook the poten-tial for“giving back”or contributing to the OSS ecosystem.Effective contribution channels include contributing code to OSS projects,funding OSS projects,or participating in a Governmental Advisory Council(GAC)if one exists.With regard to code contri-butions,making

151、this shift is key,given the sectors dependence on OSS and its ranking as one of the sectors that contributes the least code to the OSS ecosystem 3.By developing and imple-menting a policy for upstream contributions,the public sector can become a more proactive contributor.The French governments appr

152、oach provides insightful lessons in this regard.In May 2018,“We see in Europe that in terms of legislation and policies,open source is really a priority for public administrations.We see in many countries in Europe that open source is either preferred or required for a whole bunch of things.That is

153、not the problem.The problem is almost always how to actually get it to work.”BORIS VAN HOYTEMA,FOUNDATION FOR PUBLIC CODE18THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYit published a policy for OSS contributions(“Politique de contribu-tion aux logiciels libres de ltat”),outlining ways in which

154、public sector organisations could contribute to OSS 33.It emphasises that any public official has the right to contribute to OSS,provided line manager approval,and that they could seek assistance from DINUM if they seek to sign a contributor license agreement.It is relatively simple,essentially stat

155、ing,“You can do it,”explained Bastien Guerry.To date,the major use of this policy has been to locate published source code by public sector organisations and to launch code.gouv.fr.Guerry admitted that,to the best of his knowledge,it has not hugely boosted upstream contributions,but at the same time

156、 it is difficult detect contributions.While no perfect solution exists yet,this example highlights the poten-tial enabling role of upstream contirbution policies in the public sectors shift from OSS user to contributor.Going from policy to practice with OSPOs OSPOs have emerged as a powerful catalys

157、t for driving open source adoption and collaboration in the public sector.Initially inspired by industry models,OSPOs are now spreading as an insti-tutional framework and practice in governments across the world 2.Organisations across the public and private sectors are estab-lishing OSPOs designed t

158、o be the centre of competency for an organisations open source operations and structure.While each OSPO is unique to its organisation,they serve as a vital bridge between an organisation and the open source community,helping to ensure that the organisation is a good steward of OSS and can reap the b

159、enefits of open source adoption while minimising risks.OSPOs can support organisations with OSS use,participation,contribution,and leadership 34:1.Usage:Establish an internal infrastructure that enables proper open source practices and incorporates open source policies,processes,checklists,and train

160、ing.2.Participation:Engage with the open source community on communication platforms and at events.Sponsor projects and organisations that are important to the OSS that your organisation relies on for its products and services.3.Contribution:Hire or train developers that focus specifi-cally on open

161、source contributions,and deploy the neces-sary tools to support internal open source engineering.4.Leadership:Increase engagement with open source communities,open standards bodies,and open source foundations;launch new open source initiatives and proj-ects;and increase your organisations visibility

162、 in open source communities.So far,the EC,12 member states,and a number of regional and municipal governments in Europe have established OSPOs to accel-erate their OSS journeys.OSPOs come in many different shapes and sizes,and have taken different approaches.Gijs Hillenius from the EC highlighted th

163、at the internal impacts of its OSPO range from removing legal and organisational barriers for OSS adoption to providing guidance and assistance to developers seeking to openly release source code.The French governments OSPO,DIMUM,has taken an innovate approach to scale its impact in light of limited

164、 capacity.Rather than answer every request they get themselves,they have focused on building micro-communities around OSS solu-tions that are recommended by the Interministerial Free Software Catalogue(SILL).On the SILL platform,public sector developers can connect and exchange expertise about speci

165、fic OSS solutions.“For example,if you want to work with PostgreSQL,you can see there are at least 10 experts.The aim is to facilitate expertise exchange.We think the catalogue should evolve as a place where people can interact,”explained Bastien Guerry from DINUM.In addition to their internal impact

166、,OSPOs serve as crucial inter-mediaries in external engagements.They act as diplomats,representing organisations to open source communities,foun-dations,and developers,forging strategic partnerships and enhancing collaboration 35.Sven Herpig from Stiftung Neue Verantwortung emphasised that OSPOs are

167、 more than just 19THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYinternal and external diplomats,as they actively work on practical implementation OSS policies and solutions.For Leonardo Favario,OSPOs should help developers in the public sector go beyond“picking whatever is good out there and put

168、ting it into practice”by identifying avenues for giving back:“Many organisations consume OSS,but its time to give back right.The OSPO is the place where you figure out how to give back;it could be financially,it could be technically,it could be opening pull requests,or just being there.”Despite the

169、progress made,challenges remain in the establish-ment and operation of OSPOs.Budget constraints and the need for management support pose obstacles,requiring continued advocacy and resource allocation.Bridging the gap between EU,national and regional governments is also essential,as OSPOs need to eff

170、ectively translate EU and national laws into practical actions at regional and local levels.However,by investing in OSPOs,nurturing open source competency,and implementing best practices,organi-sations can foster a culture of reciprocity,reap the benefits of open source,and drive innovation in the p

171、ublic sector.Building in-house capacity with OSS champions,mentors,and hackathonsThe lack of in-house resources and competence poses another obstacle to OSS adoption and development.The adoption of OSS requires a combination of technical and soft skills,from expertise in OSS packages to working know

172、ledge of the OSS ecosystem.In some cases,developers do not want others to see their code due to bad documentation or code quality issues,and often devel-opers are concerned about accidentally sharing hard-coded pass-words.Limited resources and small IT or OSPO teams further compound this challenge.A

173、nother issue raised by interviewees is a“strategy loop,”where governments outsource the development of innovation strategies to external consultants without domain expertise,which has resulted in ineffective OSS strategies.OSS champions,mentors,and hackathons are powerful catalysts for driving cultu

174、ral change and building internal capacity within the public sector.These initiatives play a crucial role in fostering collaboration,empowering government agencies,and embracing open innovation.Open source ambassadors and mentorship programmes can actively support individuals within public sector org

175、anisations,guiding them in the adoption and understanding of open source principles,explained by Miguel Dez Blanco from the ECs OSPO.Mentors play a vital role in shifting mindsets and promoting the benefits of OSS within organisations.Hackathons serve as mechanisms for driving cultural shifts and ex

176、changing expertise between OSS mentors and developers.The ECs OSPO has organised hackathons to foster creativity,teamwork,and“The Open Source Programme Office acts as connective tissue between different facets of an organisation internally as well as the external points of contact necessary for that

177、 organisation to collaborate and co-create with open source communities.I use the metaphor connective tissue very deliberately,as a well-functioning OSPO is much the same as the fibres that bind together our physical bodiesrequired as the fundamental foundation for activity but invisible except in a

178、 time of dysfunction.OSPOs act as a neutral body responsible for stewardship of both the agency it represents and the projects with whom that agency must interface;the team in this role has the unique responsibility of advocating for the interests of all players involved and acting as ambassador and

179、 diplomat to both coworkers and external collaborators alike.”LESLIE HAWTHORN,REDHAT20THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYcollective problem-solving.These events bring teams together to collaborate on open source code,resulting in the development of solutions that address real-world ch

180、allenges.Community building is key to fostering cultural change.The NOSAD network in Sweden and Frances internal community of experts on its SILL catalogue are prime examples of initiatives that promote collaboration and knowledge sharing.These communities serve as invaluable platforms for expertise

181、 exchange,discussion,and guidance,enabling the effective utilisation of OSS solutions.We can learn an important lesson from the French example mentioned above.Since the national OSPO cannot answer every request or question that they receive,they are focusing on building micro-communities around soft

182、ware listed in the SILL catalogue.By building“a social network of internal experts who can discuss software with each other,”this approach taken by the OSPO builds internal capacity that not only eases OSS adoption but also supports collaboration within the government.Facilitating reuse through OSS

183、catalogues,guidance,and toolsThe public sector faces significant challenges in the reuse of OSS,from limited awareness of available repositories to a lack of resources or know-how to implement OSS.This was a major issue that municipalities faced in the Netherlands.While the city of Amsterdam,which i

184、s larger and better resourced than other cities in the country,had published software on GitHub,many other municipalities struggled to implement the software in their own jurisdictions.This is why the Dutch Association of Municipalities is facilitating intercity collaboration on the reuse of the Sig

185、nalen software for nuisance and service requests,as explained above.The Dutch Association of Municipalities acts as the key stakeholder to bridge that gap between the offer,which is out there on GitHub,and the capability of reusing that software within other municipalities.Italy presents a further e

186、xample of OSS reuse challenges,despite the provision of favourable laws.Leonardo Favario underscored the need for a mindset shift,explaining that merely opening the repository is insufficient.To facilitate OSS reuse,it is key to provide a mechanism to discover existing OSS solutions,such as through

187、catalogues,and it is helpful to provide guidance on how to imple-ment the solutions.Indeed,catalogues have been key to tackling the discoverability problem.Governments have tried different approaches.In France,DINUM has created and maintains the SILL,which helps IT teams in the French government nav

188、igate and select recommended OSS solutions.Currently,the SILL contains 396 recommended OSS solutions and applications,1,013 users,199 referents(i.e.users who can be contacted with enquiries about a specific OSS solution),and 54 registered public sector organisations.As mentioned above,DINUM is build

189、ing internal expert communi-ties on top of this catalogue,whereby registered developers can communicate and collaborate on OSS use cases and challenges.The goal to increase open source resource pooling and expertise sharing within the public sector guides this approach.Meanwhile,in Italy,Team Digita

190、le developed a centralised hub on developers.italia.it,similarly with a targeted focus on OSS devel-opment and use by public sector organisations.The catalogue showcases OSS solutions made by public sector organisations,simplifying the acquisition process and promoting code inspec-tion.A noteworthy

191、feature of the Italian approach is the inclusion of publiccode.yml in each repository,which the catalogue uses to automatically track and update metadata about each repository on a daily basis,including updates and reuse figures.Leonardo“OSS is not the aim;rather,it is the means of ensuring public s

192、ector control of software solutions.”RASMUS FREY,CHIEF EXECUTIVE AND SECRETARY OF OS221THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYFavario highlighted the success of this approach to the OSS cata-logue.By July 2023,it contained 380 OSS solutions;Italian public sector organisations had publishe

193、d 327 of these solutions,and software providers and open source developers had contributed the rest.Furthermore,Favario pointed out that the catalogue reported 2,455 instances of OSS reuse,indicating an average reuse rate of over six times per software item.These examples show that catalogues empowe

194、r practitioners to easily access and adopt open source solutions,fostering a culture of sharing,collabora-tion,and the efficient use of public resources.In addition to discoverability,interviewees from various countries,including the Netherlands,Italy,and Spain,stressed the impor-tance of practical

195、guidance,which is both comprehensive and easy to understand,as a key enabler of OSS sharing and reuse because,to date,many IT teams did not know how to interpret legislation.According to Koos Steenbergen from the Dutch Interior Ministry,“The key mechanisms for turning policy into practice are firstl

196、y practical guides and tools to support a more open(source)culture within organisations,and secondly a community of practi-tioners.”For example,the“Gua de Boas Prcticas para Liberacin de Contidos e Software”by the regional government of Galicia,Spain(“Xunta de Galicia”),provides valuable advice on c

197、ontent and software release 36,while Italys Team Digitales“Guidelines for the Acquisition and Reuse of Software for Public Administration”translates legal jargon into a step-by-step guide 32.Alongside guidance,the availability of implementable tools is equally crucial in driving open source adoption

198、.One interviewee cited effective precedents in the automotive industry,including the OSS Review Toolkit project and the Mercedes FOSS Manifesto 37,and underlined the need for the development of similar tools in the public sector,which provide practical guidance on licensing,security,and collaboratio

199、n,empowering stakeholders to adopt and implement OSS effectively.In addition to guidance and tools,the sharing of success stories is crucial for garnering support for OSS.Persuasive success stories are crucial for increasing the visibility of open source alternatives,which can convince key deci-sion

200、-makers and the public of the value and impact of OSS,further driving its adoption and acceptance.Revising IT procurement to open the doors to OSSThe design of procurement regulations did not have OSS in mind,presenting a significant obstacle to procuring OSS.Decision-makers in public sector organis

201、ations often lack familiarity with platforms such as GitHub and struggle to find the software they need,explained Leonardo Favario.Procurement officers tend to focus on price rather than public value,which further hampers the adoption of OSS,explained Koos Steenbergen from the Dutch Interior Ministr

202、y.Since the legacy of proprietary software and vendor lock-in,as well as the lack of coordination between“For me,the first step is opening the repository,and then the challenge begins.Then,you need to have a strategy;you need to have a roadmap and a community of people;you need to communicate with t

203、hem;you need to follow the issues,follow the pull requests,and so on.For the public administration,opening the repository is often the last step because its written in the law that is all they have to do,and thats it.So,this is the big challenge.And its a total mindset shift.You need to explain the

204、benefits of open source.You know,its not just about complying with the law;its about being part of the open source community.”LEONARDO FAVARIO,PAGOPA S.P.A,ITALY22THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYgovernmental agencies,poses hurdles to acquiring and imple-menting OSS,the situation ca

205、lls for a change.France has spearheaded an innovative approach to the procure-ment of OSS and support services.In 2020,the Ministry of Economy initiated two key tenders with service providers to support the life cycle of OSS in its IT systems,which any ministry can benefit from.The first provides so

206、ftware support,mainte-nance,and monitoring reports to IT teams,while the second offers various expertise services in OSS,including development and implementation assistance.By leveraging such interministerial tenders,this approach eliminates the need for ministries to initiate procurement processes

207、from scratch for each IT project involving OSS implementation or development,not only saving valuable time and resources but also promoting cost savings and scalability within the public sector.Bastien Guerry explained that this tender has great potential,but it could have even more impact.Currently

208、,the Ministry of Economy is the main beneficiary(this ministry spends 80%of the money in this tender).This initiative reflects the value of revising procurement practices in the public sector and enabling ministries to collaborate and pool their procurement efforts,ensuring a more efficient and stre

209、amlined approach to OSS adoption and implementation.“Discoverability is one of the biggest issues.Most of the time,the people making decisions inside public administrations,the people doing procurement of software,dont know how to use tools like GitHub.They dont have a clear marketplace where to go

210、and find the information they need or find the software they need.”LEONARDO FAVARIO,PAGOPA S.P.A.,ITALY“The thing is,if you build it,they will not necessarily come.Its not good enough just to build and publish open source and then hope that re-usability and engagement from users will come.Its very r

211、are when that happens.The lesson learned from Estonia is that by publishing open source,youre increasing your own maintenance costs because you need to host the software and maintain the quality and security of it without the guarantee that anyone is actually using it.So,open sourcing software invol

212、ves additional work.From my perspective,however,this work is worth it.But there are a lot of development teams that say that they are already stretched too thin;they dont want this extra effort,and it is hard to change this mindset.”KRISTO VAHER,THE CTO OF ESTONIA23THE EUROPEAN PUBLIC SECTOR OPEN SO

213、URCE OPPORTUNITYPractical insights from open source success storiesOSS builds trust in digital governmentOSS serves as a trust builder in the digitisation of public services by opening up government processes for public inspection and scrutiny.As Petra Dzurovinov from the City of Bratislava high-lig

214、hts,open source presents a way to address a deep-seated scepticism that hinders trust in the public sector.In Sweden,the national Employment Agency openly released the source code behind their unemployment benefits programme to create trans-parency and trust in the system.Maria Dalhage explained:“By

215、 sharing the source code,not only developers but also non-tech-nical individuals can inspect the logic behind the software used in decisions about the allocation of unemployment benefits.”In addition to building trust,the transparency and inclusive partici-pation that characterise OSS present an att

216、ractive alternative to proprietary software supplied by the private sector.Unlike closed source proprietary solutions,OSS allows for open examination,collaboration,and modification by a wider community of stake-holders.By embracing OSS,governments can thus demonstrate a commitment to transparency,em

217、power citizens,and foster a more inclusive and trustworthy digital government ecosystem.The case for an open source approach to the European digital walletOSS represents a collaborative and inclusive approach to the real-isation of public sector technology projects.OSS offers a trans-formative solut

218、ion to the EUs pursuit of a personal digital wallet that will transform identity verification and service accessibility across the EU By fully embracing open source principles and an open development approach,the EC and member states can drive progress towards the development of this digital wallet

219、while reducing dependence on tech giants,promoting interoperability,and supporting competition and innovation.Tony Shannon,head of digital services at the Irish government,highlighted the impor-tance of cultivating an open source kernel for digital wallets and commended the approach taken by the Ope

220、n Wallet Foundation(OWF)as a potential pathway to making the EUs digital wallet ambition a successful reality.Publicprivate collaborations on open source and open data Public sector agencies are collaborating with the private sector to leverage OSS for collecting and sharing open data.An illustrativ

221、e case is the partnership between the Swedish Public Employment Services and private job boards.“Our goal is to understand the job market and to do that we need data.So,we are using open source to get data to inform policy interventions,”explained Maria Dalhage.The agency uses a web scraper to colle

222、ct unstruc-tured data from job ads on various job board websites,and it has published the resulting open data alongside the source code for the scraper and code used to structure and enhance the data on GitLab.This approach resulted in a 30%increase in job ads in their system,a better understanding

223、of the labour market,as well as mutually-beneficial collaborations with job boards seeking to share and improve their data.Now,the agency is working with up to 30 job boards to maintain this publicprivate collaboration to understand the Swedish labour market better.This collabo-rative approach has o

224、vercome challenges for the Swedish Public Employment Services to monitor the labour market,has improved data quality,and has provided improved services for job seekers and employers.24THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYThe OWF was established to be a neutral home for open source proje

225、cts supporting the development of interoperable digital wallets.It is a consortium of companies and nonprofit organisations collaborating to drive global adoption of open,secure,and interoperable digital wallet solutions as well as providing access to expertise and advice through a GAC The OWF aims

226、to set best practices for digital wallet technology through collaboration on standards-based OSS components that issuers,wallet providers,and relying parties can use to bootstrap implementations that preserve user choice,security,and privacy.In Europe,one key project will be to support the OSS commu

227、nity for the EUDI Wallet.To maximise the acceptance of the OWFs technical efforts among governments and regulators,it has established a GAC to advise the OWF Governing Board on various public policy issues that impact the future of the development and regulation of digital wallets.The OWF GAC is a f

228、orum for discussing government and other public policy interests and concerns;it facilitates infor-mation sharing and lessons learned from the various jurisdictions.It enables a constructive dialogue with the OWF private sector members and explores ways to better bridge the private sectors innovatio

229、n with the expectations and requirements of govern-ments.Governments around the globeregional,provincial,state,and local public authoritiesand intergovernmental organi-sations participate in the GAC,catalysing an internationally aligned ecosystem that offers trusted,open,and inclusive tools for a sa

230、fe and sound global economy.SPOTLIGHTOpenWallet Foundation25THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYOSS in the city:Developing citizen-centric services with open source Municipal governments are increasingly embracing OSS to develop citizen-centric digital public services.The Fab City Mani

231、festo 38,co-signed by cities including Paris,Barcelona,and Helsinki,high-lights the importance of adhering to open source and open data principles to foster innovation and shared solutions between cities.The objective driving the adoption of OSS by municipal-ities is to create the best possible publ

232、ic services for their citizens,explained Petra Dzurovinov.Municipalities are leveraging OSS to develop high-quality digital services that respond to the needs and expectations of residents.In doing so,they strive to enhance effi-ciency,accessibility,and user satisfaction,ultimately improving the pub

233、lic service experience.Cities such as Budapest and Bratislava are notable examples of municipal governments actively using OSS in their local services.For Budapest,cost efficiency and flexibility were key factors driving their adoption of open source solutions,beginning during the COVID-19 pandemic.

234、By revising legislation concerning the use and reuse of OSS,they were able to publish software built for COVID-19 test appointment booking under the MIT licence on GitHub and open the door for reuse for other needs post-pan-demic.Meanwhile,Bratislava is building enterprise-scale solutions using an o

235、pen source tech stack.Its digital services,such as BratislavaID,focus on resident needs and offer features such as digital tax payments.By releasing the codebase on GitHub,they intend to promote transparency,foster innovation,and enable others to benefit from their work.In a number of member states,

236、municipalities are working together to develop OSS solutions for common business needs.OS2,the public digitalisation network in Denmark,is a note-worthy example of OSS collaboration between municipalities.Initiated in 2012 by five municipalities,OS2 now includes 80 out of 98 Danish municipalities an

237、d stewards a growing portfolio of 24 OSS solutions,which any municipality can use regardless of their membership status 39.By supporting municipalities to jointly develop,mature,and maintain public code,the OS2 aims to increase public sector control of IT systems while decreasing vendor lock-in and

238、costs.Rasmus Frey,chief executive and secre-tary of OS2,explained,“OSS is not the aim;rather,it is the means of ensuring public sector control of software solutions.”The OSS products have gained significant traction,with popular examples including an easy-to-implement two-factor authentication syste

239、m and KITOS,an IT portfolio management system,an IT portfolio management system that 80 municipalities use.In addition to providing a comprehensive overview of their portfolio,which in Denmark ranges between 400 and 600 systems per municipality,KITOS has enabled municipalities to identify common con

240、tracts with other municipalities and,in turn,to procure software together,further saving taxpayers money.Frey offered key insights into the enablers of this collaborative endeavour.After four years of unfunded collaboration,OS2 introduced a membership fee and a pay-per-use scheme to fund full-time s

241、taff,product develop-ment,hosting,and maintenance.According to Frey,securing the funds through membership fees was key to ensuring the sustain-ability of the OS2 network and its growing portfolio of products.An additional enabler was the creation of communities around each product,including active c

242、oordination groups of municipali-ties that use,develop,and/or maintain the products.The LocalGov Drupal initiative in the U.K.and Ireland also exem-plifies the enabling role of communities for collaboration among municipal governments.In this initiative,a community of policy-makers,developers,and de

243、signers from 36 local councils and local suppliers actively contribute to the development and maintenance of a common web publishing tool 40.Through collaboration and expertise-sharing,the power of OSS is becoming apparent.With central funding and the active involvement of the community,local counci

244、ls can adopt and benefit from open source solutions,driving innovation and efficiency in the delivery of public services.26THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYThe Open Cities nonprofit in the Czech Republic provides another example.It serves as a platform for coordinating and guiding c

245、ities in their adoption of OSS products.Recognising the conservative nature of the public sector when it comes to innovation,the organ-isation aims to provide cities with the necessary knowledge and tools to embrace OSS as easily as possible.Currently,it offers six OSS products.The most used tool is

246、 Cityvisor,which facilitates the visualisation of budgets,enabling cities to enhance transparency and improve financial decision-making.Building on its success,the Open Cities Programme now focuses on expanding its reach and establishing a national OSPO that can further promote the adoption of OSS t

247、hroughout the country.With an eye to the future,Lucie Smolka,chair of the Open Cities Programme,commented,“Its important for us to cooperate with other countries because as Open Cities,we are trying to do our best,but we are not able to provide every software for every city in the Czech Republic.By

248、cooperating with other organisations from abroad,we would be able to see what other cities do,and we could use their software and provide ours,too.”Collaboration among municipalities does not come without chal-lenges.For example,Jacco Brouwer from the Dutch Association of Municipalities explained th

249、at,in the Netherlands,while larger municipalities such as Amsterdam have taken the lead in publishing software repositories on platforms such as GitHub or GitLab,there exists a gap between the availability of software and its practical adoption by other municipalities,which do not have comparable re

250、sources.Overcoming this challenge requires a combination of strategic coordination,technical support,and guidance to ensure that other municipalities can implement and utilise the available OSS.Jacco Brouwer elaborated that,“The role of the Dutch Association of Municipalities is similar to an incuba

251、tor,facilitating open source collaboration between municipalities,organising the governance in which we work,and coordinating with market parties,which are essential to scaling.So,were doing a little bit of everything,and that makes us the social glue when it comes to scaling these collaborations.”A

252、pplying the open source ethos to digital public service design“Its important for us to cooperate with other countries because as Open Cities,we are trying to do our best,but we are not able to provide every software for every city in the Czech Republic.By cooperating with other organisations from ab

253、road,we would be able to see what other cities do,and we could use their software and provide ours,too.”LUCIE SMOLKA,CHAIR OF THE OPEN CITIES PROGRAMME“The role of the Dutch Association of Municipalities is similar to an incubator,facilitating open source collaboration between municipalities,organis

254、ing the governance in which we work,and coordinating with market parties,which are essential to scaling.So,were doing a little bit of everything,and that makes us the social glue when it comes to scaling these collaborations.”JACCO BROUWER FROM THE DUTCH ASSOCIATION OF MUNICIPALITIES27THE EUROPEAN P

255、UBLIC SECTOR OPEN SOURCE OPPORTUNITYIrelands“Build to Share”programme exemplifies the govern-ments commitment to the digital public goods ethos in its digital transformation of essential public services.Collaborating with three Irish SMEs,the programme focuses on creating reusable software building

256、blocks for vital,“cradle to grave”citizen services.Tony Shannon highlighted the goal of fostering collaboration,driving efficiency,and reducing costs by sharing software across government bodies.By embracing the power of open source prin-ciples and collaborating with local IT providers,Ireland is se

257、tting a noteworthy example for other governments,showcasing the benefits of combining the open source ethos with working with local SMEs to build cost-effective,citizen-centric solutions.Lessons from overseas:Stewarding open source expertise There is growing concern that the EU is not sufficiently e

258、ngaging with OSS communities when developing legislation related to OSS,for example,when it comes to the CRA.To address this,one interviewee suggested that the EU can learn from the approach taken by the US CISA,which has established multi-stakeholder working groups on software security.These workin

259、g groups have convened experts from various sectors to collaboratively develop shared resources for software security,including guides and templates for Software Bills of Materials(SBOMs)and minimum requirements for Vulnerability Exploitability eXchange(VEX).Since 2018,the work on SBOM and VEX resou

260、rces has made signif-icant progress through the collaborative efforts of the working groups and community events,including conferences and work-shops.We applaud these efforts,as the SBOM has emerged as a best practice to manage software supply chain risks effectively 2,and it presents at least three

261、 benefits:it enhances cybersecurity,prevents misuse of OSS,and facilitates legal compliance 41.Meanwhile,in April 2023,the Department of Homeland Securitys(DHS)Science and Technology Directorate announced the formation of a new cohort of seven startups to strengthen software supply chain visibility

262、tools 42.The“Software Supply Chain Visibility Tools”topic call selected this group,which sought innovative tech-nologies for providing SBOM capabilities to stakeholders across the enterprise,system administration,and software development communities.These companies,funded through the Silicon Valley

263、Innovation Programme,will develop two main software modules:a multi-format SBOM translator and a software component iden-tifier translator.The goal is to enhance transparency within the software supply chain and provide new risk assessment capabili-ties for DHS components and programmes,including th

264、e CISA.The seven companies selected for the project will work to deliver these modules as open source libraries and integrate them with their SBOM-enabled commercial products.The collective effort aims to mitigate software supply chain risks and respond more efficiently to new threats,improving over

265、all cybersecurity.The EU has a valuable opportunity to learn from the U.S.s approach and enhance the security and quality of software solu-tions.By establishing mechanisms that foster collaboration with the OSS community and contributions to the OSS ecosystem,Europe can leverage the expertise of ope

266、n source communities to develop useful guidance and toolings that improve software security practices.This collaborative approach can accelerate Europes progress in securing its open source digital infrastructure and promoting a more resilient software ecosystem.To achieve this,governments must take

267、 the lead,actively engage with open source communities,and participate in initiatives that advance SBOM practices and toolings.By working together,Europe can strengthen its digital resilience and establish a framework that encourages the exchange of expertise,knowledge,and best practices in software

268、 security.Through collaborative efforts and engagement with the OSS community,Europe can enhance its position as a leader in software security,fortify its digital infra-structure,and ensure the resilience of its software ecosystem in the face of evolving cyber threats.28THE EUROPEAN PUBLIC SECTOR OP

269、EN SOURCE OPPORTUNITYSPOTLIGHTSignalen Project:Public-Private Collaboration to Deliver Municipal Services in the NetherlandsThe Signalen project is an exemplary publicprivate collaboration in the Netherlands that aims to improve public services and customer satisfaction regarding nuisance reports an

270、d service requests.Building on the success of Amsterdam,which developed and shared the source code for Signalen on GitHub,the Dutch Association of Municipalities set out to replicate the software in other cities.In less than two years,the collaboration scaled from one to approximately 13 municipalit

271、ies,with further expansion planned.The achievements of the Signalen project showcase the potential for successful replication of OSS,highlighting valuable insights and requirements for sustainable collaboration.The Dutch Association of Municipalities played a key role in the growth of the Signalen p

272、roject by bringing together municipal-ities and market providers,championing the merits of code reuse,and devising a cost-effective approach to OSS impementation and maintenance.Jacco Brouwer from the Duch Association of Municipalities commented that being able to clearly explain the total cost of o

273、wnership to prospect municipalities has helped persuade them of the projects value and benefits.Brouwer also underlined the critical importance of market service providers,which provide hosting and support services,for the success of the Signalen project.However,for more OSS projects like the Signal

274、en project to scale up,Brouwer argued that the public sector needs service providers to adapt their business models.“If public sector bodies start to focus on developing OSS,third parties need to change their IP-driven business models to service-driven models.A sustainable business model is a must;o

275、therwise,the market parties wont have an incentive to support the mission,and that makes the collaboration weak because we need the expertise and the operational power of market parties.”TOTAL COST OF OWNERSHIP:0,00 Signalen source code 15K Out-of-pocket implementation and consultancy services 10K Y

276、early hosting&support“Signalen as a Service”by a third party 40K/20K/12.5K/2.5K Financial contribution Signalen community(city size)29THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYConclusion and key recommendationsThis report has described how public sector organisations in Europe are leveraging

277、 OSS to propel policy agendas,bolster trust in digital public services,and generate societal value.Although challenges such as reusability,outdated procurement regula-tions,and ineffective implementation of laws exist,the report has illuminated key facilitators that drive OSS engagement in the publi

278、c sector,such as OSPOs,practical guidelines,and community support.By capitalising on these enablers,the public sector can speed up its OSS journey,thereby delivering innovative,cost-ef-fective digital solutions,whilst fostering a resilient and digitally sovereign future for Europe.Against this backd

279、rop,the next section offers a set of recommendations for the public sector to actively leverage OSS for the benefit of citizens and society.Shifting from using OSS to nurturing the OSS ecosystemWhile several governments have introduced policies or legislation encouraging OSS use and reuse,they often

280、 overlook the potential for contributing to or leading projects in the OSS ecosystem.Currently,the public sector lags in its OSS engagement;it is one of the sectors in Europe that contributes the least code to the OSS ecosystem.This must change in line with the ECs Open Source Strategy,which urges t

281、he public service to be ready to contribute and accept citizens contributions.Effective contribution channels include contributing code,funding OSS projects,and participating in a GAC if one exists.For example,by implementing a policy for upstream contributions,the public sector can become a more pr

282、oactive contributor,either directly or by procuring upstream development work from suppliers.Once upstream policies are in place,OSPOs are useful organisational levers to facilitate upstream contributions by building internal communities and capacity within public sector organisations.Actions taken

283、to facilitate OSS reuse can also enable collaboration and contributions to the OSS ecosystem.Kristo Vaher,the CTO of Estonia,recommends that public sector developers should,“only design,develop,and deploy what you know best,use and reuse everything else,and always design for more than just one user

284、or use case”.Before releasing OSS,developer teams should ensure they provide comprehensive documentation about the software and consider whether it is possible to release software in smaller modules,which ease reuse and development,suiting different contexts and needs.Investing in and empowering OSP

285、Os to lead the wayThe establishment of national and regional OSPOs is a crucial step towards bridging the gap between policymaking and practical implementation across various levels of government.OSPOs work with all team units within government organisations,enforcing open source policies and streng

286、thening open source governance 6.This can help organisations ensure compliance,mitigate open source security risks,and facilitate effective coordination between different governing bodies,ensuring a harmonious approach to open source engagement.Furthermore,OSPOs play a key role in identifying ways f

287、or organisations to actively contribute to the open source community,be it financially,technically,or through active participation.This not only serves the broader open source community but also offers organisations competitive advantages and increased productivity by way of feedback processes and l

288、earning from experienced developers in the community.Ambitions,ranging from the establishment of one OSPO in some countries to the establishment of an OSPO in every ministry in France,demonstrate the transformative potential of these entities.A more widespread implementation 30THE EUROPEAN PUBLIC SE

289、CTOR OPEN SOURCE OPPORTUNITYof this model could see profound advancements in open source engagement and development across Europe.Stewarding cross-constituency coordination to level up OSS in EuropeEnhancing cross-sector coordination in Europe is vital to bridging the existing divide between public

290、sector organisations,industry,and OSS communities and foundations.It is evident that the public sector needs to bolster its understanding and expertise in building and managing OSS.Taking inspiration from overseas,the advice is to create platforms similar to multi-stakeholder working groups that can

291、 effectively deal with critical issues such as cybersecurity.There is also an emphasis on careful orchestration of support mechanisms to prevent diverging efforts.The focus should be on developing a connective tissue that encourages community outreach and promotes the use of existing resources inste

292、ad of constantly starting from scratch.We need more case studies,prac-tical guidance,and facilitation of human-to-human connections for successful open source adoption and development across various sectors.Furthermore,theres an urgent need for aligning OSS funding bodies at the EU and member state

293、levels,along with establishing robust communication channels between these open source communities and policymakers.Exchanging expertise between policymakers and the OSS ecosystemThe untapped potential of open source is of strategic relevance to the digital policy agenda of the EU.Current legislativ

294、e proposals such as the CRA treat the OSS ecosystem and the software industry as one,even though they are separate entities with their own development and market entry dynamics.This conflation underscores the need for a better understanding of the collabo-rative development of OSS and its unique mar

295、ket entry dynamics.Engaging with open source communities can enhance policy-makers understanding of the unique dynamics and potential of the OSS ecosystem,significantly impacting digital policy decisions.OSS foundations and think tanks have a role to play in facilitating the exchange of expertise th

296、rough multi-stakeholder workshops and conferences to inform sound policymaking regarding OSS,building on existing initiatives such as OpenForum Europes annual EU Open Source Policy Summit.Europe can also look to the U.S.for effective models,such as CISAs multi-stakeholder working groups for software

297、 security.By adopting a cross-sector,collaborative approach to issues such as software security,involving stake-holders from the OSS community,Europe can strike an appro-priate balance between the need to improve software security on the one hand and understanding open source development cultures an

298、d practices on the other.31THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYFunding the maintenance of our open source digital infrastructureGovernments around the world increasingly recognise that OSS represents critical digital infrastructure and the need to do more to fund its development,mainte

299、nance,and security sustainably.While the private sector has historically been the largest funder of the open source ecosystem,government interest and involvement in funding OSS have increased in recent years due to concerns about digital sovereignty and software security.Germanys STF is a notable ex

300、ample,taking concrete steps to financially support critical OSS projects that governmentsnot just the German governmentand the wider global digital economy depend on.However,this is just the start.We require a wider range of actors to invest in OSSand better coordination of these fundersto collectiv

301、ely maintain our open source digital infra-structure.This shift towards diversified and long-term funding is necessary for the stability and sustainability of open source digital infrastructure.Supporting digital sovereignty but avoiding regional fragmentationAcross Europe,OSS is championed as a key

302、 enabler of digital sovereignty,empowering governments to reduce dependencies on foreign software providers and to maintain control over their digital infrastructure.While openness stands as a pivotal mechanism to achieve digital sovereignty,for the E.U.to realise the benefits of the open source eco

303、system,it must encourage global collaboration and avoid regional fragmentation in the OSS ecosystem.Proposals advocating the creation of OSS by Europeans for Europeans could stifle valuable collaboration on global issues.Instead,we must champion an inclusive and collabo-rative approach that traverse

304、s geographical boundaries and,like a rising tide,benefits all stakeholders in the global OSS ecosystem.32THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYResources for public sector engagement with OSSOSS observatories The Open Source Observatory(OSOR):The ECs OSOR is a trustworthy observatory that

305、 provides FOSS expertise and information as well as serves as a middle ground to connect European public administrations with other relevant stakeholders.Its Knowledge Centre gives you access to key information published by the OSOR as well as external resources to learn more about the development o

306、f OSS.Its OSPOs and OSS Governance page aims to help public administrators set up their own OSPOs and encourage them to share their experiences,while its Cities and Regions page provides a comprehensive guide for cities considering or already using open source solutions,providing valuable insights,t

307、estimonies,and lessons from local administrations.From OSS use to contributions LF resources on OSPOs:To guide organisations on their OSPO journey,resources from the TODO Group offer guidance regarding OSPOs,such as a glossary,guides,mind map,or 101 course.The Fintech Open Source Foundation(FINOS):F

308、INOS provides a number of resources that support organisations in the financial services sector to engage with and contribute to the OSS ecosystem.Resources include the Open Source Body of Knowledge(OSBOK),a collaborative project aimed at developing a comprehensive body of knowledge on OSS and its e

309、cosystem;the Open Source Licence Compliance Handbook,which provides information on how to comply with some common open source licences under a specific set of use cases;and an OSS policy template,which includes sample provisions governing the use of OSS and contribution to OSS projects.Examples of O

310、SPOs or similar bodies in Europe The EC:The EC OSPO was created in 2020 as the first concrete action of the latest OSS Strategy for 2020 to 2023.It acts as a facilitator for activities outlined in the strategy and the action plan guided by six principles:think open,transform,share,contribute,secure,

311、and stay in control.Czech Republic:In 2022,the Czech government published the Brno Open Source Declaration,which set out the next steps for the creation of the Czech national OSPO.Through its national open source portal and multiple projects,the Czech Republic has managed to better organise its use

312、of open source in public administration.The Declaration builds on those past efforts from different public and civil society actors to move towards a more organised form of open source governance,a national OSPO.Denmark:The OS2 community is a collaboration among public authorities that want to creat

313、e,share,and maintain open source solutions with the help of private IT suppliers.It is their philosophy that using open methods and sharing software can solve the common needs of the public sector in collaboration.Germany:The Centre for Digital Sovereignty(Zentrum fr Digitale Souvernitt)is a central

314、 coordinating body for the promotion of OSS in the public administration in Germany.France:The Free Software Unit is driven by Etalab,a department of DINUM.It is responsible for open source policy and leads the OSS and Digital Commons Action Plan,both created in 2019.The Free Software Unit has also

315、been part of creating the Digital Republic Bill,which created the“open by default”principle for data within the French government.33THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITY Italy:Established in 2016,The Digital Transformation Team(Team Digitale)exists to build the“operating system”of Italy

316、,a series of fundamental components on top of which the public sector could build simpler and more efficient services for the citizens,the public administration,and businesses through innovative digital products.Team Digitale supports a community of developers who design and code Italian digital pub

317、lic services and guide the(re)use of OSS within the Italian public sector.Examples of public sector funding for OSS STF(Germany):The STF supports the development,improvement,and maintenance of open digital infrastructure.Its goal is to sustainably strengthen the open source ecosystem.It focuses on s

318、ecurity,resilience,technological diversity,and the people behind the code.Horizon Grants(EU):Horizon Europe is the EUs key funding programme for research and innovation,with a budget of EUR 95.5 billion.Next Generation Internet(EU):Next Generation Internet is an EC initiative that aims to shape the

319、development and evolution of the Internet into an Internet of Trust.With an initial EC investment of EUR 250 million(20182020)and EUR 62 million(20212022),it has already supported around 1,000 Internet researchers and innovators involved in many hundreds of projects in the areas of Trust and Data So

320、vereignty on the Internet;Trustworthy Open Search and Discovery;Internet Architecture and Decentralised Technologies;and enhanced EU-U.S.and EU-Canada cooperation and collaboration.Examples of inter-regional collaboration U.S.-EU Transatlantic Tech Council(TTC):The U.S.-EU TTC aims to promote U.S.an

321、d EU competitiveness and prosperity and the spread of democratic,market-oriented values by increasing transatlantic trade and investment in products and services of emerging technology,strengthening our technological and industrial leadership,boosting innovation,and protecting and promoting critical

322、 and emerging technologies and infrastructure.We plan to cooperate on the development and deployment of new technologies based on our shared democratic values,including respect for human rights,that encourage compatible standards and regulations.Exchanging expertise between policymakers and OSS comm

323、unities OpenForum Europe(EU):OpenForum Europe is a not-for-profit,Brussels-based independent think tank that explains the merits of openness in computing to policymakers and communities across Europe.It also hosts an independent global network of OpenForum Academy Fellows,each contributing significa

324、nt innovative thought leadership on core topics,to provide new input and insight into the key issues that impact the openness of the ICT market.OpenForum Europe works closely with the EC,the European Parliament,and national and local governments.Open Policy Alliance(U.S.):The design of the Open Poli

325、cy Alliance is to bring nonprofit organisations together to participate in educating and informing U.S.public policy decisions related to OSS,content,research,and education.34THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITY CISA(U.S.):CISA convenes multi-stakeholder working groups on software secu

326、rity,which to date have developed many resources for software security,including for SBOMs,and it has organised events to facilitate exchange between diverse members of the software community,including the 2023 SBOM-a-rama.Examples of publicprivate sector OSS collaboration OWF GAC:The OWF GAC advise

327、s the OWF Governing Board on various policy issues that impact the future of digital wallets development and regulation.The OWF GAC is a forum for discussing government policy interests and concerns;it facilitates information sharing and lessons learned from the various jurisdictions,enables a const

328、ructive dialogue with the OWF private sector members,and explores ways to better bridge the private sectors innovation with the expectations and requirements of governments.Governments around the globe regional,provincial,state,and local public authorities and intergovernmental organisationsparticip

329、ate in the GAC,catalysing an internationally aligned ecosystem that offers trusted,open,and inclusive tools for a safe and sound global economy.ICANN GAC:The ICANN GAC serves as the voice of governments and international governmental organisations in ICANNs multi-stakeholder representative structure

330、.Its key role is to provide advice to ICANN on issues of public policy,especially where there may be an interaction between ICANNs activities or policies and national laws or international agreements.35THE EUROPEAN PUBLIC SECTOR OPEN SOURCE OPPORTUNITYReferences1 S.Herpig,Fostering Open Source Softw

331、are Security Blueprint for a Government Cybersecurity Open Source Program Office,Stiftung Neue Verantwortung,Berlin,Germany,May 2023.Online.Available:https:/www.stiftung-nv.de/en/publication/fostering-open-source-software-security2 J.Linker,G.Robles,D.Bryant,and S.Muto,Open Source Software in the Pu

332、blic Sector:25 Years and Still in Its Infancy,IEEE Softw.,vol.40,no.4,pp.3944,Jul.2023,doi:10.1109/MS.2023.3266105.3 C.Eberhardt,G.Odds,and M.Dunderdale,World of Open Source:Europe Spotlight 2023,Linux Foundation,Sep.2023.Available:https:/www.linuxfoundation.org/research/world-of-open-source-eu-2023

333、;and C.Eberhardt,G.Odds,and M.Dunderdale,World of Open Source:Europe Spotlight 2022,Linux Foundation,Sep.2022.Available:https:/www.linuxfoundation.org/research/world-of-open-source-europe-spotlight4 European Commission,The European Commission adopts its new Open Source Software Strategy 2020-2023,Directorate-General for Informatics,European Commission,Brussels,Belgium,Oct.2020.Accessed:Apr.13,2023