No 1: Towards Interactive Government

The communication revolution that we’ve undergone in recent years has two big impacts:

  • It changes what’s possible. It makes creating networks between people across organisations easier; it opens new ways for communication between citizens and state; it gives everyone who wants it a platform for global communication; and it makes it possible to discover local online dialogue.
  • It changes citizen expectations of government. When I can follow news from my neighbour’s blog on my phone, why can’t I get updates on local services on the mobile-web? When I can e-mail someone across the world and be collaborating on a document in minutes, why is it so hard to have a conversation with the council down the road? And when brands and mainstream media are doing interactivity and engagement – why are government departments struggling with it so much?

Right now, government is missing out on significant cost saving and service-enhancing benefits from new forms of communication and collaboration. But the answers are not simply about introducing new technology – they are to be found in intentional culture change: in creating the will and the opportunity for interactive government.There are three things we need to focus on:

  • Culture change. Although there are pockets of interactivity breaking out across the public sector, it’s often counter-cultural and ‘underground’. Most staff feel constrained to work with tools given to them by IT departments, and to focus on official lines more than open conversations. Creating a culture of interactivity needs leadership from the top, and values that everyone can sign up to.
  • Removing the barriers. There are literally hundreds of small daily frustrations and barriers that can get in the way of interactive government. It might be the inability of upload a photo to an online forum (interactive government has human faces…), or consent and moderation policies that cover everyone’s backs but don’t allow real voices to be heard. Instead of ignoring these barriers, we need to overcome them – to rethink them within an interactive culture that can make dialogue and change a top priority.
  • Solving tough problems. Public service is tough: it has to deal with political, democratic and social pressures that would make most social media start-ups struggle. We need to think hard about how interactive technology and interactive ways of working play out in the tough cases that the public sector deals in every day.

The Interactive Charter is a project to explore how exactly we go about making government into interactive government. It’s got three parts:

  • Creating a pledge – The ‘Interactive Charter’ will be a clear statement that any organization (or senior manager within an organization) can sign up to say something along the lines of “I want my organization to get interactivity; and I’ll commit to overcoming the barriers to interactive ways of working”. With a promise and commitment from the top removing the barriers should get a lot easierOf course to just hand down a pledge wouldn’t be very interactive, so we’re drafting it on Mixed Ink.
  • Naming the problems…and overcoming them – We’ve already made a start over on the Interactive Charter wiki, but we would love you to join in suggesting practical challenges, and practical solutions, to interactive and digital working in government.
  • Putting it into practice – We want to pilot the approach: getting top-level support, and removing the barriers to interactivity from the ground up. Could your organization be part of that?

So, if you’ve got a vision for more interactive government, you can share it by redrafting the current pledge. And if you’ve faced or solved problems around interactive government, help shape the body of knowledge around each of the barriers and their solutions on the wiki. Of course, you could also just drop in comments over on the Political Innovation blog…

About Tim Davies

Tim Davies is an independent researcher and director of Practical Participation. As well as the Interactive Charter project he is involved in exploring open data and supporting the informal education sector to use social media effectively.
This entry was posted in Essays and tagged , , . Bookmark the permalink.
  • http://twitter.com/garfen Gary Fenton

    Really good bullet points, especially the 2nd one. But I don’t think local government have the human resources to enter into either light weight chats or heavy discussions with the public if it were made easy using social media tools and such like. They can just about cope with the current public routes in – email, phone and letter.
    Making it easier for the public would see more people making contact with the council and more frequently too. (Which I agree would be very good news for the public if responses came back almost as quickly as they were submitted.) How would local government handle that without hiring more staff (tut-tut!) or completely retraining them, teaching them how to work faster and smarter? Perhaps they would consider outsourcing to an Indian TweetCentre. ;-)

    • http://twitter.com/timdavies Tim Davies

      Hey Gary.

      Sorry for the slow reply – only just seen your comment.

      There is definitely an expectations management question to be asked. I think one part of the answer lies in Mayo and Steinberg’s suggestion in The Power of Information report that councils create space for peer-to-peer dialogue – not just citizen-council dialogue.

      It is an interesting point that for effective interactive government, we’ll need (a) government to be honest about what it can and can’t do (part of the culture change question); and (b) many of the mediating institutions that help turn public debate into political discourse to become more interactive too…

  • Pingback: PI no. 7: Breaking the monopolies that control the way schools are designed | Left Foot Forward