open government – The Democracy Kitchen

This article originally appeared in STATESCOOP

Commentary: Opening data isn’t at odds with IT security, but supports it, says the executive director of the National Freedom of Information Coalition.

With governments focused on tighter security measures surrounding sensitive data, now is an opportune time to adopt reforms that also remove obstacles to open public records and improve access.

Updating open government laws, and reforming policies and practices can yield numerous benefits — economic and political — and free resources to focus on malicious cyberattacks and ongoing data security.

State and local governments face a real threat from hackers infiltrating government IT systems and accessing personal and sensitive information. State CIOs, once again, identified security as their top priority in the National Association of State Chief Information Officers’ Top Ten list for 2019.

However, the government must provide ongoing access to public records that is distinct from its responsibility to prevent illegal access to private information.

The best way to enact reforms is for government to take a holistic approach to the way public institutions manage transparency and public records. With better legislation and administrative guidelines, agencies can vastly improve access to public records and meet the growing challenge of digital public records as they are created. Here are four ways to make government more open:

Disclose proactively

This is the act of releasing information before it is requested (or shortly after it is). Public records such as meeting minutes, reports, schedules, and data sets can be posted to an agency’s website or centralized in a designated online public records repository. The source can be a government server or one managed by an external third party through cloud services, as cited in the NASCIO survey to address growing data storage.

Improve training and education

Time is money. So are costs associated with litigation which, unfortunately, is sometimes the result of poor FOI administration. Better and ongoing training and education of employees can increase agency efficiency and lower admin costs.

Adopt professional standards and best practices

Fulfilling open records requests is a daily task. However, most agencies treat public records requests as a distraction or an “add-on” to their programs and services. Developing behaviors to increase proficiency and decrease expenses can be replicated in other agencies, such as tracking time and costs to process requests and maintaining a log of agency responses.

Change the culture

Advance an internal mindset that addresses open records fulfillment as a public service responsibility, not a distraction. Quantify it as a line item on the budget. After all, it is the law.

Viewing their role as a steward and facilitator, government agencies can secure public information without restricting it. This creates both financial and political benefits by increasing responsiveness, accountability, and trust while focusing more resources on securing protected information.

locked

I recently delved into Mark Headd’s insightful blog post, “Don’t Hang Any Pictures,” where he imparts wisdom to those steering open data programs in local governments. He provides a practical list of “Do’s” and “Don’ts,” serving as a compass for smoother and more successful project implementation. As the title suggests, his central advice revolves around avoiding complacency. I’ll add another one: Incrementalism (think tortoise in the “Tortoise and the Hare.)”

In my 13 years of experience within local government, coupled with a career in public administration, I’ve come to recognize the significance of incrementalism. It’s not just a strategy; it’s a way of life within the governmental realm. You can push or pull as much and as hard as you like, but there will be limits in all directions no matter how determined or how gifted you are. Why do you think they call the government an “institution?” Regardless of determination or skill, pushing or pulling too hard encounters limitations inherent in the bureaucratic nature of government.

Moving in increments frustrates public administrators, legislators, and citizens. And it’s also deeply woven into the fabric of our democracy. The tension between the desire for swift change and the reality of incremental progress has been a defining characteristic of our government.

While some embrace incrementalism as a key to a successful public sector career, others resist or revolt, leading to premature exits from government service. Others, still, adopt the bureaucratic characteristic of incrementalism to piece together complacent, yet lack-luster careers in government characterized by lowered expectations and initiative, and a don’t-rock-the-boat mentality.

Elected officials face an additional layer of complexity, given the limited timeframe of their terms. Major initiatives, such as community revitalization projects, often span multiple administrations, demanding strategic planning to ensure continuity and dedicated resources over an extended period.

Integrating communication and information technology into government projects, particularly initiatives like opening data to the public, has to be the greatest challenge. Capping the speed and flexibility of electronic information and communication and applying rigid, even restrictive guidelines to its access and content in an environment known for moving slowly.

This challenge is keenly felt by CIOs, CDOs, and MIS professionals tasked with open data initiatives, facing the delicate balance of moving at the right pace, which may not always align with the elected officials’ or the public’s expectations.

Doug Robinson, the director of NASCIO, a boutique national organization of state and territory government CIOS, can attest to the ever-changing landscape of senior leadership positions within top IT positions. The turnover within this role is unparalleled, reflecting the dynamic nature of the challenges they confront.

Headd’s advice to “not get comfortable” and to recognize the temporary nature of public service is a sad reminder. While this may be true in certain cases, government IT professionals should not assume that short tenures are inevitable. Success in one administration can lead to opportunities in another, presenting an opportunity to contribute their knowledge and expertise to new open data challenges.

In conclusion, embracing incrementalism is not a concession to inefficiency but a pragmatic acknowledgment of the intricacies within the governmental machinery. It requires a delicate balance between pushing for progress and respecting the established processes, ensuring that the journey towards open data initiatives is both sustainable and impactful.