Category: Transparency

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Democracy Gov2.0 Governing Government Communication Journalism Local Government News Media public communications management Public Engagement Public Information Transparency

Educating the Public: A Brave New World

This is a reprint of a guest column I was invited to submit to Barrett & Greene Inc. published on 11/29/2023 (Adapted for the TDK blog, readers have the option between the “appetizer” version and the “main course” version.)

As an appetizer…

In a democracy, the news media’s vital role in disseminating government information faces challenges with the rise of social media. As technology transforms communication, government officials argue its advantages for efficiency, while journalists warn of unchecked government influence. Public trust in both government and news media compounds the issue. Acknowledging low trust levels, governments aim to engage residents through social media, with 55% of American adults using it for news. Caution is urged, advocating for greater coordination between public organizations and the media to ensure historic checks and balances endure. Recommendations for government managers include treating news media as constituent VIPs, using dedicated technology platforms for communication and information exchanges, and building media partnerships for informed public discourse to navigate challenges and uphold democratic principles.

As the main course…

Disseminating information about government and public affairs is a basic responsibility of the news media in a democratic society. The Founders believed it was important for a formal institution, independent of government, to have the responsibility to oversee, vet, and inform the public about government affairs and guarantee it constitutional protection.

However, with rapid advancements in digital communication, the landscape is changing. Social media supplements and at times circumvents the role of the traditional press as a means for state and local governments to get their messages across to a broad audience. This trend introduces new challenges and opportunities to inform, educate, and engage residents that impact government deliberations and policymaking. 

Many public officials argue that using these enabling technologies improves efficiency in delivering information to larger, more diverse populations they serve. The journalism community warns that when the government circumvents the news media, residents become vulnerable to government influence with unvetted information that may lack accuracy or contain slanted content. There are elements of truth to both perspectives.

Compounding the complexity of the issue are the historically low levels of public trust in both the government and the news media. In the context of a functioning democracy, acknowledging this reality becomes crucial in understanding the dynamics between the message and the messenger, and the public’s response. 

For the most part, the goal of governments is to inform and educate the residents they serve, and it’s not a surprise that they are increasingly inclined to meet the public on common ground. “The percentage of American adults who use social media for news, sometimes or often, is now at 55%,” according to Amy Mitchell, the Pew Research Center’s director of journalism. That’s up from the presidential election of 2016 when 42% of adults received at least some news from social media.

Enabling technologies present opportunities to expand the dissemination of public information, but caution must be taken. Government managers can play a pivotal role in enhancing the quality of public information and education. Here are three recommendations that advocate for cultural shifts within public organizations –which are never easy:

1. Treat the news media as a VIP member of your constituency.  Proactively utilize technology to work with the traditional news media in disseminating information to the public about your agency’s programs and policies.

Consider your department as one of many digital entry and dissemination points to the media and the public. Go from an information gatekeeper to an information gateway using technology to stream relevant content to a wider audience.

Work with your communication manager to build relationships with journalists through regular media briefings and position yourself as a point of contact for media inquiries that address your span of control within the administration.

2. Use a dedicated technology platform beyond social networks. A scalable, enterprise technology public engagement platform is essential to sharing information on a large scale. Each agency should have its designated portal providing easy access to information for the public and the media. 

Public engagement platforms benefit your agency and the news media in two ways. First, it is a proactive repository for information about your programs and policies the public and the media can easily access. Second, it serves as a collection point for public input and feedback. The information and exchanges amplify your message to a larger audience and can identify topics of interest the news media may want to follow up on. Your communications director and IT department are key internal partners.

3. Build news media partnerships for informed public discourse. Governments use public forums to inform residents about public policies and projects. The media’s role has been that of an observer. 

Partner with the news media to cosponsor public forums, both conventional and online, and share responsibility for managing public information and feedback. Each institution serves a different role and purpose as a public information provider. However, working together provides inclusive background and analyses which help build public support and trust and minimize misinformation. 

Be creative with the partnership in navigating community awareness around other critical public issues, such as misinformation education and digital media literacy campaigns.

The digital age has ushered in new challenges and opportunities for the primary institutional providers of public affairs information –the press and the public sector. While technological changes empower governments to play an increased role in information dissemination, trust must be preserved – a goal that is becoming ever more difficult.  

To restore public trust, both the government and the news media must build meaningful relationships with the residents they serve and with each other. Improving their roles as public information providers becomes the first and most crucial step in navigating the complexities of governing in the digital age while upholding the principles of democracy.

Categories
open government Public Records State Government Transparency

With cybersecurity hot, now is the time to open government

 

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:

  1. 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.

  1. 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.

  1. 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.

  1. 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.

Categories
Democracy Gov2.0 Governing open data open government Politics Transparency

Embracing Incrementalism: Open Data program managers need excellent peripheral vision

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.