Transparency and Openness in Government

In my work with a variety of Federal Government clients over the last several years, I have noticed the desire for more transparency and openness at many organizational levels. Organization leaders and members have become aware of the negative impact to organizational operations and morale when important decisions impacting the organization are handed down without setting out cogent reasons or made without some forum for input, clarification and feedback.

I am heartened by President Obama's "Memorandum For The Heads Of Executive Departments And Agencies" which sets out his goals for a more transparent and open government. The President stated, "We will work together to ensure the public trust and establish a system of transparency, public participation and collaboration." The initiatives by the Obama Administration are very timely for organizations that already recognize the improved performance and organizational well-being that can result.

In elaborating on these three elements of transparency, participation and collaboration, President Obama set out the following in his Memorandum.

"Government should be transparent. My Administration will take appropriate action, consistent with law and policy, to disclose information rapidly in forms that the public can readily find and use."

"Government should be participatory. Executive departments and agencies should offer Americans increased opportunities to participate in policymaking and to provide their Government with the benefits of their collective expertise and information."

"Government should be collaborative. Executive departments and agencies should use innovative tools, methods and systems to cooperate among themselves, across all levels of government, and with nonprofit organizations, businesses and individuals in the private sector."

Progress Thus Far

A description of some of the work that has been taking place with regard to transparency and openness occurred this week at a meeting held under the auspices of the organization OpenTheGovernment.org The meeting was held in-person and virtually, via WebEx. I attended the WebEx session.

The three speakers at the event that I attended spoke about recent progress and current issues and then took questions from the floor and via the Internet. The speakers, who have been intimately involved in formulating the Administration's policies and agendas, were Beth Noveck, Director of Obama's open government initiative; Dan Chenok, a member of Obama's Technology, Innovation and Government Reform transition team; and Katherine McFate, Program Officer for government Performance and Accountabillity in the Ford Foundation's Governance Unit.

The various presentations provided information about the Administration's efforts to create more transparency and openness in government. A site has already been set up to provide transparency with regard to bailout funds. This is Recovery.gov. This site will enable citizens to track money that is spent. Another site, Data.gov will soon be launched and will deal with how the Federal Government pushes out information.

There is thinking about how to get government services embedded in vehicles like Facebook. There are discussions about how to bake technology into the DNA of government in ways that will provide greater transparency. There are issues to address in terms of how to have collaboration across government silos that will enable experts to find each other across government. There is a desire to encourage early and effective participation as has been the case at the Environmental Protection Agency. There is a desire to shine a light on what has been working.

A most significant step that relates to the initiative by the Obama Administration is the development of "Core Principles For Public Engagement." These principles are being developed collaboratively in the Public Engagement Principles Project by members of leading public engagement organizations. The draft that I have is dated March 10, 2009. It lists seven core principles.

Core Principles For Public Engagement

1. Preparation: Consciously, plan, design, convene and arrange the engagement to serve its purpose and people.
2. Inclusion: Incorporate multiple voices and ideas to lay the groundwork for quality outcomes and democratic legitimacy.
3. Collaboration: Support organizers, participants and those engaged in follow-up to work well together for the common good.
4. Learning: Help participants listen, explore, and learn without predetermined outcomes - and evaluate for lessons.
5. Transparency: Promote openness and provide a public record of the process, resources, outcomes and people involved.
6. Impact: Ensure each participatory effort has the potential to make a difference.
7. Sustainability: Promote a culture of participation by supporting programs and institutions that sustain quality public engagement.

By taking the chapter and verse that is set out under each of these core items, one can arrive at a vision of a desirable future of transparency and openness in government.

Desirable Vision For Transparency and Openness In Government

Relevant stakeholders are engaged along with conveners and process experts in the planning and organization process as part of the preparation for any event - large or small.

Special effort is made to enable normally marginalized, silent or dissenting voices to meaningfully engage as part of the effort of inclusion. Participants are given the opportunity to grapple with data and perspectives that fairly represent different sides of issues. The comments of each are welcomed, heard and responded to. Fundamental differences are both clarified and honored.

Public officials, ordinary people and other interested parties are involved as equal participants in conversations where differences are explored rather than ignored and where a shared sense of a desired future can emerge. In this sincere collaboration, input is obtained prior to decisions being made.

Skilled facilitators encourage everyone involved to share their views and listen and be curious in order to learn things about themselves, each other and the issues before them. Participants and leaders take away new skills and approaches to resolving conflicts, solving problems and making decisions. Careful review and evaluation improves subsequent engagement work. There is learning at many different levels.

Relevant information, activities, decisions and issues that arise are shared while respecting privacy. This transparency is furthered by planners, facilitators and participants with official roles who are straightforward, concerned and answerable.

People can see that their engagement has had an impact. Engagement is meaningful, influences government decisions and empowers each as individuals and collectively to act effectively and impact the world around them.

The sustainability of the effort is furthered because each new engagement is linked intentionally to existing efforts and institutions. Participants gain knowledge and skills in democratic methods of involving people, making decisions and solving problems.

What do you think about this new initiative and the impact that it might have?