We’re not so Different After All: Touch Points in Open Gov Approaches Preferred by Internal Partners

In our first open government series we talked about how intermediate goals (which reside between the temptation to go straight to “cool tools” and the overall vision of “government as a platform”), are critical to focus on when developing an open government strategy for an Agency that will ultimately help them achieve their mission better. This series drives at another challenge that practitioners face in creating robust open government strategies: who to engage in the leadership of the effort and how to get those people talking the same language. We do this by:

(1) Laying out the motivations and approaches that individual offices would likely take in developing their pieces of an Open Gov strategy; (2) Suggesting some bottom line recommendations for those offices the equip them to be the best possible partner; and (3) Synthesizing those approaches into a common language that can help all the right people work together from the beginning.

The goal of this series is to help make the case for convening as step one an interdisciplinary leadership team to develop an Agency’s Open Government strategy.

Often offices don’t communicate because they believe their processes don’t complement one another. However, this series will demonstrate that all the essential partners aren’t so different after all, and though they may have different terms and general approaches, they share many of the same concerns, requirements and motivations. We will highlight the following offices and their drivers in the coming weeks:

(1) Program Offices (Posted 10/6/09) (2) Office of the Chief Information Officer (OCIO) (Posted 10/8/09) (3) Office of General Counsel (OGC) (Posted 10/15/09) (4) Office of the Chief Financial Officer (OCFO) (Posted 10/21/09) (5) Chief Technology Officer (CTO) (Posted 10/23/09) (6) Policy Development Office (Posted 10/26/09) (7) Office of Public Affairs (OPA) (Posted 11/3/09) (8) Human Resources (HR) (Posted 11/10/09)

Please let us know any feedback and whether or not you think any other offices/approaches should be integrated as well. This series will hopefully help practitioners get to “step one” in their open government effort: convening the right people at the table to support the development of a robust and implementable strategy.

(Note: Originally posted on the Phase One Consulting Group, Government Transformation Blog when I was an employee there. www.phaseonecg.com/blog)