In order to understand what government's customers - the electorate - are saying, we need to understand why they are so angry in the first place.
First of all, the public is saying that they just don't trust government. They don't trust politicians, and more importantly, they don't trust government programs to get the job done. I don't believe the public is trying to suggest that there is no work that is appropriate for government to do, they just want to see results. Where does this extraordinary level of distrust come from? A perceived lack of effective and responsive services from all levels of government.
There are many efforts underway to improve service to the citizen, and some real improvement has been made. But those service levels are improving at an inconsistent pace and very late in the game. The middle class is afraid because of its falling standard of living, afraid of losing jobs.
With this insecurity about their own financial situation, and the perception that social problems are worse than ever despite big expensive programs designed to improve them, people are saying: "No more!"
Public policy has become the realm of the wealthy and organized special interests. Every public agency has a constituency that supports its mission. Those constituencies are, in turn, served by that agency. Teachers' unions and departments of education, human service agencies and service providers are some examples. The typical American not only feels cut out of the process, but they actually have less of a voice in policy-making than these special interests.
After 40 years of Democratic control of the federal purse, and of state governor's seats, the Republicans now have a mandate to change the way government works. The challenge for the Republicans is that change is difficult. But the urgency for effective change is real. Haves and have-nots threaten a great polarization in our society. I believe that the Republicans will respond by moving programs closer to the people.
First of all, that is the Republican Party's natural inclination, to shrink the federal government with a preference to the states. This natural preference was reinforced after the last election by the capture of so many governorships and state houses by their own party.
That means that those responsible for executing at the state level have the responsibility for creating real social change. The skills necessary will include the ability to analyze end-user requirements (citizens mostly), to do effective process analyses to develop more effective service delivery regimens, and to provide feedback and effective measures that prove that the new programs are making a difference.
These skills are those of the information systems professional. Technology will most definitely be one of the primary implementation vehicles of real social change. Large-scale information systems are risky projects, and building new programs around high tech service delivery is a risky business.
The Challenge
Public sector IT professionals must step up to this challenge. The public has got to learn to trust them to do what is promised. Don't make false claims about delivery dates - or risk - to the political leadership in order to get your projects funded. Don't just defend a program because it is yours. Don't defend your own agency's right to data, because it's yours. What we need from the public sector IT professional is an attitude that good is not good enough, that each has a mission. No public sector professional entered public service for money or for glory. Most believe that government can make a positive difference in people's lives.
Government is important. It is the responsibility of public sector information technology professionals to respond to the cry of the public. Those who work in state and local governments will have a chance to make a difference. Don't abuse this public trust by looking out solely for your agency, your program or even your career. Focus on what you can do to make a difference. Be sure to plan thoughtfully, assessing risks realistically. Do good contingency planning. Develop effective partnerships with your private sector counterparts. Deliver top-of-the-line customer service. Strive for compliance with regulations - it is more effective than enforcement. Always focus on satisfying the real need.
The Bottom line is: Real change is possible, but not easily or quickly. The real challenge is yours, the public sector professional. Take up this cry from the electorate now, or watch your program budgets continue to dwindle and your ability to make a difference evaporate.
Larry Singer - an industry expert on strategic computing and a GT columnist - just completed a Senior Executive Fellow's Program in public policy development and management at Harvard's Kennedy School of Government.
