Information Technology Reference
In-Depth Information
facilitate the progress of initiatives agreed upon in consultations clearly
adds impetus for effective implementation of changes proposed.
Taking such opportunities for high level strategic consultations would
seem to offer a powerful way of exploring the issues and proposals raised in
this topic. In particular such consultations would test the level of interest,
and, potentially, achieve the buy-in and positive backing of many relevant
stakeholders. These would be essential prerequisites for beginning a move-
ment of sufficient standing and influence to begin to shift the focus of ICT
design. Participants in any such event would need to include thought leaders
from many domains. Examples of relevant domains include government,
government agencies such as the Audit Commission in the UK (e.g. authors
of the Comprehensive Performance Assessment guidance for government)
,
industry - especially the telecoms industry, professional bodies such as the
British Computer Society, other institutions representing designers, acade-
mia, the voluntary sector and other groups representing members of the pub-
lic. It would be for the participants to debate the issues to decide whether
action should follow and what form any action might take.
10.4 Enabling the Transition
Assuming there is sufficient support to take up the challenge to shift the
focus of ICT design to incorporate citizen engagement, then utilising num-
erous channels and mechanisms for promoting and facilitating change be-
comes possible and necessary.
Enabling the transition will require change at several levels. For institu-
tions there are many changes to achieve in the culture of IT departments,
mindsets of software developers, education and training of IT profession-
als, accreditation and so on. With regard to citizens, participation and en-
gagement are not familiar activities for many. Building capacity to equip
citizens to contribute effectively will be an important function which
Government will need to fund. This will be considered briefly in section
10.5 where the role of government in this venture is outlined.
10.4.1 Institutionalizing the Changes
'Know-how' is readily available to achieve the changes that are urgently
needed. A great deal of good practice in participation strategies and the
management of change has been documented in Chapters 8 and 9. Utilis-
ing the ideas and research findings presented in this topic implies vision,
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