It’s been 12 years since the U.S. government went online, writes Robert D. Atkinson in Public CIO Magazine. The first stage of e-government meant a passive presence on the Web based on information, but not citizen interaction. The public sector evolved to the second stage: developing web applications that allowed individuals to interact with government, such as paying parking tickets and renewing drivers’ licenses.

But most governments have been slow to move to the third stage of e-government — creating functionally oriented, citizen-centered Web presences by breaking down bureaucratic barriers. Too often, existing e-government applications are user-unfriendly, designed around agencies’ needs rather than citizens’.

Some in government have pushed hard to get to stage three, but all too often, they’ve faced stiff resistance. By their very nature, governments have a hard time building applications that link together multiple agencies and programs, and an even harder time linking applications that cut across levels of government.

Few agencies see their job as helping users solve problems or access information, including information from other related agencies, other levels of government and even private-sector players. Rather, the default attitude is to present only their agency’s information and applications. As a result, it doesn’t appear that governments acting alone will any time soon make the kinds of fundamental changes needed to bring about true citizen-centered e-government.

Government and the private sector have already engaged in successful partnerships in numerous areas. One of the most widely used is tax preparation and filing. [...]

It’s time to build on this model by empowering for-profit and nonprofit organizations to help citizens and businesses interact electronically with government, particularly in areas that are inherently complex or involve cross-agency and cross-government functions.

To do this, governments must think of themselves less as direct providers of e-government services and more as enablers of third-party integrators that tie together multiple agencies across multiple levels of government to package information, forms, regulations, and other government services and requirements in user-friendly ways.

Moving to this model has the potential to dramatically boost the uptake of digital government services, cut costs for both government and users, and make the experience of dealing with government less frustrating. Intermediaries can play a key role in two kinds of tasks: building and operating function-based portals, and creating digital integration tools.

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Engagement and co-production will grow only out of a deeper, richer understanding of how services relate in practice to people’s everyday lives.

Drawing on the principles and practices of the emerging discipline of ‘service design’, this pamphlet by Demos, the UK ‘everyday democracy’ think tank, argues that the common challenge which all service organisations face is how to create more intimate and responsive relationships with their users and customers.

Drawing on over 50 interviews with service innovators from the public, private and voluntary sectors The Journey to the Interface makes the case for a fresh approach to public service reform – an approach that is less about competition and contestability, and more about closing the gap between what people want and need, and what service organisations do.

From cleaning the streets to checkouts, from looking after our elderly parents to selling us holidays, more than 20 million people in the UK work in the service sector. The so-called ‘service economy’ now makes up 72% of our GDP. And while most of us work in service; all of us depend on it for many aspects of our existence. The giving and receiving of service has become an unmistakable part of everyday life. But this expansion of the service sector has not heralded a service revolution. Too often people’s day to day experiences are alienating and frustrating.

The pamphlet argues that service design can offer policy makers and practitioners a vision for the transformation of public services, as well as a route to get there. It outlines an agenda for action which spells out how service design approaches can be applied systemically.

Download pamphlet (pdf, 2.8 mb, 118 pages)

Planning Portal is not only a successful example of technology enablement in service delivery but could prove to be a tremendous asset for local authorities in their quest to develop and deliver citizen centric services, says eGov monitor.

Just under two years ago, the [UK] Government unveiled its ambition to develop a world class e-Planning Service which would deliver new, more efficient ways of enabling the community to engage in a shared vision for their local area.

This new service would also enable access to high quality, relevant information and guidance as well as streamlined processes for sharing and exchanging information amongst key players.

Since then, e-Planning has made significant progress towards meeting its goals, and it has been recognised as one of the major successes of technology aided service delivery. This is especially true for the Planning Portal, which continues to improve itself and has been recognised through numerous awards.

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The costs of health care have gradually been passed along to the end user; more and more, the information needed to manage our health is within easy reach as well, on the Internet.

The European Union, for instance, last month opened Health-EU Portal, an Internet gateway to reams of data and references on topics from alcohol to toy safety.

While what the site offers is certainly authoritative, don’t be misled by the consumer-friendly labels on the main page, like “My Health” and “My Lifestyle.” For the most part, within these categories you will not find personal health guidance but links to research data, rules and regulations or policy and process information.

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“Technology and the Internet are changing democracy in America. We envision this site as one hub for the conversation already underway between political practitioners and technologists, as well as anyone invigorated by the potential of all this to open up the process and engage more people in all the things that we can and must do together as citizens.”

“Over the coming weeks and months, we are going to experiment with various ways of nurturing and expanding this conversation, ranging from blogging to investigative journalism, interviews, profiles and guest columns. The focus is going to be on new tools, processes, uses and trends–not on scoring partisan political points. We value your input and ideas.”

More Perfect is an interesting new site for collaboration on policy prototypes. Built on MediaWiki, the site allows anyone to add or change issues or policies. For example, you can rewrite the United States Constitution, and you can question/discuss changes or additions. This is potentially a great tool for evolving policy with a high degree of openness, transparency, and citizen participation.

In the words of More Perfect’s co-founder and CEO Tim Killian “We want to become the place were people gather to discuss, improve and create better laws and public policy. More people. More ideas. More perfect.”

More Perfect has just announced its first direct partnership, with the People’s Waterfront Coalition (PWC) in Seattle to facilitate citizen involvement in a “transit and streets” proposal for replacement of the Alaskan Way Viaduct. There are sections for defining the problem, setting goals, and determining a plan for action. Much of the content already on the site focuses on Seattle and Washington State, but there’s sections for all states to have voters’ guides and townhalls. The site also integrates a WordPress blog and phpBB forums.

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