Two recent contrasting views of what we in the UK euphemistically, and probably unhelpfully, call eGov:
Ian Kearns of the IPPR defends some successes in the project(s) thus far, in The Guardian.
I went to the iSociety event on SmartGov recently, at which Ian Kearns spoke. I found the event fascinating and depressing in equal measure, reminding me of the beleagured atmosphere and low calibre of thinking and ability I encountered when I worked in local government IT projects (and not just mine). To me, looking round the room at the iSociety event - and this is going to sound horrendously arrogant - I saw the same kind of people, saying the same kind of things. Nothing about how to actually build a popular public service website or digital service. And it's surely the general lack of skill and knowledge as to how to build genuinely popular public websites that will hold back the government's attempts here, as much as anything.
Even without the chequered history of goverment-led IT projects, I just do not believe that the current administration - I mean at all levels, from central through to local IT and information departments - is intellectually equipped to deliver. I don't mean they're thick - just, coming as they do from a traditional IT background, not experienced enough in, say, user experience design, information architecture, interaction design - whatever we want to call what goes on in informational product design these days.
While there are increasingly smart people in the government's strategy units - which is to be welcomed - until there's a root and branch upheaval of staff employed in these areas, or some serious 're-training', the level of thinking, the level of skill, the level of experience in building popular informational products is just not there. Compare the Inland Revenue site - which I attempted to use to do my tax return and gave up - with genuinely popular public sites such as Liverpool FC, Eastenders, BBC Radio 1, AOL Blogs, Google (add your current favourite here). Hardly comparing like with like in terms of content, but they just feel like two entirely separate industries at this point, and a little cross-fertilisation would surely help - which is kinda what Louise Ferguson is alluding to.
I don't think it's a question of investment or finance. That is there. As with all local government work in the UK, the problem is making this area of work appear worthwhile and potent, such that talented professionals are tempted to work there.
