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© Sheffield City Council 30/06/06

eDemocracy Training Manual

Sheffield City Council 2 30/06/06

Contents

1. Introduction: The Manual Page 3

2. Strategic Overview: eSheffield –From eGovernment to GoodGovernance

Page 4

3. Guidance on ProjectManagement

Page 17

4. How to Make Your ProjectAccessible

6

5. eConsultation Criteria & CaseStudies

Page 36

6. The End Page 42


Introduction: The Manual

Welcome to the Training Manual for eDemocracy Projects. This document isdesigned to be a useful guide to the implementation of projects on eDemocracy.Put together by experts in the field, the training manual provides advice andhandy hints on running eDemocracy projects that are accessible andconsultative.

The first section is an overview of the eGovernment and eDemocracy field. It setsout where the UK is in eGovernment, eDemocracy and eParticipation and whatprojects have been done, as well as the perceived future for the field.

The second section is a guide to eDemocracy project management, by a UKpractitioner. This provides a step by step guide to running a project, as well asthe issues that must be addressed if a project is to be run successfully.

The third section of the manual is a guide on how to run an accessible project,with advice on how to accommodate different types of disabilities in a website orevoting system.

The final section is a guide to consultation projects. This begins with theconsultation criteria of a leading organisation in the field, followed by case studiesof successful projects they have run in the eGovernment field.

By the end of this, we hope you will have learnt a great deal about running asuccessful eDemocracy project and will be ready to begin one of your own. Wewish you every luck in your future projects!


Strategic Overview: eSheffield FromeGovernment to Good Governance

1. Setting the Scene Page 5

2. Where we are… Page 6

3. From eGovernment to eGovernance Page 7

4. eVoting: From the internet… Page 8

5. … to Multi Platforms Page 9

6. From eVoting to eParticipation Page 10

7. From eParticipation to eAccess Page 12

8. Sheffield Direct: A Network of Services Page 13

9. Current & Future Services Page 14

10. For eAccess to eGovernment Page 15

11. eGovernance: The Virtuous Circle Page 16


1. Setting the Scene:

The diagram below provides some guidance on the key factors involved ineDemocracy, eGovernment and Good Governance. It is intended to give readersa clearer understanding of the differences between eDemocracy andeGovernment, as well as demonstrating how both of these agendas cancontribute to ‘Good Governance’.

eDemocracyTools for formulation and enactment of

democratic decisions. Scalable large scaledialogues. New forms of interactivity.

Active Citizen.

Good GovernanceParticipation. Transparency. Responsiveness.

Consensus orientation. Equity.Effectiveness and efficiency.

Accountability. Auditability. InformationGovernance.

eGovernmentMultichannel service delivery.

Delivery of government services.Conduct of government business.


2. Where we are…

These diagrams demonstrate more concisely the differences betweeneGovernment and eDemocracy.

eGovernment is the introduction of electronic methods of improving the wayGovernment performs its business. This involves providing information to make iteasier for citizens to carry out and connect with government services through theuse of IT.

eGovernmenteInformation + eTransactions =

eGovernment

eDemocracy is the use of ICTs to provide new deliberative discussions betweencitizens, particularly those in ‘hard to reach’ groups, and government at all levels.It complements traditional methods of community engagement such as publicmeetings and workshops.

eDemocracyeVoting + eParticipation =

eDemocracy

This demonstrates, therefore, that the 2 concepts, whilst different in scope andfunction, are interlinked. Whilst eGovernment makes the process of governmentbusiness more efficient, it is eDemocracy that encourages citizen participation ingovernment.


3. From eGovernment to eGovernance

Listed below are the types of projects that characterise the different areas of the‘e’ revolution in governance. These provide solid examples of the differencesoutlined above.

Added to eGovernment and eDemocracy here is eAccess. This is the conceptthat eGovernment and eDemocracy projects are useless if citizens do not haveaccess to ICTs to benefit from these revolutionary changes in how government isconducted. Therefore, Information Technology should be accessible to all, inorder that the socially excluded groups that have the most to gain fromeGovernment and eDemocracy, are not excluded from this as well.

• eGovernment Projects– First point: a one stop shop to get access to

and information about council serviceshttp://www.sheffield.gov.uk/firststop

– Sheffield.net: online payment, bookings,forms

– Public Data kiosks free emailhttp://www.sheffield.gov.uk/datakiosks

• eDemocracy projects– Electronic voting

http://www.sheffield.gov.uk/votingpilots

– Smart|Sheffield card roll out (forauthentication purposes)

http://www.smartsheffield.com

• eAccess Projects– Sheffield Direct WiFi Mesh

http://www.publicdataweb.com

– Mobile technology for councillorshttp://www.projectnomad.org

http://www.sheffield.gov.uk/firststop

http://www.sheffield.gov.uk/datakiosks

http://www.sheffield.gov.uk/votingpilots

http://www.smartsheffield.com

http://www.publicdataweb.com

http://www.projectnomad.org


4. eVoting: From the Internet…

For a long time, whenever people spoke of the ‘e’ revolution in governance, itwas assumed that they were discussing eVoting. This was the originaleDemocracy remit, and the first step on the road to eParticipation.

Voting on the Internet was the first step on this journey. This was piloted in theUK from 2000. The aim was to make voting more secure (as the ‘human error’element is removed), easier and more accessible. Maybe even fun. This would inturn drive up turn out, as there would be no trek to the polls on Election Day. Itwas also thought that people with disabilities would find it easier to vote via theircomputer than at a church hall or local school that may not be fully accessible.


5. … To Multi Platforms

As the process of eVoting moved forward, it turned to voting kiosks. Thesesolved some of the problems of accessibility, both for those with disabilities andfor the ‘hard to reach’ groups who are less likely to vote. The ability to introduce‘touchscreen’ voting via these kiosks helps those with visability and mobilityimpairments, and the free access to these kiosks solves the issue of ‘paying tovote’ via the internet.

They were also in part introduced to bring the changes in gradually, as kioskscould be introduced into traditional polling stations, providing people with thesecurity of electronic voting in a familiar setting.


6. From eVoting to eParticipation

The eVoting movement has been on hold since 2003. However, the eDemocracymovement was already progressing to new things, and eParticipation was born.

The potential of the technology and innovations that were developed for eVotingwere seized upon as a means to encourage participation in government by itscitizens. Projects were developed to include communities and ensure they werebetter informed. Some examples of these projects are shown below.

This is what citizens originally found when they visited Sheffield’s public datakiosks. The data within the kiosks is based on information that is most oftensearched for and requested, as has therefore been regularly updated. Citizenscan find information about jobs, council services, sport etc via the touch screenportals.


Students in four participating schools were issued both a "smart card" and aunique password. These enabled students to log on to the smart|connect websiteto take part. Students were invited to log on to express their opinions and have a

Students at City School SheffieldParticipate in Interactive, e

Consultatoin and Vote on |Local Issues


say on the issues that affect young people. They were then asked to revisit thesmart|connect website to vote on issues raised during the first stage.

7. From eParticipation to eAccessBelow is a timeline of Sheffield’s development of eAccess projects. As mentionedabove, it became clear that the eGovernment and eDemocracy projects beingdeveloped, whilst significant and valuable, wouldn’t affect the intended changes ifaccess to ICT was not readily available to the community. Therefore Sheffield setout on a concerted effort to provide eAccess to its citizens, in order that they maybenefit from these other projects, and much else besides.

• The City became a pioneer in socially inclusive publicaccess services

– Network of 40+ kiosks– Winner of EU Best Practice Award and 2005 Council of

the Year

• August ’05: A ‘WiFI Mesh’ via kiosks is next stage in city’sdigital journey

– A new wireless technology with broadband speed ofdelivery

– Creates a mesh coverage over a wide area rather thantraditional “hotspots”

• Sheffield’s WiFi Mesh– Delivers real time content and 21st Century Services to

mobile devices– Links to Heart of the City– Provides infrastructure for comprehensive service delivery– Will move service to new platforms such as DITV in the

future


8. Sheffield Direct: A Network of Services

The picture below demonstrates the range of digital services made available inSheffield through the projects listed above. With the appropriate technology,citizens can now access huge stores of information about the city and thecouncil. The technology can also be used to connect with the council andemergency networks, to ensure effective and efficient service, as well asconsultation and discussion.

This demonstrates that with the right use of technology, citizens can be engagewith each other and their government, to create a truly inclusive and connectedsociety.


9. Sheffield Direct: Current Services

City Guide & What’s On

City Guide and What’s On are services citizens of and visitors to Sheffield canaccess on ICTs. These services provide access to information and servicesdirect to the citizen wherever they are needed. These services run alongside thekiosks, and are enhanced by the WiFi Mesh that has been developed in the city.

Sheffield Direct: Future Services

• Leisure and Tourism• eServices• Shopping• SMS

• Telephony• Video• And Lots more!


10. From eAccess to eGovernance

The most recent stage in the journey involved using the concept of eAccess tobetter improve governance. The Nomad National Project, run in 2004, wasintended to bring councillors closer to citizens. 28 councillors were given PDAs(personal digital assistants). Councillors could then record citizens’ issues andqueries as they arose and issue a receipt to the citizen. This query was thenlogged on the council’s system and, using a special identification code on thereceipt, the citizen could track his/her query on a dedicated website. The PDAswere also used for eenabled remote meetings and real time eVoting on issuesthat arose at these meetings, to gain genuine and instant feedback.

The Nomad Application

Further information can be found at www.projectnomad.org

Touch here tobegin sketch

Touch Next tomove to nextscreen

Sketch:•Use the stylus to sketch details that may help show location•Touch ‘Next’ to move to the next screen

Additional Location Info:•Use the keyboard to type additional info on issuelocation•Touch ‘Next’ to move to the next screen

http://www.projectnomad.org


11. eGovernance: The Virtuous Circle

The following diagram attempts to encapsulate the eGovernance ethos. Theprocess starts with the central features the community and government want todevelop and improve: access, skills and services. This is done by creatingaround these areas an ‘eculture’, where ‘e’ technologies are encouraged andaccepted as a means to achieve this end. This then leads to the development ofthe key ‘e’ services like those listed above, which encompass the objectivesoutlined in the diagram (eParticipation, eAccess etc). This is done through theuse of technologies like kiosks, the internet and mobile phones. The key outputsof this eGovernance mission are outlined to the right of the diagram.

•Participation.

• Transparency.

• Responsiveness.

• Equity.

• Effectiveness and efficiency.

• Accountability.

• Consensus orientation.

Access

Skills Services

eculture

eculture

ecu

lture

ecu

lture

eForms

eAccess

eVoting

eCitizeneParticipation

eInclusion

eCommerce

iDTV Kiosk

Internet Mobile Telephone

NationWide Engagement

Joinedup Government Services


Guidance on Project Management

1. What is a project? Page 18

2. Project Management (PM) approach in Sheffield Page 19

3. Sheffield’s PM methodology Page 23

4. Successful Projects – Ideas Page 25


1. What is a Project?

“a temporary organisation created to deliver one or moredefined outcomes or results at a specified time, using finiteresources… ”


2. Project Management approach in Sheffield

Below is a diagram explaining the project management approach taken bySheffield City Council. It is a successful method of project management, as itbuilds partnerships and sets out key deliverables, whilst also consistentlymonitoring a project’s outputs.

i. An edemocracy Business Case document should be produced, outlining thereasons for doing a project. These reasons need to be justified at all stages of itslifespan, not just at the beginning, so the Business Case must be reviewedthroughout the duration of the project.

ii. The Project Sponsor is a representative of the project stakeholders withultimate responsibility for the project, and therefore has the task of appointing therest of the project team. The Project Sponsor sits on the Project Board. TheBoard consists of:

• Executive/Project Sponsor• Senior User (making sure that the project meets the needs of citizens and

stakeholders)• Senior Supplier (someone with experience and knowledge, representing

those who are actually carrying out the edemocracy project work)

ii. Nominate a Project Sponsor

vi. Evaluate & Report

v. Deliver & Monitor

iv. Define a Project Scope

iii. Assemble a Project Team

i. Identify Business Need


iii. The project team should usually consist of a project manager, project support,quality assurance and team managers. eDemocracy projects sometimes demandadditional skills and so it may be useful to consider whether particularresponsibilities for citizen engagement, moderation and policy should be addedas extra roles/parts of roles.

Specific skills such as those of a technical solution architect etc. may need to besubcontracted from a third party organisation that specialises in that particularfunction. If this is the case, it is important to identify these roles early on in theplanning process, to ensure adequate resources can be found to commit to therole within the project timescale. Team roles will also be dictated by the scale andscope of a project.

iv. Outlining clear objectives not only provides a clear direction for the project, italso provides a way of assessing the project's success at its completion. Thisfacilitates benchmarking and capturing best practice. Above all setting clearobjectives will allow teams to understand to what extent the project contributed tocreating a better quality of life for the citizen/community.

Planning is also a key process associated with any project, and eDemocracyprojects are no exception. Planning is a repeatable process that is crucial to aproject's success. It is worthwhile putting time into planning at the start, as thepayoff will be seen later with savings in time and fewer mistakes.

The Project Brief document is the elaboration of the project mandate, describinghow and what the project is going to do. It outlines the project’s terms ofreference so all involved understand exactly what the set definitions are. Thebenefits of carrying out the project are also refined, which helps set the level ofquality that is required. All of the expectations that an eDemocracy project mustmeet should be outlined at this stage. Costs are examined in greater detail, andrisks should start to be captured.

Any project is vulnerable to risks, and edemocracy projects are no exception.Risks need to be identified so that actions can be planned in case they ariseduring the course of a project. Risks that face eDemocracy projects are diverse.Once the risks have been captured, a judgment can be made about the best wayto handle a risk if it occurs.

Having successfully devised a project through policy navigation, a ProjectInitiation Document (PID) will be given to the Project Board. This allows theBoard to make an informed decision about whether or not to go ahead with theproject. The PID is the concrete basis from which an edemocracy project willgrow and evolve. The PID encompasses all the information that has beengathered about a project to date, highlighting costs, benefits, resources,deliverables, timescales and scope of the project.


v. Project controls are required within an edemocracy project environment toensure that the project remains on track towards fulfilling its objectives of citizenengagement. Controls are used to assist in decisionmaking processes andensure that the project deliverables are being carried out on time, on budget andto the required quality. This allows for the review of plans including the businessplans and helps to authorise further work.

Throughout an eDemocracy project it is necessary to continually assess whetherthe project is meeting the agreed objectives. At all points we need to question 'Isthis project consistent with the overall agenda for democratic renewal?' Thismeans assessing whether the project is really reaching the people that it is meantto be, and whether it truly is getting citizens more intimately involved withdemocracy. This is helped by the reporting process. For example, weeklyupdates should be given to the project manager by the project teams in a settemplate which states progress in a clear and measurable way and where projectissues can be highlighted and reviewed.

For longer projects a ‘Highlight Report’ should be sent by the project manager tothe Project Board around once a month. This document captures real figures interms of time, cost and resources, as well as highlighting any new risks andupdating the status of old risks. The information captured in the highlight reportsis used to update the project plan and it allows new issues and risks to beresolved or acted upon.

vi. Before an eDemocracy project can be closed final project approval must besought for the products the project has created. A quality review should haveoccurred at the end of each stage where a product was developed. Therefore thefinal quality review will encompass any changes to previous products and anynew products produced. The aim is to assess how well the final products are fitfor their purpose and how they meet the customer's acceptance criteria.

eDemocracy products and projects generally reach out to a wide range of peoplein the community. It is therefore good practice to undertake user group testing.This allows a sample of the end users to test the robustness and ease of use ofthe products, and highlight any problems that they may have.

Three reports should then be written, to close the project:

• The ‘Follow on Actions Recommendations’ is a review of previous issuesand unachieved goals an objectives, resulting in a list of work that mayneed to be carried out in the future to ensure the project remainssuccessful. This includes the arrangements and support for the operationof products.


• The ‘End Project Report’ details what happened within the project andexplains any deviations from the original plan. The report provides anopportunity to list the achievements and experience gained.

• The ‘Lessons Learned Report’ is an extrapolation of the lessons learnedlog that was kept throughout the project. Because eDemocracy is arelatively new and expanding field, it is through the lessons learnedreport that standards for future eDemocracy projects may be derived.

Handy Hint – Effective planning is the key to any successful project!


3. Sheffield’s Project Management methodology(1)

This diagram demonstrates the three key resource elements of a successfulproject. All of these resources should be taken into account when planning andexecuting your project. Without one of these elements, a project will not succeed.Therefore it is crucial that all of these elements are in place before a project isbegun, and all three should be monitored and reviewed throughout the lifespan ofthe project.

Handy Hint Prince 2 is a UK government project management standard.Courses are available to provide industry accepted standards in the field. Otherproject management courses are also available throughout the world.

TIME MONEYPPPRRRIIINNNCCCEEE222

PEOPLE


Sheffield’s Project Management methodology(2)

This diagram demonstrates the added components of a project that should betackled by the three key resources of people, time and money outlined above.Risks, issues and control are the processes that must be tackled continuouslyduring the project. They can affect all of the three resources, and additionally canbe dealt with by use of these resources. Organisation, planning and delivery arethe 3 key stages of the project management process. Each of these takes time,money and people to be effectively carried out.

Handy Hint – The 3 resources are equally important. However, it is the peopleinvolved who are crucial to how the project is run and perceived, so ensure theyare motivated and feel valued at all times!

TIME MONEY

PEOPLEE

Risks Issues

Control

Organisation

Planning

Delivery


4. Successful projects ideas

üAdopt and Use a project management methodologyüGet ‘buyin’ from all relevant areas of the

businessüRisks & Issues WILL come up –“be

prepared… ”ü Set up strong communication channelsüRecord problems AND learn from themüMost important of all…

Further information on Project Management can be found atwww.icele.org

“ENJOY… ”

http://www.icele.org


How to Make Your Project Accessible

1. Visual Impairments Page 27

2. Communication and Learning Impairments Page 28

3. Coordination impairments Page 29

4. Mobility impairments Page 30

5. Hearing impairments Page 31

6. Neurological impairments Page 32

7. Multiple impairments Page 33

8. Older people Page 34

9. Conclusion: Ask the Right People Page 35


1. Visually Impaired

Most people with a visual impairment have some degree of vision. Many willaccess technology through sight. That is to say they are able to view screens asa sighted person would if the image on the screen is designed appropriately.Therefore, text on the screen should be in a large font whose colour and designcontrast with the background.

Other visually impaired people may need text to be magnified. Computerbrowsers have this capacity built into them, but you must ensure the code usedfor websites allows these programs to work.

Handy Hint – The letters I and O and the numbers 1 and 0 can be easilyconfused. In such cases it is advised that you spell out the number to ensure it isclear.


2. Communication and Learning Impairments

For some people with communication and learning problems, getting informationgraphically, as symbols can help to confirm what they think the text is saying.

e.g. The inclusion of official partysymbols next to the candidate’s nameon the ballot paper is a positivedevelopment.

The layout of the text is also important. Dyslexic people may be able to read textmore easily if the type, colour and size of the text are chosen with care.

It is important to realize that learning impairments do not mean that a person willnot understand how to use technology or any information delivered by it. All thatneeds to be recognized is that some people may need appropriate support withsome aspects of technology.

Learning and communication impairments can be acquired at any stage of aperson’s life. For example one possible outcome of a stroke is that a person mayfind it difficult to process text. When this happens an individual may find it difficultto ask for assistance so support needs to be provided sensitively.

Handy Hint Some people with communication impairments also find it difficult touse speech. This may be an issue if the only support that is offered on how touse technology is through a telephone helpline.


3. Coordination Impairments

People with coordination impairments may find it difficult to move something suchas a pen, joystick or mouse. Pressing buttons or using a keyboard may also beproblematic. Wherever possible, alternatives should be provided.

Handy Hint – Ensure websites are easily navigable using both a mouse and akeyboard


4. Mobility Impairments

The environment in which the technology is placed can affect its accessibility todisabled people with mobility impairments. For example placing a voting kiosk inan inaccessible building makes the process and therefore the technologyinaccessible to a wheelchair user.

Handy Hint – Ensure testing is done on proposed sites before the planned event.


5. Hearing Impairments

Technology that uses an audio indication, such as a voting kiosk whose screenremains largely static but makes a noise when the screen changes, can causeproblems. It is important that there is also clear visual recognition to indicateprogression.

Handy Hint – ensure that any audio features of a tool are complemented byvisual accompaniments.


6. Neurological Impairments

Flashing or flickering screens and some animations should be avoided becauseof their impact on people with epilepsy and other neurological conditions.

Handy Hint – Consult literature and advice groups on epilepsy to ensure you fullyunderstand the nature of the problem.


7. Multiple Impairments

Many disabled people do not fit into one category and may have more than oneimpairment. Technology wherever possible should attempt to overcome thebarriers affecting people with all types of impairment.

Handy Hint The key to providing a truly accessible project is maximizingflexibility.


8. Older people

Many people acquire impairments in old age. When this happens there is often aperception that they are not disabled. The barriers that older people encounterare exactly the same as for other disabled people. Older people, however, maynot be aware that the support that is provided for older people is also relevant tothem.

Handy Hint Make sure that this support is advertised and directly targeted toolder people as well as those with disabilities.


9. Conclusion: Ask the Right People

“… Compliance with the technical guidelines and the use ofautomated tests are only the first steps towards accessibility: therecan be no substitute for involving disabled people themselves indesign and testing, and for ensuring that disabled users have the bestadvice and information available about how to use assistivetechnology” Disability Rights Commission

Further information on accessibility can be found on the Disability RightsCommission’s website www.drcgb.org and at www.pollsapart.org.uk

http://www.drc-gb.org

http://www.pollsapart.org.uk


eConsultation Criteria & Case Studies

1. Delib’s Consultation Criteria Page 37

2. eDemocs Page 38

3. Smart|Connect Page 39

4. European Constitution Page 40

5. CitizenSpace.co.uk Page 41


1. Delib’s Consultation Criteria

Delib is a specialist eParticipation company, developing innovative onlineconsultation, learning and participation tools for the public sector, NGOs andbrands. More information can be found at www.delib.co.uk.

Detailed below are Delib’s criteria for carrying out consultations, as well as theirthree stage process for running a consultation, which provides a useful guidewhen launching a consultation of your own. Following this are some case studiesfrom Delib’s work in eGovernment.

• Objectives• Accessible• Independent Information• Qualitative and quantitative participation• Analysis and feedback• Deliberation• Maximise outreach• Quality Assurance

The Three Stage Process

• Preparationo Set objectives using matrixo Research Issueo Develop questionso Establish outreach partners

• Live!o Promote/Recruito Manage (reporting)o Close

• Resultso Analyseo Feedback to agency and participants

Handy Hint – Ensure the process is targeted at the right group and is madeenjoyable and satisfying. This will increase the chances of success.

http://www.delib.co.uk.


2. EDemocs

• Developed with the New Economics Foundation from their DEMOCSdemocracy board game

• Concept project, used to develop new eparticipation ideas• Inspired by computer games and Microsoft Office applications• Key points

– Rich media engaging environment– “Clustered” argument visualisation designed to replicate real life

world– Empowered users with full “feature set”: information,

communication tools e.g. SMS• http://www.edemocs.com

http://www.e-democs.com


3. Smart|Connect

• EParticipation application designed for Sheffield City Council as part of Connexions Card• Working prototype of EDemocs eparticipation model, Testing;

o Rich media environmentso Deliberative techniques

• Key outcomes:o Over 90% full completion rateo High quality feedback from users (deliberation in action!)o Users ‘enjoyed’ taking part in the democratic process, and would

‘do it again’o High level of skepticism amongst participants

• http://www.DELIB.co.uk/smartconnect

http://www.DELIB.co.uk/smartconnect


4. European Constitution

• Consultation prior to the IGC in October 2003• Objectives to:

o Engage wider public in complex political issueso Help understand the issueso Help public form opinions/ deliberate about the issues

• Key Outcomes:o Successful deliberation: tiered information/ argument positions/

tiered participation mechanics• http://www.eurobandits.com/consultation

http://www.eurobandits.com/consultation


5. CitizenSpace.co.uk

• Portal in which general public can take part in consultations on importantissues.

• Combining:o DELIB consultation software and techniqueso Partner ‘public outreach’ organizationso Facilitates greater and easier recruitment through viral incentives

• Builds trust with public with DELIB brand and sponsor Agency


The End

This manual brought together practitioners from Sheffield City Council and itspartners in eGovernment and eDemocracy, in order to share their knowledgeand expertise. The document has covered the current progression of theeGovernance field, eDemocracy Project Management, Accessibility andeConsultation.

I hope that this document has proved useful to you and will ensure you areable to run successful projects where you are and further the eGovernancecause.

Thank you and Good Luck!

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