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How to Achieve Transparency: One Approach

Point 1: Transparency in business and in government means that you know what’s going on (or can find out). You have access to information about the organization’s processes and results, it is clearly presented, and it is understandable. It is difficult, if not impossible, to understand accountability when transparency does not exist. In the emerging ISO 26000 standard for social responsibility, both transparency and accountability are important.

Point 2: In data management, we struggle with the concept of provenance: how to track what happened to your data at every step of its journey – from being collected, to being operated upon by a host of processes and algorithms, to being evaluated, analyzed and visualized.

McClatchy reports today that the U.S. government is having problems with both. In “Where did that bank bailout go? Watchdogs aren’t entirely sure”, Chris Adams describes the murkiness of the issue:

Although hundreds of well-trained eyes are watching over the $700 billion that Congress last year decided to spend bailing out the nation’s financial sector, it’s still difficult to answer some of the most basic questions about where the money went.

Despite a new oversight panel, a new special inspector general, the existing Government Accountability Office and eight other inspectors general, those charged with minding the store say they don’t have all the weapons they need. Ten months into the Troubled Asset Relief Program, some members of Congress say that some oversight of bailout dollars has been so lacking that it’s essentially worthless.

Bottom line: achieving transparency requires successfully managing provenance. But in the case of the bailout, are transparency problems an information technology issue, or a policy issue?

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