Digital technology has transformed the way we access information and interact with services. Democratic services have not kept up, risking a situation where democracy is seen as out of date. Joe Mitchell argues that it’s time to dream big: the UK has an opportunity to create a new digital-first office of civic education and democratic information, to restore trust and grow public understanding of our democracy.
What’s the biggest threat to democracy in the UK? Interference by foreign powers? Disinformation? Fake news? Micro-targeting of voters on social media? Or is it more simple than that? Is itt is just that engaging in the democratic process no longer fits with people’s lives?
Digital technology has transformed the way we live. It has changed our expectations of how we access information, how we communicate, how we bank, shop or access government services. It should not surprise us then, to learn that people expect to access information on the democratic process digitally. For example, Google News Trends published the top ten searches on Google UK on the day of the 2015 general election; these all related to the election. The most popular question was ‘who should I vote for’ — a genuinely complex question, but the following searches were straightforward: variations on the theme of ‘who are the candidates’ and ‘where do I vote’.
Worryingly, the democratic process has been left behind by digital transformation. A gulf has emerged between the way we live our lives now and the way we participate in democracy: it can feel like something from a bygone age. Notices of elections are posted to a noticeboard in front of a council building and (not even in all cases) uploaded as a PDF to a webpage buried in a council website somewhere. While the digital register-to-vote service is welcome, no state institution has taken responsibility for meeting the digital demand for even the most basic information: when are elections happening, who is standing, what was the result? How to vote is covered by the Electoral Commission’s website, but with research on voter ID showing that only 8% of voters know the voting rules, clearly not enough is being done. Continue reading →
Outgoing Chief Executive of the Electoral Commission Peter Wardle reflects on the delivery of this year’s general election and considers what further improvements can be made.
This blog coincides with the launch of the Electoral Commission’s report on the administration of the May 7 elections.
A few weeks ago, I blogged about the General Election under the headline ‘Expect the unexpected’. It wasn’t really the outcome I was talking about – but if readers want to credit me with clairvoyance on that front, that’s fine!
This was my third General Election as Chief Executive of the Electoral Commission – and after each one, we reflect on what happened, and what further improvements can be made.
We ask voters how it was for them – and we can take a good deal of satisfaction and pride in the fact that trust and confidence in our electoral system is so high. This year, nine in ten people told us they thought the elections in May were well-run. This is a real tribute to the team effort that is put in by Returning Officers and their staff, local police forces, and of course campaigners, to make sure the elections run as smoothly as possible for voters.
But the election world never stands still – there are major polls across the UK in May 2016, and a UK-wide referendum due before the end of 2017. In our report on the administration of the 7 May elections, we’ve made a number of recommendations that would further improve voters’ experience and sustain trust in our democracy.
Seasoned Returning Officer Barry Quirk reflects on managing elections in the UK and the logistics of running ‘one of the most administratively cumbersome processes that local councils have to complete’.
Today’s election will be the 22nd election I have managed as a Returning Officer. This includes local elections, London-wide elections, European elections, various referenda as well as four previous UK-wide parliamentary general elections. And each different election presents new challenges of management and administration. Running elections are a professional privilege; it connects public servants with the pulse of our representative democracy – whether that is at the local or national level.
The running of elections requires acute attention to detail, and very close managerial oversight and control. In many ways this is the antithesis of why people become local authority chief executives. They tend to have strong strategic skills and broad approaches to management leadership. But as returning officers they need to avoid examining both the wood and the trees; in elections they are staring at the bark! This is because elections are about focussing on detail, detail, detail. You need to focus on how ballot papers are to be printed, folded and handed to electors; and you need to prepare in astonishing detail as to the precise way in which votes are to be counted and aggregated.