navigating the new social: gov 2.0 and community engagement
DESCRIPTION
My talk from the criterion community engagement conference in Melbourne.TRANSCRIPT
navigating the new socialGov 2.0 and community engagement
Patrick McCormickManager Digital EngagementDepartment of JusticeCommunity Engagement Melbourne17 February 2011
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don’t believe the hypehttp://www.youtube.com/watch?v=sIFYPQjYhv8
but believe in social disruption
navigating the new social Gov 2.0 and community engagement
1 we are here now
2 charting a different course
3 tinkering with new tools
4 toward public purpose
1. we are here now
Map of Online Communities 2010: Randall Munroe/xkcd, Ethan Bloch/Flowtown
what is this thing, Gov 2.0 ?
the new economy begins with technology and ends with trust
- Alan Webber 1993
web 2.0
Gov 2.0
government
a working definition of Gov 2.0
Gov 2.0 begins with public purpose and ends with trust
and is powered by…
citizens, government, technology and PSI on the Internet(what we usually talk about when we talk about Gov 2.0)
what does this have to do with us?
public sector
public goods
public policy
public services
we need to go back to first principles
public purpose
public sector
public goods
public policy
public services
public purpose
trust
Gov 2.0 is not about technology
but Gov 2.0 is powered by technology
citizens
internet
governmentPSI
technology
public purpose
trust
Gov 2.0 begins with public purpose and ends with trust
technologycitizens
governmentPSI
internet
the tragedy of the commons
• the situation in which multiple individuals, acting independently, and solely and rationally consulting their own self-interest, will ultimately deplete a shared limited resource even when it is clear that it is not in anyone's long-term interest for this to happen
- Wikipedia
Wikipedia
the bounty of the digital commons
• close to zero marginal cost of production• close to zero marginal cost of distribution• scale not scarcity
the bounty of peer to peer production
the bounty of self-selection and meritocracy
the public sector is evolving
1. 20th century administrative bureaucracy
2. new public management - performance
3. triple bottom line - shareholders and stakeholders
4. co-productive, shared enterprise
read-onlyrigid, prescriptive, hierarchical
read-writeagile, principled, collaborative
citizen expectations are changing
3 types of expectations - Charlie Leadbeater • I need – essential services government must provide• I want – discretionary services responding to demand• I can – option to self select, participate, co-produce
why now?• Internet 1.0 – low or no cost production and distribution• netizens 1.0 – surplus computing and doing capacity • web 2.0 - new tools, behaviours, expectations
the Internet has something to do with it
compact yet immense, a ‘small world’• 10x growth adds ‘one hop’• growth is organic and ad hoc• ‘see for yourself’ nature
power law distribution mostly below and above the mean• few with many links• many with few links
In Search of Jefferson’s Moose - David G. Post
power law distribution mostly below and above mean• few with many links• many with few links
The Wealth of Networks – Yochai Benkler
what does this mean for government?
a new approach • share (not cede) power, when and where appropriate• maintain authority in old and new models• moving from a PDF to a Wiki
key components • culture of experimentation and collaboration• open access to public sector data and information• voice of authenticity, uncertainty and contestability
emerging policy platform
Victoria• parliamentary inquiry into PSI• VPS innovation action plan• government response on PSI• government 2.0 action plan
Commonwealth• Gov 2.0 Taskforce report• APSC online engagement guidelines• declaration of open government
2. charting a different course
co-production with or without us
• “information wants to be free”- Stewart Brand at first Hackers' Conference in 1984
crowd sourced pattern recognition
evidence based policy and targeted services?people are talking in new ways, in new places
0
1000
2000
3000
4000
January February March April
Month on Month Trend
Alcohol & Street ViolenceSocial Media Analysis
26%
Results
1081 71%
Change
April 2010
what are the costs and gaps of traditional methods?
Violent CBD brawl
Street violence talk spawned by Williams’ death
focus on outcomes over processes
• new tools demand less structured approach• business cases need iterative, adaptive methodologies
to respond to unexpected challenges, benefits
‘the cathedral and the bazaar’ – Eric Raymond
follow rules of disruptive innovation
• think big• start small• fail fast
avoid inflexibility of massive projects
• think big• start small• fail fast
• think small• start big• fail slowly
Valberg Lárusson, Flickr
large projects benefit from rapid prototyping
• time and budget constraints• eliminate technical and
bureaucratic barriers• select team with diverse
expertise, experience
agile approach rewards innovation
• co-locate ‘skunk works’ project• daily, agenda free meetings• all ideas valid, fast decisions• draw upon external expertise
5 principles for adoption
1. focus on low-level pain, not high-level possibilities
2. go for incremental gains, not overnight success
3. don't bother nailing down requirements
4. no progress without political juice
5. make sure something happens when nothing happens
Scott Ryser RRW: http://www.readwriteweb.com/enterprise/2010/11/5-principles-for-enterprise-adoption.php
3. tinkering with new tools
supporting a culture of collaboration internally
• more than laws• courts, consumers,
indigenous, racing, gaming, prisons and more
• over 7,000 staff
conversations, questions, problem solving
encouraging content creatives
seeking and voting on ideas openly
working together across boundaries
4. toward public purposeCFA, Black Saturday, Flickr
shared public purpose
• outcomes focus - communicate goals
• shared responsibility, social capital
• creating co-production opportunities
• open and transparent - access to PSI
establishing trusted, authentic presence on new platforms
listening for citizen pain points
(cc @justice_vic) Working with Children check was 90% done (almost 11 weeks), lodged an Employ instead, and it will restart and take another 12 weeks. What a stupid system…
@deonwentworth Deon - thx for your feedback. Don't know right now what happened or why it's like that - but will have someone look into D
exceeding expectations by following up
@deonwentworth Have chased up and have an answer for you. Pls dm your email addy or contact # as response won't fit in 140 spaces. Thanks J
@justice_vic No need, got the check yesterday, start 2morrow. Thx a lot 4 following this up, thought You'd forgotten. If you still need to, you can email me at…
building trust through open an exchange
@deonwentworth Simple answer: starts over when changing categ. - makes extra sure no charges after applying. Annoying yes, but we err on side of extra protection for kids. D
@justice_vic thanks. Got my card earlier in the week.
#goodjob @justice_vic for not giving up on customer enquiries and following through right to the end
seeking citizen input, educating interactively
sharing information to reduce costs, build trust and confirm public safety objectives
fostering shared responsibility through citizen engagement and content creation
maintaining community engagement to better cope with complex problems
Yarra Valley, Black Saturday, Flickr
going where people are to build trust and improve access to information
9,300 fans x average 150 friends = 1,209,000 people
because people want to help and play a role that government is well placed to facilitate
seeking citizen support for emergency volunteers Vital. Valued. Victorians.
sharing emergency information in timely, convenient way extends frontline response to community
mobile apps enable citizens to help themselves and their neighbors
geospatial data and location awareness put powerful tools in the hands of citizens
community crowd-sourcing with Ushihidi
navigating the new social Gov 2.0 and community engagement
1 we are here now
2 charting a different course
3 tinkering with new tools
4 toward public purpose
re-using this presentation? the fine print…
• Parts of this presentation not under copyright or licensed to others (as indicated) have been made available under the Creative Commons Licence 3.0
• Put simply, this means:– you are free to share, copy and distribute this work– you can remix and adapt this work
• Under the following conditions– you must attribute the work to the author:
Patrick McCormick ([email protected] or [email protected])– you must share alike – so if you alter or build upon this work you have to keep these same conditions
• Unless stated otherwise, the information in this presentation is the personal view of the author and does not represent official policy or position of his employer