Showing posts with label management. Show all posts
Showing posts with label management. Show all posts

Friday, October 14, 2011

Treating bloggers right

Many organisations still haven't cottoned on to the influence of a number of blogs or how to appropriately approach and engage with them - including PR and advertising agencies who should know better.

I was reading an excellent example of this the other week, from The Bloggess, where a PR agency not only approached with an inappropriately targeted form letter, which indicated the agency hadn't even read her blog, but responded to her (relatively) polite reply with an annoyed response.

The situation really escalated, however, when a VP in the PR agency, in an internal email, called her a "F**king bitch" (without the asterisks). This email was accidentally (by the VP) also CCed to The Bloggess.

The Bloggess took a deep breath, and responded politely, however then received a torrent of abuse from the PR agency.

At this point she published the entire exchange on her blog - in a post that has already received 1,240 comments, has been shared on Facebook 8,397 times and via Twitter 5,328 times.

Her comments have also been shared widely and her post read by many of her 164,000 Twitter followers.

The Bloggess's post is a good read - particularly for government agencies and their PR representatives - on how to behave appropriately when engaging bloggers, and the potential fallout when they don't.

I'm also keeping a link handy to 'Here's a picture of Wil Wheaton collating papers' for those PR and advertising agencies who send me form emails asking me to post about their product or brand promotions on my blog (and yes there's been a few in the last six months - all Australian agencies).

Read full post...

Tuesday, September 27, 2011

Identifying the existence and impact of transformational leadership in the Australian public sector

Steve Davies over at OzLoop has just published a thesis by Dr Derek Ambrose that looks at the topic of leadership in the Australian public sector.

It is a fascinating read (particularly from pages 68-80 and 113-185 including the conclusion from pp160), and provides insights into challenges the public sector has experienced in encouraging new approaches to public sector management, innovation, appropriate risk-taking, in modernising systems and processes and in embedding Government 2.0 as business-as-usual.

I commend Derek's paper, Identifying the existence and impact of transformational leadership in the Australian public sector as an excellent and thought-provoking read.



Read full post...

Tuesday, August 30, 2011

What's faster than an earthquake? Social media

Last week the US East Coast experienced a 5.8 magnitude earthquake.

While comparatively weak compared to quakes experienced elsewhere in the world in the last year, the event was powerful in one sense.

It demonstrated the speed of social media.

People in New York learnt of the quake before it actually hit, by reading the tweets of people experiencing the quake in Washington.

Yep that's right - news about the quake travelled faster through social media than the actual quake travelled through the ground.

Here's a comic from xkcd (found via Wired) illustrating the point. Note this was written before the quake!


Socialnomics reported that there were 40,000 quake-related tweets within 60 seconds. It also reported that "Facebook said it had some 3 million U.S. users updating others about the event."

This included more than tweets from the public. The Socialnomics post also reported that a proportion of messages came from government agencies,

According to a FEMA spokesperson, the agency put Twitter to use to alert people impacted by the quake not to use cell phones unless absolutely necessary, thereby freeing up some of the lines for emergency calls.

Among the tweets was this one from the Department of Justice – “Quake: Tell friends/family you are OK via text, email and social media (@twitter & facebook.com). Avoid calls.”

Meantime, New York City Mayor Michael Bloomberg tweeted – “I’ve spoken w/ our Police and Fire Commissioners & we’ve activated the Emergency Management Situation Room. Thankfully, there are no reports of significant damage or injuries in NYC at this time.”

Twitter also thought it worth releasing a short 'boast' video about its speed, as republished in Mashable:



The earthquake's impact on Twitter was even presented at the G-Force conference in Melbourne the same (US) day - via this video recorded and presented by Charlie Isaacs, eServices and Social Media Engineering, Alcatel Lucent.



Back to the Socialnomics article, social media is becoming a critical important channel for emergency management,
According to a pair of June Red Cross surveys from more than 2,000 people combined:
  • After television and local radio, the Internet ranks the third most popular way for people to obtain emergency information with 18 percent of both the general and the online population directly using Facebook;
  • Nearly one fourth (24 percent) of the general population and a third (31 percent) of the online population would turn to social media to alert loved ones they are safe;
  • Four of five (80 percent) of the general and 69 percent of the online populations surveyed think that national emergency response organizations should regularly monitor social media sites in order to respond quickly.
“Social media is becoming an integral part of disaster response,” Wendy Harman, director of social strategy for the American Red Cross, said in a statement. “During the record-breaking 2011 spring storm season, people across America alerted the Red Cross to their needs via Facebook. We also used Twitter to connect to thousands of people seeking comfort, and safety information to help get them through the darkest hours of storms.”

Now to spoil a good story, the Wired article in which I found the xkcd comic, Tweet Waves vs. Seismic Waves, did an analysis of the effectiveness of Twitter in warning people about this particular quake so that they could take action to protect themselves from its effects.

The analysis, while limited in scope to this one quake, indicated that barely anyone would have had the time between receiving information via Twitter and taking an action to seek safety.

Of course, social media isn't only useful for earthquakes - fires, floods and many other disasters spread at a slower rate conducive to social media warnings. Also larger earthquakes may have bigger radii, meaning there's greater prospect of people catching news via social media and having time to take action.

There's also still plenty of value in getting news about a disaster as, or just after it happens, elsewhere in the world, This allows emergency management mechanisms to swing into action - in this case every minute saved can preserve lives.

So I'm definitely of the view that social media has important uses in disaster and emergency situations. It can save lives directly and indirectly and help management teams do their job.

Organisations just need to ensure that social media is thoroughly integrated into official disaster management plans and appropriate channels are in place before emergencies occur.

After all, might it not be considered negligence if governments and organisations ignored social media in emergencies when it could save lives?

Read full post...

Wednesday, August 24, 2011

Online-first: Building in web at the front-end, rather than the back-end of government processes

One of the largest challenges for all forms of online use by government is how, as a late addition to the communications, engagement and policy stable of tools, web initiatives often get added to the end of processes rather than the beginning.

A good example is in content development of all kinds. Often officers across agencies use desktop publishing packages to create communications materials, briefs, papers and reports, finalise them via publications teams and printers, then send the final 'web-ready' PDF to the online team, to be loaded online - usually within a few hours.

This poses challenges and risks throughout.

The documents may be initially created without effective use of word processor standard styles (with format issues such as the use of spaces or tabs instead of tables or paragraph marks, and poor use of nested lists), the print design process loads them up with print-quality (sometimes inaccessible) images, adds charts and tables without appropriately text alternatives and incorporates formatting that requires substantial time to replicate online or simply doesn't suit screen viewing.

The final PDF may have 'printer's edits' (last minute changes at the printer) which are not replicated in the original final word processor document. This requires the online team to convert the PDF, rather than the faster and easier final word processor document, into the web version. Often the background information for charts or descriptive text for images is unavailable. Images may also not be available as separate files to the document to make them easier to embed online.

Finally, due to approval timeframes or last minute edits to reflect changing events, the online team may receive the final document too close to the go live deadline to do justice to the web publishing. This often results in the PDF version being uploaded with an apology stating that the agency will convert the document to an accessible HTML web page as soon as possible. Depending on priorities this may take months, disadvantaging people who cannot access the printed or online PDF versions.

As sometimes all the budgeted funds for the document are spent on the physical print process, online teams may be left without sufficient budget to do the document justice, time or dollars to convert the document into a fully web-enabled deliverable, which could be higher quality and far more usable and useful than a printable PDF.

A combination of some of all of these issues adds to the cost and stress of government documents. They can put pressure on agency timelines and result in lower community satisfaction and understanding of communicated material. They may also create greater legal risks due to accessibility considerations.

These potential costs could be avoided by embedding an online-first philosophy, policies and mandate throughout an agency. This would recognise at the beginning of document creation processes that content will need to be delivered online and, indeed, this might be the only, or most important, distribution channel.

This approach would, after initial training and support costs, save significant expense and human effort, freeing up agency staff for higher value activities while delivering more effective, and timely, public outcomes.

The shift could begin with appropriate training, support and mandates for public servants creating material which will need to go online. Including websites and intranets this reflects the majority of documentation now created by government agencies.

Online teams would be engaged at the start of document creation processes, advising other staff on how specific materials can be best designed for online representation, whether as 'traditional' documents or as web services, apps, interactive modules, data feeds or in some other format.

Every document would then be created using appropriate formatting in word processing tools or the appropriate alternative, with an express goal of being able to be quickly and easily placed online in an effective manner.

The created documents may be structured and laid out quite differently depending on the eventual form they will take online - representing the range of variation we already see between a video script, report and brochure.

The document creation process would include the steps necessary to deliver a quality accessible product, identifying the text behind every chart and appropriate explanations for every image and diagram.

As documents were created, graphic templates would also be created by graphic designers, both online and print templates which can be executed through online style sheets. Using this approach documents would appear in a web browser as native webpages but, when printed, be automatically reformatted for A4 paper.

This means agencies can deliver online and print versions from a single version of the content, a 'single point of truth' that removes the need to manage multiple versions, such as HTML, RTF and PDF copies. A print-quality template would also be developed at this stage as a shell for any printed copies needed.

The document would be directed loaded into the web template with the metadata and alt tags required and viewed and edited online, or printed in the print template and hand edited, to finalise the document.

Once approved the 'document' can be simultaneously released online and in print format, appropriately formatted for the different mediums, maximising its impact. There would be no time lag for an accessible version.

Sounds too easy? Well yes, there are a number of changes that agencies need to make to implement an online-first philosophy.

The most significant and influential change in agency policies. They would need to be redeveloped for the modern age, a business process improvement step to integrate web as a core platform rather than an afterthought.

While significant, changing these processes is technically quite simple, it just involves adjusting a few words on (ahem) 'paper'. The most difficult change is related to people - changing culture and retraining staff responsible for producing documents (public or internal) to reflect the new capabilities and skills required of a public servant.


I believe it is inevitable that agencies will gradually move in the direction of online-first publishing, for cost and efficiency reasons if not due to legislative and high-level policies (such as the recent FOI changes). However the speed and difficulty of this transition can be influenced by staff.

Senior staff can set policy in their areas and embody the behaviours they support, while middle management can build their own understanding and support and encourage their teams. Those teams responsible for agency document outputs can seek out new skills through training and lobby their management to make their jobs easier, allowing them to be more productive and satisfied with their jobs.

Online teams have a large central role to play, by demonstrating and modelling the behaviour themselves, identifying processes where documents are only published as web pages and piloting improved processes which lead to efficiencies (helping themselves as well as the teams responsible for the content).

Online teams may also to lobby for improved training, so that officials across an agency understand how to use the word processors and other document creation tools they use daily more effectively - this knowledge by itself improves efficiency.

Having a given level of skills with document creation tools, or developing it once in the job, could become a requirement of recruitment processes and performance reporting. It has often surprised me how otherwise highly intelligent and capable people may simply never have had the opportunity to learn how to most effectively use the tools of their 'trade' - document and presentation creation programs - at school, university or in the workforce.


An online-first philosophy isn't native to government agencies, and it will take conscious and directed effort to make it the default approach.

However in today's world, with online increasingly the first and sometimes the only distribution platform for government information, the rising cost of print, falling budgets and the legislative requirements to deliver government content online - shouldn't we be putting in active efforts to change our philosophy and make it so?

Read full post...

Friday, August 19, 2011

If you're in Perth, don't miss the RightClick 2011 Conference

I will be making my first trip to Perth to speak at the RightClick 2011 Conference on 30 September.

If you're in town, or can make it there, I recommend that you consider attending.

The event is organised by the Institute of Public Administration WA (@ipaawa) and the event hashtag is #rightClick

More details below:

Transform the Way You Communicate - RigthtClick 2011 Conference

Over 10 million people in Australia have a Facebook account and up to 2 million use Twitter and LinkedIn. So how can you control what people say about you and what are the security implications for your organisation?
Simple answer, you can't control what people say but you can develop policies which address internal and external communication and security risks.

Attend RightClick 2011 and find out how you and your organisation can effectively use social media and new technologies in the workplace both safely and securely. Hear case studies from the public and private sector and the challenges and opportunities technology has provided.
Discussions will include:
  • Why should government adopt digital media?
  • Benefits of social networking services.
  • Implications for policy makers and those employing young people in the workplace.
  • Expanding young people’s digital citizenship.
  • Communicating and engaging internal & external stakeholders.
  • Security and privacy issues.
  • The role of a Government 2.0 Advocate.
Download conference program

Who should attend?

Any professional interested in developing and using technology more effectively in the workplace.
Tell your colleagues:
We encourage you to tell interested colleagues about the conference.

Date
Friday 30th September 2011 
9:00am - 4:30pm
Hyatt Regency Perth

Cost

Member
$399.00
 
Corporate Member
$515.00

Non Member
$630.00

Read full post...

Tuesday, August 16, 2011

Do we really need a common look and feel for government websites?

Recently Luke Fretwell over at Govfresh asked the question Time for government to plug into one platform?

While I am a big fan of Luke's and agree with his view that transferring government websites to Facebook, granting partial control over them to a foreign-jurisdiction company, is not a good idea, I find it harder to agree with Luke's point on centralising government websites and employing a common look and feel.

I've never been a fan of the 'one site fits all' approach of the UK Government's attempted Directgov website - or a supporter of the view that all government sites should have a common look and feel.

Why?

Because websites need to be designed to meet their specific set of goals within the constraints of the needs and preferences of their key audiences.

Where the goals and audiences are different, the websites need to be designed and operate differently.

Even when the goals and audience of two separate websites are similar, there can be good reasons to solve the 'problem' of usability and quick access to key information in different ways.

Web design is an art as well as a science. There's often multiple ways to achieve a good outcome, not one single approach that is best. This means that a government that did lock itself into a single 'right' website look and feel may find itself in a blind alley over time, requiring a huge shift in design to jump onto a more future-proof track.

When I commented on Twitter about my views I was told that a common look and feel made citizens more comfortable that a website was 'official'. This is quite a useful technique in the real world, where standard uniforms are used in a number of government professions to convey officialness and trust (such as police forces).

However online governments cannot trademark a given 'uniform' design for their websites, leaving it open for others to employ a similar or identical layout in order to mislead people into believing they are official websites.

The best safeguards of 'officialness' are those we already use - a common crest (where legal action can be taken to protect it from fraudulent duplication) and the use of a common domain '.gov' which is unavailable to anyone other than government agencies.

These two safeguards ensure that anyone visiting a government website can be assured that it is owned and maintained by the government in a way that a common look and feel cannot.

I always try to keep in mind that government websites are not common places for citizens to visit. Citizens only go to government sites for specific purposes - to find information on a given topic, to access a service or to report an occurrence.

Meanwhile government web staff visit government websites all the time, particularly their own.

I've generally found that while government web teams can point out all the flaws in their sites, visitors (who may go to the site once a year) don't notice them and often have a much more positive view towards government sites than do the internal experts.

I've yet to see evidence that citizens want a single website for government, at any level. What they do want is to find the information or service they are seeking quickly and easily. Google has become the front door into many websites - including government sites - because it meets this need.

Why should government invest a cent into replicating what search engines already do well? We could better invest our money into ensuring that when people get to our sites that the content is current, relevant, written in plain English and fully accessible.

Touching a little further on the concept of a single central government site, often the structure of government works against this approach anyway.

Agencies are funded separately, managed under different laws and often have restrictions on how and when they can share information.

They have widely different needs to engage the public and generally need to control their own web presences in order to maximise their flexibility when the environment changes.

Moving to a single content management system and single website poses a number of challenges for operational management structures, flexibility and funding.

Do all agencies forgo some funding for websites to fund a central agency web unit?

How does an urgent ministerial need (which requires the equivalent of a website today) get fulfilled in a timely manner? How does the central team prioritise development work, and who has access to content - and at what level.

There's just so many questions as yet unconsidered - even in the UK's Directgov model.

While I hate the proliferation of web sites across government, where every policy or program area, government directive and new initiative often 'requires' a new and discreet website, I think we'd be better placed putting a common framework around when and how government websites are built, and developing a central public list of these sites, than attempting to fit all these diverse properties into a single content management solution, central site and common look and feel.

By all means recommend a standard approach (always put the About link at far right, include a Contact, Privacy, Terms and Copyright page, organise content in relation to the audience, not the Department's structure), but don't compel a standard look and feel or central site.

I predict that many agencies would work around a centralised model, simply to meet the government's explicit policy requirements.

Read full post...

Saturday, July 09, 2011

The world needs new forms of journalism and news distribution

While this post is a little outside the usual topics I cover in this blog, I thought it touched on enough to publish it. Also it is so long that The Drum may not publish it as a comment on their article Murdoch kills paper, bodycount continues - and note that if it is published, I am not the only one that uses that particular username either. Other comments at The Drum or other news sources under the same username may not reflect my views and comments.

As I am a former paid journalist and author and a card carrying member of the Media and Arts Alliance (my card says 'journalist' as their membership system doesn't yet support the term 'blogger') I reckon that I have as much right to comment on this topic as anyone else.

I have also made a few edits that I could not do in the system for The Drum, so it is not quite the same as my article comment. Call it journalistic license.


The world needs new forms of journalism and news distribution.

Past models, such as small independent papers in each geographic region and, more recently, large international centralized machines with a focus on revenue not facts, do not work in an age where every individual can report and distribute to a global audience.

What must be preserved is the goal of journalism, to inform and enlighten people about the important events shaping their futures. Not the formats - news 'papers', 'radio' 'stations' or 'television' 'channels' or the funding system - advertising.

Where advertising is focused on influencing people through half-truths, opinion and spin, bright colours and sounds, sitting it alongside responsible, factually-based reporting of news is particularly dangerous. In my view the dominance of advertising and the gradual degradation of factual 'news' into 'infotainment' has a lot to do with the difficulties of placing facts and spin side by side on a daily basis.

News collectors and distributors in the future need to have a commitment to truth.

They need to be able to get their content to a global audience. Use relevant channels.

Licenses for spectrum or for citywide news distribution are dead. Cross-media laws are dead. I watch more television on newspaper sites than on television channels.

Governments have (and continue to) push media laws and licensing schemes which attempt to avoid anyone gaining too much power across mediums. This brings them enormous revenue and gives them implicit control over who may criticize them (too negative and we revoke your 'license', then the facts you distribute are suddenly illegally distributed and you can be prosecuted for distributing them).

Governments need to change this position. Separate the functions of the infrastructure (bandwidth and broadband) and the news gatherers and distributors (journalists).

The public merely needs to do what it is already doing - voting with its feet.

Regardless of the efforts of media moguls to increase their global reach and build news empires to control the messages people receive, or the efforts of government to manage and message messages to reflect what they wish believed, people now have the means to bypass the massive journo-political machine and source their news from anywhere at any time via the web.

The reality is that media organisations, as they exist today, are zombies - dead but still walking from their momentum, in search of new brains.

Governments, particularly repressive ones, are resorting to more and more drastic means to control their populations' access to the true free media - the Internet. Today they shut down services or cut the Internet to prevent the truth from spreading. Tomorrow they might ban universal literacy to limit the number of people who can read or think. They will also fail to contain journalistic freedom - which involves the freedom for any individual at any time anywhere in the world to report and analyze the events and happening of today and distribute it to anyone else in the world.

Journalism has ceased to exist as a profession of the type typified by lawyers, doctors and engineers. Today 'professional journalism' is literally defined by whether you are paid to write news for distribution to others. It does not represent a critical set of skills, a body of study or work or even a quality level that is met and must be maintained. in fact more degree-qualified journalists work on what journalists often consider 'the dark side' - corporate or public communications, spinning messages to journalists rather than reporting news.

All the claims of journalists that they perform an important function of interpreting current events for the common person is simply a way of saying 'we are smarter and more articulate than you - you cannot understand your world without our intervention'. That kind of arrogance in an age of almost universal literacy and high school education, simply because paid journalists have more time to read and write news, is both ludicrous and affronting to 'common people'.

Journalists need a better way of defining their profession if it is to remain one (potentially based on the quality of their writing and thinking and their independence from commercial concerns).

Media is an amazing mess at the moment, and has an enormous transformation ahead. The question is whether governments, media organisations and journalists will write and carry out this transformation, or it will occur regardless, dragging them reluctantly into a new world that none of them would choose.

Read full post...

Tuesday, May 17, 2011

How much do your agency websites cost - and are they cost-effective?

I have long struggled with techniques for costing websites in Government. Due to how resources and budgets are allocated - with program areas funding and conducting some content work, corporate areas other and infrastructure and network costs often rolled into a central budget in IT teams (which provides excellent economies of scale, but makes costing individual web properties harder) - it can be very hard to come to a complete and accurate figure on what any government website costs to launch or maintain.

Regardless, we are all driven by budgets and must determine ways to estimate costs for planning new websites and set management, improvement and maintenance budgets for existing ones.

A step further than costs is value, a necessary part of any cost-benefit equation. In order to assess whether a website is cost-effective - or at least more cost-effective than alternative tools - it is vital to be able to demonstrate how websites add value to an agency's operations.

Unfortunately value is an even more nebulous figure than cost as it often has to measure qualitative rather than quantitative benefits.

Sure you can count the number of website visits, visitors or pageviews, or in social media terms, fans and followers, however this is much like judging a meeting's success by the number of people who show up - the more people, the more successful the meeting.

This metric works when you can place a commercial value on a visit - so this may work effectively for ecommerce sites, but not for most government sites.

Another approach is to look at the cost per visit, with a presumption that a lower cost is better. However this relies on fully understanding the cost of websites in the first place, and also assumes that a cost/value ratio has meaning. For some websites a high cost might be appropriate (such as a suicide prevention site), whereas for other sites a lower ratio might be appropriate (such as a corporate informational site).

Perhaps the key is related to that ecommerce site example, where the sales of goods is an outcome of a visit, therefore the commercial value of a visit is effectively a site outcome measure.


The next challenge is assessing the outcomes agencies desire from their websites and giving them some form of quantitative value. Completing an online form, rather than an offline form might be worth $5 to an agency, reading an FAQ and therefore not calling or emailing an agency might be worth $30, reading FOI information online rather than making an FOI request might be worth $500, whereas reading emergency news, versus having to rescue someone might be worth $5,000.

Of course this quantitative measure of values for outcomes is relative and has very large assumptions - however it does provide a model that can be tweaked and adjusted to provide a fair value of a site.

It also has a far more valuable purpose - it forces agencies to consider the primary objectives of their website and how well their most important outcomes are satisfied by site design, content and navigation.

If the main purpose of a site is to provide information on a program such that program staff aren't responding to calls from media and public all day, then the appropriate information needs to be front and centre, not hidden three levels deep in a menu. If the main purpose is to have people complete a process online, then the forms must be fillable online and back-end systems support the entire process without having gaps that force people to phone.


Are there other more effective ways of measuring cost and value of websites? I'd love to hear from you.

And for further reading, the posts from Diane Railton at drcc about UK government website costs are excellent reading, How much does your website cost?

Read full post...

Monday, May 09, 2011

Public Service 2.0 - reflections on Terry Moran's latest speech

The Secretary of Prime Minister and Cabinet, Terry Moran, gave a speech last week to the Graduate School of Government, University of Sydney. Titled Surfing the next wave of reform, his speech discussed the public service's critical role in supporting and enabling government reform and good governance, and what would be expected of the APS into the future.

Without mentioning Government 2.0, Moran's speech touched on many of its elements. He argued that the public service needed to improve how it engaged with citizens - particularly through the use of new tools enabled by technological improvements in IT and communications,

The bedrock of government engagement with citizens is through the institutions of our representative democracy. At its simplest, citizens vote every three years or so to elect Members of Parliament who choose a government to make laws and decisions.

But that alone is far from the extent of the links between citizens and government. Governments will achieve their goals better if they also use other ways to engage with citizens to complement and reinforce our fundamental democratic institutions.

The remarkable advances in information technology and communications over recent decades have changed and expanded citizens’ expectations, but have also given governments much better tools for engaging with citizens.

We need to do much better at this task.

Moran said that the public service had to improve its use of technology in policy and program delivery to service citizen needs,
Second, in implementing and delivering the decisions of Cabinet, we need to do better at designing policies and programs in ways that take full advantage of modern technology and that are designed with flexibility and creativity, to meet citizens’ needs. The NBN will permit a step forward in this area.

And he said that the APS needed to become better at listening to citizens, particularly through the use of modern technology,
Government needs to empower individuals and communities in ways that allow it and public servants to have effective exchanges with citizens.

Perhaps most telling - and most personally exciting to me - Moran said that,
Our processes should allow the community to provide input throughout the policy and service delivery process. Information technology can play a crucial role facilitating communication between citizens and governments.

I understand this as Moran saying that to meet the challenges in the APS's future, the Australian Public Service needs to use appropriate tools and techniques to collaborate with the community throughout the policy and service delivery process, not just consult them at the beginning and deliver to them at the end.

Moran finished with the statement that,
To be successful, the reform agenda will need to embrace the best, frank and honest strategic advice, and it will have been based on the fullest engagement with citizens. I am confident we can meet the challenge.

The proposal put forward by Moran is a vision of a Public Service 2.0, one trained and equipped to embed a citizen-focus into their work, to be strategic (as well as frank and fearless) in their advice to government, to design policies and services that take full advantage of the technology at our disposal, making appropriate use of Government 2.0 tools and techniques to achieve the goals of the duly-elected government.

I believe it is a vision that will serve Australia well.

Read full post...

Thursday, May 05, 2011

Is this the first eGovernment research paper? Published 1954

I've been reading the excellent blog post by Richard Heeks in ICTs for Development on The First e-Government Research Paper.

He discusses a research paper by W. Howard Gammon on "The Automatic Handling of Office Paper Work" published in 1954 that looks that the impact of ICT on government - noting at the time that there were approximately 40 computers in use by the US Federal public service.

What I find very interesting is that many of the points raised in Gammon's article - and highlighted by Heeks - reflect the situation we are in today with eGovernment and Government 2.0.

In a most insightful paper, Hammon identified the importance of understanding how and when to employ technology over understanding how to create or maintain technology, the need to re-engineer business processes rather than simply automate existing processes, the importance of 'hybrid' skills that combine an understanding of the ‘business’ of government with knowledge about the application of technology and the need for top management support, particularly to resist the politics of entrenched interests.

These factors remain of overwhelming importance today in government. We still have to contend with individuals and groups who struggle to effectively employ technology in the service of organisations, siloed business units who seek to protect their current practices out of fear of the consequences of change and there is an ongoing need to expand the ranks of strategic thinkers who can use their combined understanding of government business and technology to create positive change.

It is worth reflecting on why, after more than 50 years, we're still dealing with the same people issues despite having completely changed our environments.

Perhaps we need to collectively spend more time focusing on how we educate and empower our people to bring them along with us into the future.

Read full post...

Thursday, March 31, 2011

Gov 2.0 Canberra lunch with Alison Michalk on Community management - 13 April 2011

At the next Gov 2.0 Canberra lunch we're taking a look at a topic rapidly growing in importance for government agencies - managing and moderating online communities.

Quiip Director and Community Manager, Alison Michalk, will provide her insights into online community management, user-generated-content moderation and risk mitigation within the Web 2.0 space.

The presentation will draw on Alison’s experience with a range of private & public sector clients; demonstrating the various roles within community management along with strategies to enhance peer-to-peer dialogue and foster campaign support.

Alison Michalk is a respected practitioner in the online community management field. Based in Sydney, Alison has been working with online communities for over eight years. Her specific areas of interest include community governance and engagement, user behaviour and user-generated content moderation. Her experience building and managing online communities extends from start-ups through to large corporations, where she has managed a team of 30 moderators on Australia’s largest parenting website, Essential Baby (Fairfax Digital).

Alison has been featured in the ReadWriteWeb Guide to Community Management and Communities of Purpose white paper, and is a respected blogger on community management issues. Alison Michalk and Vanessa Paech (Lonely Planet/BBC Community Strategist) co-convene the Australian Community Management Roundtables, founded in 2008.

In mid-2010 Alison launched Quiip, an Australian-based community management and moderation business where she works with private and public sector clients including the Department of FaHCSIA’s youth initiative ‘The Line’.

When is the Gov 2.0 Canberra lunch?
13 April from 11.45 to 2pm.

Where is it being held?
The Gov 2.0 Canberra lunch in April is back at the Members' and Guests Dining room at (new) Parliament House hosted by Minister Gary Gray, Australia's Special Minister of State. Please note the special instructions in the event page.

How to register: Go to the Eventbrite page and request a ticket.

Read full post...

Tuesday, March 01, 2011

Should an employer ever require your social media passwords as an employment condition?

At least one state agency in the US, Maryland Division of Correction, recently started requiring employees to provide their personal Facebook password and allow their employer to scrutinise their account as a condition of continued employment.

Apparently this request wasn't illegal - although it breaches Facebook's usage policy (which could mean the employee loses their account).

The rationale given by the employer was that they needed to review the contents of the account as part of the employment contract.

A video of one staff member asked to provide his personal Facebook password is below.




Now this isn't the first time an employer has required their employees to provide personal passwords as a condition of employment. The city of Bozeman, Montana might live in history as the first government to ask all of its staff to provide all their social media passwords - although they quickly dropped the policy when media scrutiny became too high, on the basis that the community "wasn't ready yet".

A number of law enforcement agencies have also apparently begun requesting this information as part of their recruitment process, as reported by USANow in the article, Police recruits screened for digital dirt on Facebook, etc.

There are also stories of financial services companies and other organisations similarly requesting access to personal social media accounts before hiring new staff.

Should employers be allowed to request your passwords?
So are there situations where an employer should be able to access their employee's private social media accounts?

Is this a breach of privacy, or an appropriate step forward for background checks, given how much background people today store in their social media accounts?

Often, for security clearances or in highly sensitive roles, staff in both public and private sector organisations are asked for all kinds of personal information as a requirement of employment. Are requiring your social media accounts details - and passwords - much of a stretch?


Here's some articles discussing the topic:

Read full post...

Tuesday, February 01, 2011

How will states adapt to true telecommuters?

Today telecommuting often refers to people who work from home, logging into computer networks to prepare documents and exchange information remotely.

However across the world we're starting to see examples of much broader and more intense forms of telecommuting.

Warfare
Take for example the RQ-1 Predator, an unmanned aerial vehicle that has been used since 1995 by the US Air Force. First used for reconnaissance and armed only with a high resolution camera, the Predator is now routinely equipped with missiles and used to attack ground targets. Predator operators may be hundreds, or even thousands, of mile away and operate their UAVs through video screens like modern computer games.

Similar unmanned devices are being developed for land and sea-based conflict, allowing operators to work normal shifts from bases close to their homes (or even from their homes), while these devices are employed in combat theatres around the world.

Emergencies
Unmanned vehicles are also being adopted in the emergency management field, with controlled robotic devices used to explore hazardous environments ahead of human teams. These devices have been used to map the Chernobyl disaster and recently the CyberQuad was introduced into Australia to support the fire brigade in mapping and fighting large blazes.

Space exploration
Many people will be aware of the Mars Rovers, two robots sent to explore parts of the red planet, seeking signs of surface water and life while expanding our store of knowledge. These robots, similar to those used in emergencies, have been used as a low-cost means of exploring a hazardous and remote environment.

Health
There are pilot programs in a number of countries exploring the potential for doctors, particularly specialists, to remotely diagnose and treat patients. In a world with too few doctors and many remote regions, the ability to have a specialist diagnose patients from a distance is an enormous cost and time saving tool, providing improved health outcomes.

Even more so, the potential for videoconferencing during surgeries, where experienced surgeons can view and collaborate with an on-the-spot colleague during a procedure - or even conduct surgery remotely, employing robotics.

Adult industry
While an area that some might find less delicate, the adult industry has a long history of innovating and employing new technologies. Much of the early innovation on the world wide web had its roots in adult pursuits. Similarly adult operators are exploring the opportunities for remote controlled devices. In fact the field even has a name, coined in 1975, 'Teledildonics' - for computer or remote operator-controlled devices for sexual pleasure.

Entertainment
Virtual worlds and Massive Multiplayer Online Games (MMPOGs) have been around now for a number of years (since 1974 in fact), some as games, some as social entertainment experiences and some as business tools. These worlds are growing in immersiveness and flexibility, providing more and more opportunities to conduct mass meetings remotely, demonstrate designs and working (virtual) prototypes and educate students.

Looking forward
With all these forms of 'telecommuting' developments there's three trends I think are important to note.
  • We are increasingly able to control physical devices and perform complex actions at great differences.
  • Our virtual environments are improving to the extent whereby almost-physical interaction is becoming possible, and
  • we are entering a time where an increasing number of people will be able to conduct their business remotely from other states or nations, significantly complicating how taxes are assessed and laws are interpreted and enforced.
With increasing broadband speeds, such as via Australia's National Broadband Network, it will become possible for a range of telecommuting scenarios such as the following three examples.

  • Remote mining exploration and analysisA geologist sitting in their Brisbane office will be able to take control of a contracted robot in the Northern Territory, remotely guide it to an exploration site and conduct a surface analysis and even a seismic survey to assess the mineral potential of the area.

    The information and analysis could be immediately visible to their employer, a Perth-based mining company. The site could be mapped digitally and then have geologists from around the world explore the area virtually - literally 'walking' their avatars over the landscape and discussing specific areas in real-time.
  • Global industrial design
    Equally an industrial design team operating out of Newcastle as a semi-autonomous unit of a Swedish furniture manufacturer could develop new designs for bookcases and chairs and trial them via virtual worlds with other designers and potential customers around the world.

    When a final design is approved it could be automatically loaded into the systems of an offshore manufacturer and produced, either in a fully automatic or manual factory, then shipped to customers around the world.

    As a side project, the designs could also be made available for virtual sale into a range of virtual worlds and games, like the Sims - providing a secondary income.
  • Remote entertainment experiences
    A resident in a nursing home in Wagga Wagga could remain an active gardener through participation in a robotised market garden in the Adelaide Hills. Every day they could go online and check how their plot was developing, using robotic devices to plant seeds, pull weeds and water. When their vegetables were grown they could be harvested and sent to market collectively, with the profits going to offset the costs of the market garden.

    Through virtual technology the resident could walk around, or even fly over the garden with complete mobility. Integrated sensors could simulate the smells and even the feeling of digging in the soil, keeping the resident both entertained and productive, raising their self-esteem and enjoyment of life.

    Residents from nursing homes around the country and overseas could work together, sharing their experience with plants and making collective decisions on how to manage the garden. (The original Telegarden was operational from 1995-2004 as a university experiment)

In all of these situations the data would pass through a variety of Australian states and through international jurisdictions. The individuals performing the actual work do not necessarily own the work, it could be a collaborative effort by individuals across different nations.

We're seeing the inklings of this process now with the increasing digitalisation of products. No jurisdictional restrictions on written, audio, visual or digital interactive material can be effectively and universally enforced when they can be transmitted almost instantaneously across the internet to virtually any country in the world.

The creators of these digital works may also be located anywhere in the world. Collaborators may each live in a different jurisdiction and be subject to different laws and regulation. Whose jurisdiction takes primacy for taxation purposes for a truly virtual organisation? What happens when a digital product is illegal in some jurisdictions and legal in others?

It is even hard to enforce regulation or taxation over physical products, unless governments wish to inspect every single mail item - adding enormous time and cost burdens to an economy.

Identifying which jurisdiction's guidelines apply can already be difficult - is it in the jurisdiction that the work originates, where the servers storing the information live, where the organisation is registered or where the goods and services are sold (at least for physical products, who taxes and regulates virtual items)? What if jurisdictions don't agree?

As teleconferencing becomes more prevalent and more global in nation, governments will increasingly have to reconsider their state-based laws, regulations and taxes to contend with hyper-mobile individuals, workers who can deliver a service using remote assistance anywhere in the world, from driving a delivery vehicle to performing operations, without leaving their own home or neighbourhood.

Perhaps governments should already be taking great strides towards normalising their regulatory approaches,to reduce inefficiencies and ensure that their laws and taxes will remain enforceable as telecommuting rises.

Read full post...

Friday, December 24, 2010

US releases national survey of social media use in State Governments

The National Association of State Chief Information Officers (NASCIO) in the US has released an excellent report, NASCIO: Friends, Followers, and Feeds (PDF), which looks at social media adoption by US states, identifying best practice and sharing knowledge on how tools are being deployed.

To quote the report,

The survey examined adoption trends, current applications and expectations of social media technologies, the extent to which implementation is governed by formal policies or individual agency initiative, and perceptions of risk associated with social media tool use.

This is a fantastic resource for other governments as well and provides some key insights into who, how and why social media is being used by US state governments.

It is a must read for senior managers - particularly CIOs and Secretaries.

I strongly recommend distributing this report within your agency because, as the report says about Web 2.0 and social media,
CIOs may not have been immediately convinced of the business value of these tools as they entered the workplace, but the fact is that this is how effective governments are communicating now, and this is not just a fad.

Read full post...

Tuesday, November 30, 2010

Canberra Gov 2.0 lunch - 8 December

It has been a big year for Government 2.0 in Australia, both at the federal and state levels. The Victorian Government in particular has committed to releasing the majority of public sector information under an open copyright license, continued to improve its whole-of-government intranet and released the Government 2.0 Action plan: a comprehensive strategy for guiding Victoria's government 2.0 efforts.


To celebrate the close of the Gov 2.0 year, and to discuss the initiatives in Victoria, we're lucky to have Maria Katsonis, from the Victorian Government's Department of Premier and Cabinet, in Canberra.

Maria is currently the Principal Adviser, Public Administration in the Department of Premier and Cabinet, leading projects that examine issues that shape and influence the Victorian public sector. This has included the development and implementation of the Government 2.0 Action Plan released earlier this year and the VPS Innovation Action Plan released in 2009.

Previously Maria was Executive Director of Public Policy and Organisation Reviews at the State Services Authority where she led reviews at the request of the Premier, Ministers and Secretaries. She has also held the role of Assistant Director, Social Policy in the Department of Premier and Cabinet.

Maria has a Master of Public Administration from the Kennedy School of Government at Harvard University and is a Fellow of Leadership Victoria.


I know this is short notice, however if you are able to join us at Café in the House in the Old Parliament House for lunch Maria will be providing an interesting and insightful glimpse into how one goes about establishing and executing a whole-of-government Gov 2.0 program.

Register here

Read full post...

Wednesday, November 10, 2010

Whether to reuse or build - government choices in a connected world

There's been discussion on Twitter over the last day about whether Australian government should be building online platforms, such as a video aggregation and distribution service, URL shortcut tools (which Victoria have done) or collective infrastructure for hosting and developing all government websites.

This has been an area of on-and-off discussion for over a year in the Government 2.0 context, with several Gov 2.0 Taskforce projects exploring potential opportunities for Australian governments to build systems such as these.

I expect this to continue to be a debate for many years. Choosing whether to build a service, or tap into a commercial one, can be a tough decision - even tougher online than it is in the physical world.

Why so tough a decision?

For starters, many of the services which government could use are hosted overseas, therefore posing some level of sovereign risk - whether that be,

  • a concern over whether the service will continue to provide what Australia needs (when foreign laws and business policies may change),
  • that personal or secure data might be accessed and misused by another jurisdiction (especially all those people who only use one password), or
  • that it might provide an entry point for hackers seeking confidential and secret government information.
On the other hand, existing online services are frequently cheap and fast to implement, plus several are the 'norm' that people use around the world (such as Google, YouTube and eBay).

In many cases government created systems could have to be developed to the extent where they are commercially competitive in order to attract the level of user traffic needed to justify their continued existence.

So how to reconcile these differing perspectives... There's no single answer in my view. Decisions need to be made case by case. What makes sense for some jurisdictions won't for others and decisions that are right for one type of service won't be for another.

In lieu of an easy answer, I offer up four tests that I believe these types of reuse or build choices need to consider.
  1. Will it reduce private sector competition?
    In other words, is the government competing directly against enterprise. If so there may be job and tax implications. Generally Australian governments shy away from entering commercial markets except when private enterprise is unwilling or unable to deliver the services to the entire population at a fair price.
  2. Will government deliver a superior outcome?
    This tests whether a government-run enterprise will provide a better outcome than a private sector organisation. Strange as it may seem, governments are better at providing some services and outcomes than private industry - particularly where equity or public value is an issue. If the government can deliver a superior outcome there is a strong case for stepping in - if private sector companies miss out then they need to look at whether they should have restructured.
  3. Will it attract a significantly large and appropriate audience?
    It is very important to consider whether a government-run service will attract enough users to make it worthwhile. For example, Facebook has build its audience over a number of years, holding on to them through being so useful that people cannot abandon it without damaging their social networks. If the bulk of the audience use Facebook, would they use 'Govbook' - a government equivalent service, even if it is a superior product? The answer may not always be yes - and without audience a government service may not achieve its goals.
  4. Is it sustainable?
    In asking this I mean will a government continue to support and run the service over an extended period of time - perhaps even transitioning it to a private concern. Or is it possible that funds will be cut to a level where the service is unable to continue to innovate and improve, thereby seeing the service slip into irrelevance. Funding maintenance alone is no longer sufficient to address the rate of development online.
Of course these tests are merely suggestions. As pointed out on Twitter they are more guidelines than rules.

However I think that applying these tests will support more effective, evidence-based decisions - particularly in light of the large number of demands on government resources and time.

Read full post...

Monday, September 13, 2010

Tips for hiring a public sector social media manager

We are now starting to see government departments advertising social media roles - although the titles vary, including 'New Media Adviser', 'Community Manager' and even 'Online Media Coordinator'.

In Australia it is difficult to recruit people with substantial experience for these roles. I am seeing many filled by media specialists or website managers, who are qualified in their professions, but can be new to the social media space.

This shortage of experienced people also reflect competition from the private sector. Corporate social media roles are now advertised at entry levels around $50,000, mid-range around $90 and at senior levels at $130,000 or more. Government agencies are not always able to offer similar levels of compensation, although attempt to compensate through conditions and superannuation contributions.

Some agencies are taking the route of having graduates lead social media initiatives in the belief that their youth gives them greater familiarity with the medium.

While graduates do come with enthusiasm, innovation and fresh ideas, they haven't always had time to build experience in the public sector, to understand the governance processes or political considerations or build networks of influence. They need support from mentors and sponsors to overcome these challenges.

Graduates may also not be the most experienced users of social media - the types of social media used by a graduate can be quite different from those used by a professional communicator with five or more years experience, simply due to the different professional needs they have in their lives.

Introducing social media into an organisation is a complex and delicate endeavour. When was the last time organisations added a major new communications channel? What type of cultural, procedural and technical changes were required? How major was the change program - and how well resourced?

Traditionally government employs specialist teams for policy development, program management and service delivery - yet in the social media space a single person or small team is often required to have all these skills in ample measure.

This means agencies need to think seriously about the experience and expertise they need in the people they employ to lead their social media initiatives. The experience and expertise required to navigate the cultural and change considerations, work within the governance and processes and appreciate the public communications and political sensitivities around social media adoption.

To aid in this challenge the post 12 Steps To Hiring A Social Media Manager from SocialMediaToday provides many useful tips and considerations that organisations need to take on board when making a social media manager hire.

Read full post...

Thursday, July 22, 2010

Contribute to the draft Unofficial Australian Government Social Media Handbook

Lisa Howdin, who now works with me, has been compiling a set of guidelines and information around how to develop, write, manage and moderate social media tools in Government in the form of a wiki.

She's looking for contributions from people across Australian government who are working in this area and have learnings they can add.

If you've had experience operating a government social media channel, please consider sharing your ideas in this wiki so all of your peers across government can benefit.

If you're new to the area, the Handbook, whilst still in development, already has lots of useful information that might be useful to you.

Visit the Unofficial Australian Government Social Media Handbook at: http://government20bestpractices.pbworks.com/Unofficial-Aus-Govt-Social-Media-Handbook

Read full post...

Thursday, July 08, 2010

100 Ideas to Help Engage your Community Online - the book and the wiki

Bang the Table has released a fantastic little handbook for online community engagement.

Titled 100 Ideas to Help Engage your Community Online the book provides 10 ideas in each of 10 topics.

The book has been released under Creative Commons (BY) - allowing organisations to reuse, share and mash it up for their own needs - provided they attribute the creators.

To help this along, and in recognition that online community engagement is a living topic, I have converted the book into a wiki, allowing anyone to add their own topics and ideas.

I hope this proves useful, and becomes a living resource for online community managers across governments and the private sector.

View the wiki at: http://engageonlineideas.pbworks.com

Or download the original book from: 100 Ideas to Help Engage your Community Online

Read full post...

Friday, June 11, 2010

Reinventing website perfection

Traditionally, in my experience both in the private and public sector, the way to build a 'perfect' website has been considered to be;
invest a large quantity of resources, personnel and time at the start of the development process,
use this investment to build all the functionality that the developers can dream up, write all the content the communicators can think of and test it with audiences,
launch the 'perfect' website and hope it works, and then
replace the website (fixing most of the bits that failed) after 3-5 years by repeating the process again.

Personally I've never liked this approach. It places a lot of reliance on using past knowledge to guess future (organisational and audience) needs, involves investing a lot of resources upfront with limited ability to terminate or redirect projects until after they have failed and it also results in websites that degrade in effectiveness over time which can lead to progressively greater reputation and legal risks.

I'd like to see the process for developing a 'perfect' website reinvented. The new process must involve a low upfront cost, the ability to be flexible and agile to meet changing needs quickly and be capable of making a website more and more effective over time, improving reputation and reducing legal risks.

But how is it possible to achieve all these goals at once?

The answer is actually quite simple and well understood by successful entrepreneurs.

Rather than aiming for a perfect site on release day after an extended development period, the goal is to quickly build and launch a site that meets at least one critical audience need.

Once the site has been launched, ensure there are tools for monitoring how it is used and identifying user needs. Then progressively build extra functionality and write more content, guided primarily by the needs of your audience.

This approach ensures the site has enough value at launch to be successful, albeit in a more limited fashion than a 'kitchen sink' website (with more functionality at launch). It also ensures that the website grows progressively more useful and relevant to the audience you aim to serve.

In this way the site becomes increasingly perfect in a more realistic way - perfect for the audience who use it, rather than 'perfect' for the stakeholders who think they know what different audiences want.

We see this approach taken with all kinds of websites and products - from Apple's iPhones through to online services such as Gmail.

It's time to see more of this approach used with government websites as well.

After all - don't we want to create the 'perfect' website for our audiences' needs?

Read full post...

Bookmark and Share