Round up from the Canberra Gov 2.0 lunch

Several people have blogged about today's Government 2.0 lunch, and I've linked to their posts below.

I also took some notes on Alison's talk, as follows:

Community Management
Tools/tech are not community. Community is about the people and their relationships and may, or may not, be formed using all different kinds of tools.

Three roles of community managers

• Leader - guide, initiator
• Participant - listener, curator
• Advocate

Risks of communities

• Legal - terms of use, copyright, etc
• Departmental - reputation, internal rules
• User risks - behavioural, personal attacks, bullying, suicide, self-harm

Risk mitigation

• Timescale for non-permissible content being live (if post-moderation)
• Community guidelines - separate to terms of use (impersonation, sock puppets - multiple accounts, etc)
• Content assessment chart (what is permissible, not permissible)
• Escalation policy
• Internal community guidelines

Other notes

• Community management is not a 9-5th role (what are you going to do with the other 140hrs per week, public holidays, staff holidays, etc)
• Pre-moderation not recommended as it stifles discussion, but it may sometimes be useful in sensitive discussions.
• Never delete content - just hide from public view (keep reasons, why removed, who did it)
• Facebook can be a pain due to its lack of capability to hide comments rather than delete them
• Don't pre-guess your community by deciding on the topics that should be discussed - such as in a forum. This can fragment the community into groups too small to be sustainable. Instead first build the community, then open up specific topics based on need.
• Ensure you set context for the community, otherwise you might find the community takes its own direction without your influence.

Project CODE
Also at the lunch, Professor Rachel Gibson of the University of Manchester presented an overview of Project CODE (Comparing Online Democracy and Elections), a UK-funded project looking at the impact of social media use by politicians and citizens on the outcomes of elections, focusing on the US, UK, France and Australia.


Other blog posts about the lunch

• Tom Worthington of the ANU blogged about the Gov 2.0 lunch in his Net Traveler blog,  Government 2.0 at Parliament House.
• Rachel also blogged about the lunch at the Project CODE blog, Gov 2.0 in Australia.
• The role of the community manager in social media
  

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The journey to social public service

We often talk about the professional values of the public service - honesty, integrity, respect, courtesy, care and responsibility.

These professional values comprise a major part of the Australian Public Service's (APS) Code of Conduct, and similarly are prominent in many public service codes and charters in Australia and around the world.

They aim to define and shape the professional behaviour of public servants in the interest of better governance.

However in many of these codes and charters, again including the APS Code, there's one extremely critical behaviour that isn't named. Communication.

Perhaps this is because communication is assumed to be at the core of other professional values, perhaps it is believed that communication is implicit in any act of public service.

Whatever the case however, communication - social interaction between individuals and groups - is necessary in virtually all public service activities. Improve communication and other improvements follow - understanding, information exchange, engagement, efficiency, physical outcomes.

If we consider improving communication as one of the key ways to improve the effectiveness of any public service, then it is worth considering the impact of poor communication.

What does this look like? Individuals that choose to not share their experience and learnings. Siloed teams that hoard information to preserve their jobs. Hierarchical structures with communication bottlenecks. Agencies that take the view that they own data collected with public fund and that cannot be shared with other government agencies, let alone the public.

In all of these cases the solution isn't always to hold an enquiry, change processes, break structures apart (or put them together) or even change leaders.
However the solution must also involve increasing communication - sharing data, information, experience and best practice so that individuals and teams alike can grow, adapt and improve their effectiveness.

In the corporate sector this is often termed a 'social business', one that recognises that its survival and success is based on making every staff member as effective as they can be, tearing down any barriers that reduce their individual or collective prowess.

In the public sector I call this a 'social public service', one where there are open lines of communication across professions, programs and policy areas. Where both individual and team learnings are shared - not just within a team, but across the entire public service. Where individuals are valued not by the knowledge they horde, but the knowledge they share and their personal contribution to the net wisdom of their team, branch, agency, entire service and across multiple services at various levels of government and in different jurisdictions.

I've glimpsed aspects of the social public service across the Government 2.0 community, where many people are willing to share their experiences with others in other agencies and at different levels of government. I have also glimpsed it in certain professional groups in government, where Fraud officers and Freedom of Information units share experiences across agencies in order to build their own capabilities, at conferences and at events.

However once people return to their own agencies the budding social public service seems to fade almost into non-existence. Occasionally it is useful to know who to call in another agency for information or support, however the widespread and collaborative creation of knowledge and best practice still remains in its infancy.

Over the next ten years, as the Government's Gov 2.0, APS reform and innovation agendas unfold, and as we see a new generation of public servants, digital natives used to social media interactions, take on increasing responsibility, I believe we'll also see an increasing trend towards a social public service.

In fact I believe there's few ways that any of the 'old guard', who built their careers on silos and hoarded knowledge, can slow or stop this trend. As society and policy grows in complexity, individuals will increasingly specialise in smaller areas and, rather than forming new and smaller silos, will need to interact with each other to form a holistic policy and societal view.

This mirrors the progression of the sciences, which started as an undifferentiated topic - 'scientists' who studied the entire world around them - and fragmented into specialised disciplines. These disciplines, similar to the public servants of today, formed silos defined by their area of speciality and then, over the last twenty years, have begun re-converging, with many major discoveries coming from the combination of specialists from different fields.

Equally we're seeing more and more public policy issues that cross 'traditional' portfolios. There's more and more collaboration between government levels and increasing requirements for people to cross-skill.

This progression will drive the impetus towards a social public service, supported and facilitated by an array of communications tools, amongst them - and possibly the most important - social media, used to collaborate, communicate and empower.

So what will this future social public service look like?

Possibly flatter and more fluid, with cross-functional groups formed as needed to develop a given policy, manage a project or program or deliver an outcome, less loyal to departments, divisions and branches and more loyal to the public service as a whole, more adaptable to change, less separated by portfolio or layer, more focused on customer service and definitely more communicative and social.

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Should the government be leading on computing energy-efficiency?

As government increasingly digitalises, one of the hidden costs is the increase in electricity use by government computers and servers.

More computers equals more power use, more cost and, ultimately, more strain on electrical generation across Australia.

So a practical way for the government to prompt energy-efficiency, not only for the government itself but across the country, may be to mandate the electrical use of the computing devices and data centres it is willing to buy.

We've been seeing some companies with a large data footprint looking to reduce their power use per device for a number of years now.

Google has led a massive program to reduce power use across the hundreds of thousands of servers it needs to deliver the most popular website in the world. While search is the company's main business, their main cost is power, so it makes good economic sense, as well as good environmental sense, to minimise the power they need. Google unveiled their work several years ago and releases data quarterly on their data centre performance through its Google Data Centers website.

Facebook, which has begun competing with Google for the top global site position, has now come out and made its data centre design open source, freely available for other organisations to use. As discussed in this article from ZDNet, Facebook open sources its server, data center designs: Hardware fallout to follow, the strategy is designed to reduce costs for Facebook, as well as prompt large hardware manufacturers to focus on improving the energy efficiency of their servers.

More information is available at Facebook's new Building Efficient Data Centers with the Open Compute Project page and at OpenCompute. We're not talking small savings here - Facebook reports a 38% reduction in energy use coupled with a 24% reduction in costs in one data centre.

Imagine if government took a leading position on energy-efficiency for computers and data centres. With over 162,000 staff in the Commonwealth public service and around 5,000 websites, there's massive scope to encourage positive structural change in the computing field.

Like Google and Facebook, government's job is not to design the most cost and energy efficient data centres.

However there's potentially massive cost savings and economy-wide efficiencies if we introduce policies which encourage data centres to continually reduce their energy costs.

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How much would you pay for government transparency?

After a fanfare opening around two years ago, the US government's proposed budget cuts may force data.gov and seven other Gov 2.0 and data sharing websites to close down or dramatically curtail their activities.

When first launched data.gov was the first national website for providing centralised access to government data in reusable formats.

The website was lauded globally for its role in supporting the US government to become more transparent, and allow citizens to analyse and repurpose public data.

However in March the first rumblings appeared. Apparently the site's visitor levels had plateaued, and Congressional budget cuts threatened the ongoing survival of the website as well as a range of others including USASpending.gov, Apps.gov/now, IT Dashboard and paymentaccuracy.gov (as well as a number of internal government sites including Performance.gov and FedSpace) dedicated to making government policies, processes and information more accessible to citizens.

When I first read about the closures in ReadWriteWeb's article, Data.gov & 7 Other Sites to Shut Down After Budgets Cut on 31 March, my first thought was that this was a clever April Fools prank designed to wind up open government advocates.

This was followed by the GovFresh post on 1 April, Congress weighs deep cuts to funding for federal open government data platforms and assorted coverage across a range of government IT and news websites.

However over the last week it has become clear that this is a legitimate issue, due to budget cuts the US Congress is proposing.

In response the Sunlight Foundation has launched a campaign to Save the data and a range of influential open government advocates have weighed in, such as Tom Steinberg, the founder of the MySociety charity in the UK who is now working in the UK Cabinet Office to support the UK Government's open data initiatives.

Apparently the collective cost of all the websites is around US$32 million (just over a dollar a year per US citizen) - representing 0.09% of the US budget and only 7.7% of the US government's Freedom of Information Act costs. Some commentators have pointed out that other methods of releasing government data are far more expensive and less inclusive or effective.

With parts of the Government 2.0 program (particularly the IT Dashboard and TechStat process) credited with saving the US Government billions in IT costs, the cuts of US transparency initiatives may cost the US enormously.

The proposed cuts raise several very important questions.

How much are nations - and citizens - prepared to pay for government transparency?
And how much transparency are we prepared to trade off for short-term tax saving?

How should the value of transparency be measured?
By the number of people accessing government data, or by the flow-through impact on harder to measure government cost savings and economic benefits?

How can transparency become embedded in government for the long-term?
Particularly when it may be elements of the political or administrative system who wish to constrain transparency for various legitimate, or otherwise, reasons.


It will be a fascinating, and perhaps deeply troubling, process to see how the US answers these questions - and how Australia answers them as well.

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Ignorance (of social media) is risk

I still encounter a large number of public servants - from a variety of agencies and at a range of government levels (local to federal) - whose experience of social media is limited to Facebook and Twitter - or less.

Most appear to be unaware of the steps the Government has taken to integrate social media into business practices - mentioning the Gov 2.0 Taskforce and Declaration of Open Government provoke blank looks. Few have heard of the many civic tools and government initiatives that have taken place online - and even fewer appear to actually participate.

Some of these people are senior decision makers. Others provide advice and operational leadership in support of senior decision makers.

I find this a very disturbing situation for the public service and government in Australia. To me the largest and most damaging risk facing any activity is ignorance. When you don't know what you don't know there is rich ground for poor decisions, human error and missteps.

The situation provides opportunity for 'snake oil' salespeople - sometimes masquerading as well-paid consultants - to provide dangerous advice and poorly considered ideas about the use of social media which cannot be accurately assessed and considered where staff experience is lacking. These ideas have the potential to seriously damage reputations in the public service, agencies and governments.

Social media has been immensely popular in the community for at least five years and some government departments have supported internal collaboration through forums for at least twenty years.

Surely there has been enough time to expect more active learning by people who seek operational and strategic leadership roles.

There are a plethora of seminars on social media, volumes of information online and excellent case studies of Australian and international best practice.

Understanding where social media fits into the media mix for communication, engagement, collaboration and productivity improvements needs to stop being the preserve of a relatively few specialists and become a core capability, skill and toolset for many public servants.

Perhaps that is what is needed - to make an understanding of the strategic use of social media communications and engagement channels a core part of public service capabilities.

It certainly touches on a range of capabilities we already expect public servants in the Australian Public Service to master in the Integrated Leadership System. For example, at the EL2 level, looking at only the 'Shapes strategic thinking' capability, there are a multitude of ways in which social media enables and extends the ability of a public servant to perform their duties:

• Encourages others to provide input and comment on the strategic direction of the business unit.
  (social media channels may be an effective means for supporting provision of this input)
• Communicates with others regarding the purpose of their work and the relationship between work unit objectives and organisational goals.
  (social media channels may be an effective method of supporting this communication)
• Considers a wide range of issues and their implications for the business unit.
  (to consider any issues presented by social media you must have a good understand of social media channels)
• Identifies critical information gaps and asks a range of questions to uncover valuable information.
  (as a major channel for engagement and communication, public servants without a working understanding of social media have critical information gaps)
• Sources information on best practice approaches adopted in both the public and private sectors.
  (there are many examples available of best practice social media use to address a wide range of business needs in both public and private industry)
• Scans the internal and external environment for new trends and recent developments that are likely to affect own business area.
  (how can you effectively scan the environment today without monitoring social media channels and online peer groups)
• Gathers and investigates information and alternate viewpoints from a variety of sources through formal and informal means; explores new ideas with an open mind.
  (social media leverages the capability to gather and investigate information and viewpoints - both formally and informally. The use of social media in any initiative must be considered with an open mind, based on best practice examples, rather than media spin)
• Draws accurate conclusions and presents logical arguments that address key issues.
  (drawing accurate conclusions and presenting logical arguments involves understanding the underlying material. Public servants need a working understanding of social media in order to do this for initiatives which could be supported by its use)
• Explores various possibilities and generates innovative alternatives.
  (social media is a key tool for exploration and the discovery and support of innovative alternatives)

Whatever system is used in your public service, there will be key ways in which social media knowledge and capability will empower and support staff to perform their roles effectively.

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