Is it time for government to take Google Plus seriously?

Often in government there's only two social media networks discussed and considered for community engagement and communications, Facebook and Twitter.

MySpace is a distant memory, LinkedIn is used just for resumes and services like FourSquare, Plurk, Ning and others are not well-known.

Also not that well known is Google Plus, and perhaps rightly so - it is very new and still quite small in social media terms, only around 62 million users, although it is predicted to grow to over 293 million by the end of 2012, or so Google believes.

However with the recent integration of Google Plus into Google search, it may be time for governments to consider establishing Google Plus channels alongside Facebook and Twitter, due to the impact on search results.

With Google's search tool holding close to 90% of Australia's search market, it is a more dominant 'publisher' than News Limited - and remains the number one website in Australia. Search engines are also the primary source of traffic for Australian government websites, with an average of over 40% of visitors reaching government sites from a search engine (according to Hitwise) - and therefore around 36% coming direct from Google.

So what has Google done? According to Gizmodo, they've integrated Google Plus into their search product in three ways,

First, it now provides "Personal Results" which include media—photos, blog posts, etc—that have been privately shared with you as well as your own stuff. Any images you've set to share using Picasa will also be displayed. Second, Google Search will now auto-complete queries to people in your circles and will display people who might also be interested in what you're searching for in the search results. Finally, it simplifies the process of finding other Google+ profiles for people or specific interest groups based on your query. So if you search for, say, NASA, it will display Google+ profile pages for NASA and space-related Google+ interest groups in addition to the normal results.

Whether you believe this is a good move, a legal move, or not, it does provide opportunities for organisations to leverage Google Plus to improve their overall presence in Google search by operating a Google Plus account.

It's certainly something to keep an eye on, if not actively consider. 

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Social media drives five times as much traffic to Australian government sites as online news media

A couple of years ago Hitwise, an internet measurement company that uses ISP logs to measure traffic to websites, reported that social media sites had become a larger source of traffic for Australian government websites than online news sites.

This was a seismic change in user behaviour. Suddenly people were more likely to reach a goverment site in Australia from Facebook, Twitter or another social media site than from news.com.au, smh.com.au, abc.net.au or another traditional news source.

Of course it may have also been a simple one month hiccup.

Therefore last week I asked Hitwise to provide a 'two years on' view at their blog to see if there was a trend.

And there was!

Social media referrals to government sites in Australia hadn't only remained above news and media sites, they'd skyrocketed.

Source: Hitwise Experian

As Tim Lovitt posted in Hitwise's blog, in a rather understated manner, Social Media important to Government, between December 2008 and December 2011 social media had doubled it's share while news and media had barely held it's own.

In fact, by December 2011 social media was sending 9.75% of the traffic to government sites while news and media sites were only sending 2.27% of the traffic.

So should agencies invest in producing more media releases or in developing their social media presence?

I know which I would choose.

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IT can drive big productivity gains in government

With the rise in the efficiency dividend and increasingly tight budgets across government, I keep wondering whether there are places where government can make real savings and raise productivity other than simply by cutting costs.

The crunch is often that one must invest money to save money - a position common in business but often a struggle in government, where the focus is so often on grants and programs.

However, having spoken to a fair few frustrated people lately from a range of agencies, there appears to be a significant source of productivity gains - and thereby cost savings - right under the noses of many departments. Their IT systems.

Over the last year more and more of my friends and peers changing departments have cited IT as one of their reasons for wanting to make a move. They all want to be productive, however grappling with slow and aging computers and software or restrictive internet access policies appears to be rising as a concern and even becoming a question to agencies in interviews.

This doesn't surprise me - in fact I noticed when I originally joined the public service that, through no fault of departments, the IT equipment and software wasn't up to the same standard as I'd experienced in the private sector. Over time people adapt and learn to work within the constraints of the system, however what productivity could be unlocked if these constraints were relaxed?

Today I'm aware of agencies where reportedly close to 50% of staff have their own computing devices at their desks. Personal ultra-light laptops, tablets and smartphones have become one route to employee productivity, overcoming desktop IT restrictions.

However since a friend of mine left an agency late last year frustrated that they lost over an hour a day of productive time in struggling with their desktop computer and that they couldn't access the forums and blogs written and frequented by their stakeholders due to access limits, I thought it was worth doing a calculation of the productivity losses that could be attributed to IT constraints.

Let's say that an agency's low bandwidth or older desktop PCs and software cost 2 hours of productive time per employee each week. This may sound like a lot, but if a PC takes 10 minutes to start up each morning you're halfway there already.

For a moderate sized agency of 4,000 staff the lost productive time would be 8,000 hours per week - the equivalent of employing another 200 staff.

At an average wage, including onboarding costs, of $70,000 per year (about $35 per hour), this lost time equates to $280,000. Each week.

Per year the cost of the IT productivity loss would be $14,560,000. Every year. Or, if you prefer, a productivity loss of $3,640 per person per year. Every year.

For an agency experiencing this type of productivity loss there's a few ways to offset it:

1) Reduce wages across the board by $3,640. This would be deeply unpopular.
2) Find efficiencies in other areas (reducing expenses) equivalent to the lost productivity. This may be difficult to do every year.
3) Reduce expenditure on programs and activities affecting citizens. This is politically dangerous.
4) Invest in IT improvements.

So how much would agencies have to invest to reclaim that 2 hours per worker per week? It would vary quite widely as it depends on what is causing the IT productivity drain.

However it is possible to model how much an agency should be willing to invest into improving their IT. This, of course, assumes that agencies can convince their Minister, the Department of Finance and Treasury that they should invest in IT systems - not an easy sell.

Assuming that an IT cycle is around five years (from a top-end PC becoming a low-end PC and corresponding software and network impacts), an agency should spend less than the cumulative five years of productivity loss in order to emerge ahead.

On that basis, a Department should spend less than $18,200 per staff member (the $3,640 productivity loss multipled by five years). Given wage rises, let's round this up to a maximum of $20,000 per staff member.

Therefore a Department with 4,000 staff should spend at most $80 million to rejuvenate its IT and remove the productivity shrinkage. If it spends less than this it is realising a productivity increase.

That's a fair chunk of cash - and far more than most agencies of that size would ever need to spend on IT equipment and software.

In fact, if you bought every staff member a $3,000 PC plus the same amount for support, equipped each staff member with $2,000 of software and $2,000 worth of broadband (coming to $10,000 per staff member), you'd only have spent $40 million for a 4,000 person agency.

Of course with bulk purchases agencies can get much better prices than these. Also I didn't include staff, training and overheads. Hopefully it would balance out.

If it did, that would leave you with $40 million dollars in productivity savings - $8 million per year.

Of course all these figures are 'finger in the air' rough and some of the productivity benefits can be realised quickly and cheaply by simply adjusting internet policies and filters or giving staff who need the best equipment the equipment they need.

However the basic premise holds, that IT isn't just a cost for agencies, it is a valid and important source of productivity gain for agencies. If an agency can equip their staff with the right tools and connectivity for their jobs they will be able to be more productive.

And if an agency can do so at less than the cost of their staff not having the right IT tools then the agency, the government, and Australia, are all ahead.

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New advice on publishing public sector information from AGIMO

Last week AGIMO released new advice on publishing public sector information, typing together the 2010 Declaration of Open Government, the Office of the Information Commissioner's Principles on open public sector information and introducing a five-step process for publishing and managing Australian Government public sector information.

The advice also provides information on how to publish, considering accessibility, discrimination, open standards, metadata and documentation.

The advice, available at the Webguide, is another plank supporting agencies to carry out the government's Government 2.0 agenda and has the endorsement of the Australian Government 2.0 Steering Group.

The test of it will be how agencies adopt the process over the next year.

I will be watching avidly.

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Why aren't Aussies using open government data to create value?

This post was inspired by a comment by John Sheridan on Twitter,

@craigthomler what I'd like for #gov2au #NY? egs of use of #PSI for service delivery innovation, value creation etc, not just curiosity

It's a good New Years wish and highlights two questions that I have been pondering for a long time.

1. Why aren't people making more use of publicly release government data?
2. Does making government data publicly available have any value if people aren't using it to value add?

Let's take them in order...

1. Why aren't people making more use of publicly release government data?

In Australia the data.gov.au catalogue contains 844 datasets (and growing). NSW (data.nsw.gov.au) and Victoria's (data.vic.gov.au) catalogues are also quite large. 

By comparison, the US data.gov catalogue contains over 390,000 datasets, Canada's data.gc.ca over 265,000, the UK's data.gov.uk around 7,700,  Singapore's data.gov.sg about 5,000 datasets and New Zealand's data.govt.nz over 1,600 datasets.

Across these six countries (I am excluding the two states), that is in excess of 670,000 datasets released publicly. However if you search around there's not that many apps listed using the data. The US site lists around 1,150 and Australia's site lists 16 - however that's not many compared to the number of datasets.

As Victoria's data blog asks, what has happened to all the apps produced in government-sponsored competitions? Are they actually worth holding?

OK, let's work through a few possibilities. 

Firstly it could be that these datasets are being widely used, but people simply aren't telling the catalogues. Data may be embedded in websites and apps without any communication back to the central catalogue, or it may be downloaded and used in internal spreadsheets and intranets. In this case there's no actual issue, just a perceived one due to lack of evidence.

Secondly, to face facts, the majority of people probably are still not aware of these data catalogues - they haven't really been widely promoted and aren't of much interest to the popular media. Therefore there may be hundreds of thousands of people wishing to access certain government information but unaware that it is readily available.

Thirdly, those people aware of these datasets may be daunted by the number released, unable to find the data they specifically want to use or simply aren't interested.

Finally, perhaps simply releasing a dataset isn't enough. Few people are data experts or know what to do with a list of values. Could it be that we need simple and free analysis tools as well as raw data?

There's steps governments can take to address all of these possibilities.

If people aren't telling the government about their apps, why not establish light 'registration' processes to use them which capture information on why they are being used? Or if this is too invasive, offer people appropriate incentives to tell the central catalogue about their uses of the data.

Secondly, there may be a need to promote these data catalogues more actively - to build awareness via appropriate promotion.

Thirdly, perhaps we need to do more user-testing of our data catalogues to better understand if they meet the audience's needs. Combined with excellent mechanisms for suggesting and rating datasets, this could greatly inform the future development and success of these catalogues.

And finally, governments need to consider the next step. Provide the raw data, but also provide sites and tools that can analyse them. Sure governments are hoping that the public will create these, and maybe they will, however that doesn't mean that agencies can't do so as well. There's also pre-existing tools, such as Yahoo Pipes, IBM's Manyeyes and analytics tools from Google which could be pre-populated with the government datasets, ready for users to play with.

Alongside all these specific solutions, maybe governments need to start using some of the tools at their disposal to ask why people aren't using their data. Is it the wrong data? Presented in the wrong way? Too hard to use? Market research might help answer these questions.

2. Does making government data publicly available have any value if people aren't using it to value add?

Now to take the second question - does it really matter whether people are using open government data anyway?

Are there other goals that releasing data addresses, such as transparency and accountability, intra-government sharing and culture change?

If the mandate to release data leads to government culture change it may drive other benefits - improved collaboration, improved policy outcomes, cost-savings through code and knowledge sharing.

Of course it is harder to provide a direct quantitative link between releasing data, changing culture and the benefits above. However maybe this is what we need to learn how to measure, rather than simply the direct correlation between 844 datasets released, 16 apps created.

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