You can't expect citizens to engage with you if you don't engage with them

I am proud of how far many Australians governments have come in their online use over the last few years. A number of agencies have begun embracing the new tools available to communicate with the public.

They are blogging, tweeting and facebooking, bypassing traditional media to share their news publicly with the Australian community.

Next however is the hard challenge - ongoing engagement.

Many agencies have Twitter accounts (over 390 at my last count), however more than two thirds of them use Twitter simply as a one-way broadcast channel. Over half of the 'blogs' in government that I have checked do not allow user comments. While most government Facebook pages support fan comments, the number that actually acknowledge or respond to them consistently is much lower.

While there are good examples of government using talkback radio to answer questions and engage in conversations, barely any agencies do the same on Australia's leading online forums - some of which have more 'listeners' than the most well-known radio commentators.

It is no longer enough for governments to simply talk at citizens and communities in a generic and impersonal fashion. It is no longer enough for governments to build online community tools - groups, forums and blogs - and sit back, saying "we've done our part, it is now up to the Australian community to embrace and use them."

I have built online communities since the mid-1990s and the formula for success has not changed.

To create engagement by the community the one with the greatest stake in the community, its creator, must engage.

As agencies, we must become active in starting and continuing conversations. Talk about issues and encourage discussion. Teach people how to converse with us and support them by demonstrating that these are safe and welcoming online 'homes'.

Certainly there are risks and fears agencies must face. What if no-one responds, what if too many people respond, what if something slips through the approvals and gets published, what if we get criticized!!!

All are good arguments for a wallflower at any dance. Don't put yourself out there in case you might get rejected or attract unwanted attention. It is so much easier to sit on the sidelines (even if you arranged the dance) and avoid the risk of engaging with others.

However while you can people watch, you cannot truly understand the dance until you participate.

One of the biggest concerns with governments today is how out of touch they are with communities. How remote, seemingly uninterested, how unemotional and disconnected.

We can't expect the support of the community if we hold ourselves separate from the community. We can't successfully do our jobs without understanding communities and being in a position to influence them. We can't afford to let the relationship break down, to drift away like a ship in the night.

Not engaging risks calling our own governments into disrepute, damaging our governments' ability to support the will of the people and create positive change, ultimately rendering us ineffective.

The signs of this are growing all around.

And so engagement becomes the least risk strategy. Actually talking with real people, within certain constraints, in real conversations. Not just holding short-term consultations, but appointing 'citizen engagement officers', like 'stakeholder engagement officers', whose role is not customer service but citizen understanding. People who engage through online fora, traditional media and offline events to bridge the gaps between citizens and government at all levels. (Of course everyone in the public service should be able to do this - but one step at a time.)

So, in conclusion, let's build better engagement with citizens by building engagement, not just by building tools for engagement and hoping we can sit on the sidelines and watch.

Read full post...

View summary...

Join the global Service Delivery JAM in Canberra (hosted by the Department of Innovation)

The Department of Industry, Innovation, Science, Research and Tertiary Education is holding the Canberra component of the Global Service Jam from 24-26 February 2012 as part of their efforts to support and foster innovative thinking across the Australian Public Service.

This is part of a 90 plus city global event where people who are interested in service and using a design-based approach to problem solving and creativity will meet all over the globe. In a spirit of experimentation, co-operation and friendly competition, teams will have 48 hours to develop brand new services inspired by a shared theme. On Sunday at 3pm, they publish them to the world.

Due to a change in venue to the newest purpose-built design thinking centre in Canberra (INSPIRE), the Department of Innovation has more space for jammers and has put out an invitation to public servants (and their friends) to join the jam.

Throughout the weekend jammers will work in teams, supported by innovation and design experts and mentors, to develop services that address key challenges and issues facing the public service and Australian community.

If you wish to help solve real issues, meet interesting and engaged peers from across Government and learn new techniques for problem solving that you can apply back in your own agency, please consider going along.

Even better, attendence is free!

For more information contact Mikaela or Wayne on psi@innovation.gov.au or by phone on (02) 6213 6613 or (02) 6213 6232.

And if you can't attend, you can follow the event on Twitter using the hashtags #GSJ12 and #servicedesign or via APS Innovation's @psinnovate account (note that you don't need a Twitter account to follow) 

Read full post...

View summary...

We need to stop talking about social media disasters and talk about management failures

I am beginning to get a little tired of all the headlines in the media about 'social media disasters'.

A social media disaster is when Facebook, Youtube, Twitter, Blogger or another social media service goes offline for an extended period of time, has user account information stolen or loses data.

These are all situations where millions of people are inconvenienced or worse due to a social media platform not 'just working' as we expect it to.

However what the media generally talks about when referring to a 'social media disaster' is when an organisation or individual behaves unwisely or inappropriately and is caught out by its customers.

Whether it is Vodafone, 2DayFM (Kyle Sandilands), Qantas, Woolworths, Westpac or the latest 'victim' Curtin University, the 'social media disasters' these organisations have all faced are management and communication issues.

Their issues are due to decisions or choices the organisations have made which have been communicated poorly and viewed unfavorably by customers and the public.

Certainly people are now using social media to express their outrage and concern, however this is because social media allows the public the ability to express their views in ways not previously possible.

Social media services do support light-speed dissemination, which can amplify issues. In particular social media has proven an excellent tool for connecting people together - including those with concerns that otherwise organisations could dismiss as 'isolated incidents'.

However social media is rarely creating legitimate concerns. Qantas grounding its fleet, Westpac sacking staff and raising interest rates, Vodafone having network issues, Kyle Sandilands abusing people on air and Curtin University giving an honourary degree to a hated figure all occurred regardless of the existence, or not, of social media.

If organisations wish to succeed in a world where the public has a louder voice than ever before they need to stop blaming Facebook and Twitter for their troubles and look at their own management and communication strategies.

They need to stop considering social media and their customers as 'the enemy' and instead treat them with respect. Listening to what they want and executing accordingly - or developing effective communication strategies to explain why they didn't execute in the way people wanted.

Organisations need to stop fearing the tools and embrace them. Join conversations, acknowledge their faults and move discussions into constructive areas - engage, engage, engage in multi-way dialogues.

So let's all stop talking about social media disasters and focus on the reasons organisations get into trouble (online or offline). Let's have a long hard look at who is making management decisions and the process used to inform them. Let's carefully consider how organisations communicate and the strategies and tactics that underpin them.

Focus on what is controllable and practical - an organisation's management and communications strategies - not the response of the public online AFTER the organisation has already made a decision.

Read full post...

View summary...

Victorian government launches inquiry into the use of social media in the house to reflect on the office of Speaker, by parliamentarians and public

Reading the eGovernment Resource Centre's newsletter this morning, the Victorian government has launched an inquiry into the use of social media to reflect on the office of the Speaker, looking at use while parliament is sitting by both parliamentarians and the public galleries.

The Legislative Assembly Standing Orders Committee is considering:

(1)    Should any restrictions, or guidelines, apply to members’ use of hand-held electronic devices in the Chamber and committees, including accessing social media to comment on the proceedings?

(2)    Should any restrictions, or guidelines, apply to the public and media using social media from the galleries to comment on proceedings or committee hearings?

(3)    Do the Assembly’s procedures and rules need modernising to reflect the opportunities and challenges provided by social media?

(4)    Is the current rule, preventing any reflections on the Office of Speaker, other than in a formal motion, still appropriate? If so, should the rule still apply to reflections made outside the House and to reflections made on social media?

The inquiry raised some interesting questions for me. Firstly whether it is actually practical or worthwhile to attempt to prevent comments regarding a particular individual or office, when they can be made worldwide, by anyone at any time.

Also whether any jurisdiction can place any kind of global gag in place. Certainly the parliament may be able to require anyone physically present in the chamber at the time to not use social media. However if the proceeds are broadcast, or if anyone in the chamber communicates with anyone outside the chamber, preventing comments placed in social media by those not in the room and potentially not in the same country is impossible.

It will be intriguing to watch this inquiry unfold and how its outcomes will influence other jurisdictions and, potentially, how technology will develop to 'route around the damage', to bypass any laws or procedures put in place to limit the spread of information.

If you wish to contribute to the inquiry, for details visit the Parliament of Victoria's website.

Read full post...

View summary...

Guest post from Pia Waugh: Vivek Kundra and some lessons learnt about tech in gov

Today I am publishing a guest post from Pia Waugh, a well known open government and open source advocate who recently left Senator Lundy's office as her IT Advisor to take on a mystery role in the APS.

Pia attended the presentation and dinner with Vivek Kundra on Tuesday (which I also attended). Vivek is the former US CTO who spent two years implementing the IT and open government reforms advocated by President Obama. He is an internationally renown speaker, now a fellow at Harvard and recently took on an evangelical role for salesforce.com. Pia wrote about the event and discussion on her blog - and keep an eye out for the video of her interview.

Pia's post:
Last night I heard Vivek Kundra speak about innovation, technology and Gov 2.0 at a dinner hosted by AIIA and Salesforce. It was a fascinating talk in that it exceeded my expectations significantly.

I had reasonable expectations that his experience as CIO of the US Federal Government and his insights to the US open government agenda would be interesting, but he also talked about the “epic war between the status quo and progress”, the inertia in government, the major shift in power from gov to the people, how tech in enabling a new form of democracy, the need to hire great people (and get rid of those not on board) and how issues like SOPA demonstrate that the people can overturn traditional power broker agendas through grassroots efforts.

He also spoke about the need to reform gov IT procurement practices to demand good services from the sector, to put them on notice and to engage smaller innovative players in the market. It was fascinating to see someone who was so senior in government take that strong a stance, but it makes sense. Government is the number one purchaser of tech, so how it engages the market has a profound impact. And as a huge customer, government should be able to demand the best possible service. At the same time, without great people internally who are empowered and incentivised, it’s hard to drive progress.

When asked how to actually drive tech innovation in government, policy, procurement and workforce reforms were very important, but fundamentally workforce. Vivek said that there needs to be rigour in hiring practices, a culture of getting the best people into the public service, a culture that rejects blockers and gets rid of those who don’t get on board with progress.

Some comments from Vivek that I thought useful and thought provoking (as captured by live tweeting on #gov2au from the evening):

The danger is to not move, to play safe. It’s vital to move and be thoughtful but bold to use the opportunity. Often Gov collaboration is stalled by an us vs them attitude. This needs to be overcome. It is now easier to innovate and compete due to new tech, and those that innovate dominate, as they fill the space. Indian gov drove aggressive FOI changes, results of the transformation was short term pushback and issues, but longer term transparency and improvement of gov. NBN is an enormous and exciting opportunity for Australia and for open government and Australia can play a leadership role. I have to say, it was very interesting and stimulating. It kicked off some great discussions in the group too.

I have seen a few people respond to the Vivek coverage quite negatively. There is, of course, a lot of hype and fluff out there around Gov 2.0 and “cloud”, but it doesn’t mean you don’t listen critically, research what people say and come to your own conclusions. I am constantly surprised by people who insist on loudly voicing blatant cynicism, pessimism and general negativity, seemingly oblivious to the fact that this establishes a narrative that undermines the (often) valid and good points they are trying to make, whilst making it harder for other people to get actually get things done.

I would like to put out there that the more leadership shown by everyone in the tech community, especially the Gov 2.0 community and the media, the better a chance we all have of achieving great things.

Be the change you want to be, and all that

I highly recommend people check out Vivek’s talk from the AIIA Summit on Cloud. It was a good example of thought leadership by a person who has actually got things done, a change agent who has made a difference. I’ve been told you should be able to watch it and all the summit talks online here tonight.

Thank you to Loretta form AIIA and Phil from Salesforce for agreeing to have Vivek speak to the Gov 2.0 community. A big thanks to Vivek too, it was great to meet you People can follow Vivek on @vivekkundra on Twitter.

It is worth mentioning that neither the AIIA nor Salesforce asked for anything in return for doing a Gov 2.0 discussion with Vivek, Salesforce paid for the dinner after the talk, and in the interview below I spoke with Vivek off the cuff without any direction from AIIA or Salesforce.

VIDEO


TRANSCRIPT
Pia: So I’m here with Vivek Kundra, he’s here in Australia touring around and talking to a lot of people and I just thought I’d take the opportunity to ask him a couple of questions for the Gov 2.0 community peeps out there, around Australia.

So, hi, welcome to Australia.

Vivek: Thanks for chatting with me, I appreciate it.

Pia: Yeah, that’s cool. Can you just give us a bit of an overview about your ideas on driving tech innovation in government. What you see to be the core things you need to do?

Vivek: Well obviously it always starts with the people and one of the most important things that needs to happen in government, around the world, is they need to be able to hire the right kind of people to drive innovation and be change agents. You can’t legislate and you can’t essentially mandate innovation itself so it starts with that.

Secondly I think you need need bold leadership. If you look at what President Obama did, he made technology a central part of how his administration was going to achieve some of the policy objectives that he had set out.

And the third, you need to be able to distrupt the status quo by making sure that you have a culture that celebrates failure. That doesn’t actually go out there and punish those that are at the bleeding edge.

Pia: And, I mean, if you’ve got that leadership  at the top level and you’ve got your, you’ll always have your enthusiastic geeks at the grassroots level, how do you drive that change in that rather large middle level?

Vivek: I should think it’s easier if you have a number of people on the front lines. The geeks kinda banding together trying to find a new way. But you’ve got to be able to make sure is that the middle management, unfortunately a lot of times you have people who are incentivised by the number of dollars that they manage and the number of years they’ve been in the job and that’s where from a political leadership perspective it’s very very important to make sure that you’re reaching out and embracing those that are on the front lines that understand the issues and understand the innovation that must be driven, and frankly reward those managers that are going to support, encourage and embrace that notion and that culture and those people.

At the same time the reality is, and we don’t talk about this often, we also have to be able to make the hard choices. If there are managers or people that are getting in the way, the Dr No’s, they are basically in deleriction of their duty. And what I mean by that is that’s not what the people of a country expect of their government. They’re basically putting their personal interests over the interests of the people.

Pia: OK, and finally ‘cos we don’t have a lot of time, what are your observations and thoughts about what is happening in Australia and some of the opportunities and challenges for Australia? Seeing you’re here and seeing what’s going on.

Vivek: Well I’m actually very excited. I think it’s amazing country with an entrepreneurial culture, to the number of meetings I’ve had and meeting people like you who are doing some amazing work in the public sector, whether it’s been public participation, fundamentally rethinking what a modern democracy looks like.

I’ve also seen some of the really really bold steps that are being taken to invest in strategic infrastructure. So the National Broadband Network is one example. You look at what’s happening as far as the government’s concerned. You’re seeing some of these technologies come into the goveernment.

But the fear I have is that you want to make sure you continue on that trajectory. It’s very easy for those people in the government who want to preserve the status quo to win out. And I think there is an epic battle going on between the past and the future. And it’s really really important that, from a policy perspective, that there are appropriate incentives for those who are architecting the future, to be the ones that are driving the country.

Pia: And do you think that epic battle presents a bit of a power shift from small groups of people to the broader community to engage…

Vivek: Well absolutely, it’s clear. We see it every day, whether it’s in Australia or anywhere else in the world. Therre is this shift in power from a few government officials behind closed doors to the masses, it’s real. And technologies that didn’t exist before exist today that have made this possible in terms of the very structures that are needed.

So the ability for anyone with a front row seat to their government with a mobile device. That’s amazing! We don’t think about it, we take it for granted, but now every citizen can be a co-creator. Every citizen can be a watchdog and hold their government accountable. Every citizen can actually go out there and be part of the digital public square and that is what I think is super exciting about the time we are living in.

Pia: Yep, sure. Well thank you very much.

Vivek: Thank you.

Pia: And I look forward to next time you come to Australia.

Read full post...

View summary...