The power of open data is often in serendipity

I often hear talk from government agencies about their wish to release more of their data openly, but their concern over how they allocate resources to ensure the most useful data is released first.

In several conversations I've had in different parts of Australia, the agency view was that they only wanted to release useful data, and were prepared to set up an internal review process to assess how useful data could be, then selectively release what they decided was valuable.

I strongly oppose this approach on the basis that it shouldn't be agencies who decide what data is useful, to whom, when or where.

There's no evidence that government agencies have the skills to successfully decide which data may be useful to particular groups in the broader community, or which won't. There's also no evidence that they are good at successfully predicting the future, which data will become useful at a future date.

My view is that agencies should simply release all the data they can without trying to assign levels of usefulness.

Decisions on usefulness should be left to the users - the community - allowing serendipity to thrive.


An example of this was featured at a Gov 2.0 Canberra lunch in November 2012, where Jake McMullin spoke about his use of a open dataset from the National Library to create a unique mobile app.

When he'd created the prototype app, he walked into the library and showed the first staff member he saw (who happened to be the project manager for their iPhone catalogue app).

As a result of this serendipitous meeting, the National Library funded the app, which has just been released in the iTunes store under the name Forte, with an accompanying event (on 25 March) and video (below).

Forte provides a way to explore the National Library's digitalised Australian sheet music catalogue by decade and composer.

The dataset Jake used had been released a year earlier by the National Library for a hack event, however had not been previously used, as another National Library staff member, Paul Hagon, discusses in his blog.

Government agencies cannot predict these types of events - which, when, where or how a dataset will become useful if it is released as open data. And they shouldn't try.

The power of open data is often in serendipity.

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South Australia consulting on ICT policy

The South Australian government has released its draft ICT policy, SA Connected, for public consultation via the SA Plan consultation site.

The five key perspectives in the SA draft ICT policy 

The position paper, which has already undergone industry consultation, presents five key perspectives for the future of South Australian government IT,

• Serving People
• Innovating Now
• Securing Resilience
• Working Together, and
• Improving Delivery

In what may be a first, the plan is available in ePub format for eReaders, although there's no HTML version and consultation is only via email reply.

The plan emphasises the need for government to innovate in partnership with industry,

We want to embed a new culture of innovation between government agencies, and between government and industry. Using and improving technology allows us to break down barriers that have previously prevented us finding shared solutions to common problems. To improve our ability to innovate, we will work more closely with industry to develop a practical and sensible framework for introducing new technologies into government.

It also recognises the need for the public sector to work in a co-ordinated manner, not simple as agency silos, and to employ an agile and iterative approach to ICT.

SA Connected also neatly uses personas to portray the potential future uses of ICT in government by 2030 - presenting a very positive view of how it could enable citizens and agencies.

There's also some very positive short-term improvements outlined, with real-time Adelaide Metro information becoming progressively available in 2013 for buses, trams and trains. Also a whole-of-government collaboration platform, StateLink, is being rolled out, incorporating instant messaging, desktop videoconferencing, meeting spaces and desktop and application sharing.

The boldest goal in the plan is to move to digital by default and collaborative democracy - placing citizens at the centre of government and digital at the centre of the web of channels used by government to engage.

There is also a goal to move agencies from competing to sharing - although I believe this will continue to be a challenge for all Australian governments while budgetary approaches and Ministers remain competitive and focused on their own interests ahead of whole-of-government.

The plan also outlines the intent to move from risk averse to risk managed behaviour and from large monolithic projects to rapid prototyping, with a multi-disciplinary design approach rather than a technology driven one.

This is also a challenging change for governments due to cultural and structural reasons and I will be interested to see how South Australia intends to achieve this.

The paper also provides a commitment to the establishment of a government innovation lab 'DemoLab',   for conducting trials and experiments in collaborative democracy. DemoLab will,

coordinate multi‑disciplinary teams made up of staff seconded from agencies, and people drawn from industry, academia and the community. DemoLab will use the best technical, operational, and behavioural thinking to address specific challenges and opportunities. Project teams will spend no more than thirty days developing small‑scale, operational prototypes of their solutions. Lessons will be learned, connections made, and successes will be recorded and replicated across the public sector.

I think this is a great idea - a government, like any other organisation, that doesn't reinvent itself will be reinvented from the outside, a far more unpleasant and messy outcome.

The positioning paper is written in a very conversational style (unlike many government papers - or most ICT plans), and is well worth reading and commenting on.

So if you want to have some input and influence over the South Australian government's future ICT strategy and aspirations, visit the SA Connected consultation.

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Provide your feedback on the Australian Government's big data issues paper

The Australian Government Information Management Office (AGIMO) has released a Big Data Strategy Issues Paper and, while it's not clearly stated in the title of their blog post, is seeking public and industry comment until 5 April 2013.

You can find the paper and the ways in which they are accepting comments and formal responses, at AGIMO's blog, in the post, Released: Big data Strategy Issues Paper.

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Addressing the 'squeaky wheels'

A report from the South Australian Emerging Leaders Program (ELP) has been brought to my attention as providing brief but useful information about how to address 'squeaky wheels' who may contact councils and agencies via various channels, including via social media.

The report, which uses the IAP2 model for engagement, is available at the following link: http://www.lgmasa.org.au/Resources/Documents/ELP_Squeaky_Wheel_Report_Final1.pdf

While the contents of the report may be useful to others seeking to manage social media engagement, the fact that the ELP program publishes its reports online each year is also a great achievement - allowing knowledge and experience to be shared more broadly than simply amongst the participants.

The ELP is run by the LGMA (SA) in partnership with the Executive Education Unit at the University of Adelaide as a 10 month experiential learning program, including a group project, and is definitely worth checking out if you're a local government employee based in SA.

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Rather than 'why' ask 'why not'

The US government uses challenge.gov to involve citizens in designing innovative solutions to government and civil challenges.

The UK government has adopted a digital-by-default approach and has mandated that agencies follow this, providing detailed guidance on what they must do and by when (even open sourcing service design guidance on GithHub for citizens to improve).

The Finnish government has adopted a crowd-sourcing approach to legislation, amending their constitution a year ago to allow citizens to develop laws which the parliament must consider and put to a vote.

Iceland's government went a step further and crowd-sourced a new constitution.

The Canadian government used the free open source mediawiki platform to create a whole-of-government wiki for information sharing within government (the site isn't accessible from the outside). In May 2012 it had over 32,000 users and contained over 18,000 pages of content.

58 countries (roughly 25% of all countries in the world) have joined the Open Government Partnership, making committed steps towards openness and transparency in government.

There's many other examples of both commitments and actions taken by governments around the world to increase openness, transparency and accountability and engage citizens more centrally in civic decision-making processes.

The challenge for agencies and governments in Australia, when faced with the level of innovation and progress being made in pockets around the world, is to shift the debate from 'why' to 'why not'.

Why doesn't Australia adopt one or more of the approaches above?

What are the barriers - cultural, financial, legal, bureaucratic, education - that we need to surmount?

Rather than seeing innovators across departments and councils put on the stand and forced to justify why a step should be taken, facing internal inertia and fear of change, let's see the tables turned and those who wish to preserve the status quo justify why remaining the same is the better strategy, delivering improved outcomes to governments and citizens.

Often intertia has much as many, or more risks, short-term and long-term costs than changing to reflect our fast changing society and environment.

While the temptation for many is to 'flee to the past' when budgets are cut, perhaps we more often need to 'flee to the present', recognising that changing citizen behaviour and channel choice means that government can only do better by whole-heartedly adopting the new technologies that their constituents now use.

The next time someone asks you 'why' - to justify an innovation, a channel, an approach - turn the question back on them and ask them to justify why not.

Ask them how repeating the past will result in different outcomes in the future, what makes their approach still relevant and appropriate when the world has changed.

You might find they have reasons, which might stand up, or that may be countered by your own evidence.

Either way, at least you'll have more information to help construct the why case.

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