Appropriate use of LinkedIn in politics? Should there be a social media electioneering blackout prior to elections?

Yesterday I received the following message from a Linkedin contact:

Dear LinkedIn Friend

I hope you may be able to help me…

Over the coming weeks the Joondalup community will decide who will lead their City for the next four years when Local Government elections are held via postal vote. All electors residing within the City of Joondalup will receive their ballot paper from Wednesday 2 October and I am seeking support to be re-elected as Joondalup Mayor.

It has been an honour and privilege to serve the Joondalup community, working hard over the past seven years to build an effective Council team that has restored stability and credibility to the City of Joondalup.

Under my leadership as Joondalup Mayor, the City has matured into a vibrant, prosperous and liveable City with a connected and engaged community. This fact was recognised in 2011 when the City of Joondalup was named the World’s Most Liveable City at the UN-endorsed International Awards for Liveable Communities. 

If you are a resident of the City of Joondalup, I am seeking your personal support. If you don't live in the City of Joondalup but have family, friends and community networks in the City (suburbs listed below), I would be grateful if you were able to support me by forwarding this email and encourage them to vote for Troy Pickard as Joondalup Mayor.

I would appreciate your support to be re-elected as Joondalup Mayor so we can build on our successes and make the City of Joondalup an even better place to live.

Yours

Troy

PS – I apologise in advance if I have offended you by emailing this election material.


Troy Pickard
Mayoral Candidate
2013 City of Joondalup Election

I wondered whether people felt this was an appropriate use of LinkedIn - and what the consequences would be as more politicians began using LinkedIn in this fashion, and marshalling their network of supporters to make similar appeals to their networks.

I do recall receiving a similar message prior to the federal election campaign - however at federal level it would be a small and fairly targeted impost on people every three or so years.

Piling state and local elections on top of that, given the non-geographic nature of LinkedIn, could result in people receiving multiple copies of this type of appeal on a weekly basis.

So it raises a question for me - there's often an election advertising blackout period imposed on candidates in the week prior to an election, maybe this type of approach needs to be extended to social media as well.

Or perhaps we need a way to choose whether to opt-in to (or out of) political messaging on social channels, or even a total blackout on political campaigning via social networks.

Of course there's a position that people opt-in by friending or following certain accounts or people. If you follow a politician you can expect to receive political messages.

However what if you simply follow professional peers and friends - people who are not already politicians - who then take up politics, or become major supporters of a particular political cause?

You may have personal and professional reasons to remain connected, but simply not want to receive the political messages they start sending.

Can there be some way on social networks to temporarily screen out the unwanted material?

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Identifiable public service social media voices no longer required in Australian government

The new Twitter profile pic for former
DIAC/DIPD Twitter spokesperson Sandi Logan.

Officials from the Department of Immigration and Border Control (formerly the Department of Immigration and Citizenship) have confirmed that Sandi Logan is no longer required to be a spokesperson for the department on Twitter (using his @SandiHLogan account).

Reported in the Sydney Morning Herald, from comments at the IPAA ACT Social Media event yesterday, effective immediately the Minister is the only spokesperson on Twitter, with the rebadged @DIBPAustralia account focusing on policy and programmatic 'good news stories'.

Sandi has already changed his Twitter profile image and changed the tone of his tweets.

I conjecture that he may even be required to close down the account, based on it having been established as a departmental asset and it being difficult to hand this over to an individual when the following has been built on the account being an official one (see my post on this topic, Is it theft if you personalise & retain an official social media account when you leave an organisation?)

More importantly this step has emphasised a 'do what I do' shift in how public servants may engage via social media. It sends a strong message that public servants may no longer be acceptable as identifiable public spokespeople for their departments.

This has significant implications both for current spokespeople and high profile social media users in the public sector and a much broader impact on the willingness of individual public servants to use these channels for legitimate customer service, policy engagement and service delivery.

While the Department's official account (@DIBPAustralia) remains and has been reinforced as an official channel, individual public servant voices will be hidden behind a departmental name.

I suspect this will only increase the reluctance of public servants to engage in public debates, reducing public understanding of how policy and services are developed and correspondingly reducing the public's ability to participate.

It will also likely reduce the ability for the broader community to understand the value, importance and difficulty of public service roles - damaging employment intakes for the public sector and the reputation and standing of the APS.

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Can government policy, reports and consultation documents be communicated through animated infographics?

Government reports are often dry - really, really, really dry.

They are also often wordy, complex, long and, due to these properties, largely incomprehensible to the broader community.

Government policy and consultation documents can suffer from similar conditions. They are often quite complex, long and structured in ways that make sense to career bureaucrats but not necessarily to the general public.

Many agencies also dislike this and make all kinds of efforts to provide summaries, to simplify language, use images and charts and use other techniques to spice up these often long and complex government documents.

However at their core, they generally remain documents, words on paper that would be familiar to the scholars of Middle-Ages Europe, to the Ancient Greeks, Romans and Egyptians and to the many dynasties of the Chinese over the last six thousand years - although they may now be distributed by electronic as well as physical means.

Surely modern society can devise better ways to communicate complex information than relying on an approach that is now around six thousand years old.

And we have - by drawing from techniques that are much older and more resilient in human cultures. Pictures, dance and song.

Now I don't expect governments to communicate their reports, policies and consultation materials entirely through the use of the performing arts. Not all our politicians or public servants are as accomplished singers as, say Chris Emerson, who can be viewed below communicating about government budget reporting and the Charter of Budget Honesty in song with his band Emmo and the Wipeouts on an episode of The Hamster Decides.



However with multimedia and the use of infographics it is now possible to communicate government information in far more engaging and understandable ways than ever before.

This is being done by some agencies already. The Department of Planning and Community Development in Melbourne made a series of animated infographics to communicate material from their consultation, PlanMelbourne (which I've been privileged to work on through Delib Australia).



The use is not yet widespread, with most government reports, consultation documents, policies and other material still released as words on paper - however what if it was.

What if governments mandated that agencies were required to follow a visual first approach for all materials they released to the public, only using words on paper as a secondary technique?

Could agencies rise to the challenge, communicating their material far more succinctly in visual form - a five minute video rather than a 200 page single-spaced, small-type report?

Not possible? Material too complex and long? Too many statistics to cover?

Maybe the examples below might shift a few opinions.

The first example is from the creator of PHD Comics, Jorge Cham. As an internationally renown animator Jorge asked students to describe their thesis in two minutes.

Jorge chose the best descriptions and turned them into animated infographics, such as the one below from Adam Crymble on Big Data and Old History.



Second is an example from Peter Liddicoat, a materials scientist at the University of Sydney and the winner of the Chemistry category in the 'Dance your PHD' competition.

Peter's PHD was on the topic 'Evolution of nanostructural architecture in 700 series aluminium alloys during strengthening by age-hardening and severe plastic deformation' - a wonderfully complex and obscure topic that doesn't seem to naturally lend itself to dance, but somehow works.



What I think these example demonstrate is that there are alternatives ways for government to communicate complex material. They no longer must rely on words on paper.

Certainly bureaucrats can argue that word on paper are easy for them to produce, that they satisfy a substantial proportion of the community and they have a long track record - that 6,000 years of history I mentioned earlier.

They can also argue that there's no silver bullet for communication, no technique that will satisfy 100% of the audience, and that is perfectly true.

However while governments may consider words on paper the default position, the lowest common denominator way of making information available to the public, I think they are often used as an excuse to be lazy and unengaging.

Paper make the lives of public servants and politicians easier. Paper documents are relatively cheap and fast to write, review, approve and distribute - none of which is a benefit to the intended audience and community or improves the outcomes of a consultation.

Mark Twain once said, “I didn't have time to write a short letter, so I wrote a long one instead.”

For governments words on paper are their long letters - the approach easiest for them, rather than for the recipient, their community or audience.

Agencies can now do better - using images, animations and video to communicate relegating words on paper to a back-up role.

I challenge them to try.

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Opening up information and creating connections triggers ideas and innovation

I wanted to bring attention to a fantastic post in Wired today, which looks at how the explosion in writing is changing how humans think and learn, and how the connections being made by greater openness and improved communication are triggering ideas and innovation.

The post, Why even the worst bloggers are making us smarter, is worth sharing across your organisations and particularly with senior management as it provides an evidence-based view on why open is better than closed and provides insights into several of the transformations happening in modern society.

As the post points out, the internet has led to the greatest explosion in human expression (largely through writing) in human history - and people aren't simply writing for themselves, they are writing for an audience, no matter how small.

When writing becomes public, thinking becomes public and connections take over. Connections lead to innovation and innovation leads to improvements.

This encapsulates precisely why we need more public engagement from public servants, more explanations of policy decision-making approaches and more opportunities for wider audiences to consider, debate, refute and improve on the ideas developed in policy black boxes.

A broader and ongoing discussion is messier, but leads to more innovation and improvement. It can bust myths and debunk ideologically driven views which run contrary to evidence.

If governments are serious about improving themselves and supporting communities to improve lifestyles and dignity, they need to demonstrate this through greater openness and engagement, not more rules.

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DesignGov's public sector problem solving primer

DesignGov has just released the first iteration of their problem solving primer, a tool designed to share insights from the expertise and experience of decision makers and practitioners on what makes good problem solving.

Released on their blog as A problem solving primer, it's a great approach to start aggregating the combined wisdom of people who have to solve complex problems on a regular basis - particularly (but not exclusively) in the public sector.

DesignGov are seeking more viewpoints, so please consider making a contribution - your experience and insights may be valuable to others in ways you do not expect!

The entire work may be turned into a ePub (which I reckon would be a great idea and broaden its reach).


I was asked to contribute, and managed to write a piece that was far too long, so it has been shortened (with my approval) in the primer - however I thought I would include my full piece below.

It was in response to the question, 'What one thing would you recommend when dealing with limited resources and competing priorities?' and my answer was:

In every workplace it is necessary to manage situations where there’s limited resources and competing priorities.

While each situation may be different – a restrictive budget, changing environment or demanding boss – there’s an approach that has helped me work through many versions of this challenge.

I call it the Venn approach. It involves identifying synergies and similarities between priorities and designing solutions by reusing and repurposing work to meet different priorities.

The Venn approach involves the following steps:

1. Take a breath to understand the boundaries
   The first step is to put aside some time to understand the resourcing limits and priorities.
   
   Often we can get so caught up on delivering what we think clients and bosses require, we forget to confirm what they really need. We can also have a false understanding of the resource limits, thinking we have less resourcing than we can actually call on, not grasping the range of skills at our disposal, or mistakenly believing we have more resourcing than has been allocated.
   
   By taking some time upfront to truly understand what we have and what we need to deliver when it is often possible to identify opportunities to reduce priority conflicts, maximise how resources can be used and reduce the risk of being caught short on money or time before a priority is met.
   
   
2. Identify synergies and similarities
   While the priorities you have may be different, often there are opportunities to reuse some of your work to meet varied objectives.
   
   Whether it is reusing templates, processes, systems or outputs, there can be hidden synergies which allow you to more efficiently manage your resourcing to meet priorities with less strain and more cost-effectively.
   
   Whenever I have priorities which will recur, or have similarities with other duties, I look to create systems and processes that can be used to minimise the ongoing work to deliver outcomes – even where this involves slightly more resourcing upfront. This type of approach helps reduce future priority conflicts and frees more resourcing for new goals as they emerge.
   
   
3. Share the value
   Often others in your organisation would also benefit from systems, processes, tools and the outcomes you’re required to deliver. It is always worth networking within your organisation, identifying other areas who have similar needs and challenges to you and approaching them around resource sharing and support.
   
   Having worked in online teams across both government and the private sector, I’ve become used to having a range of teams from across organisations needing similar outcomes which, if they attempted to meet them individually, would not be cost-effective for any specific group. However by aggregating these needs and their resourcing a great deal more can be achieved and more organisational needs met.
   
   
4. Negotiate the timeframe and outputs
   It may be hard to believe, but sometimes managers instruct teams to work to unnecessary deadlines, or define the outputs they want when different (and easier to deliver) outputs may actually better match the outcomes needed.
   
   It is often worth checking with the person who issued the deadline whether it is really a fixed point in time, and under what conditions it could be shifted.
   
   It is also worth confirming the outcomes they need from a project, rather than simply delivering the outcomes instructed. Managers may not be aware of the range of ways an outcome may be met and you may find there’s an easier, cheaper, faster and even better way to meet their needs.

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Should councils run their mayor's social accounts or agencies their Minister's?

It is rare but not unheard off for Mayors (or other Councillors) to ask council officials to run their Facebook, Twitter or other social media accounts - or for State or Federal Ministers to ask agencies to run their social accounts for them.

This can raise challenges for council staff and public servants - where may this cross the line from apolitically to political?

From my perspective this is a matter where a council or agency needs to draw a clear line between the position and person of an elected official.

There's no issue with a council running social media accounts for the Office of the Mayor, or for an agency running the social media account for a Prime Minister or Minister where that account is the respective property of the council or government and is used to post factual and non-partisan information.

However if these accounts are to be held in the name of a particular office holder - an individual politician - or are to be used for political or electoral posts,  there's no way a council or agency can run these accounts without damaging its reputation for being apolitical.

In these cases, where a Mayor or Minister asks for social media accounts that they intend to use in a personal and/or political manner, councils and agencies have to be prepared to step up and say no.

I know of a few cases across Australia where this hasn't happened - the area is still too new, and some public officials do not yet fully comprehend the difference between apolitical and political social media accounts.

The media has also been slow to grasp the distinction and hasn't yet called many public organisations to account for inappropriate operation of Councillor or Ministerial social media accounts, although I have begun getting calls from journalists who are interested in learning which are the right questions to ask.

This is another good reason why senior public officials need to be across the risks and opportunities that arise from social media. Knowing when to say no to a Mayor or Minister to protect the reputation and apolitical standing of their council or agency is part of their job.

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What does the election of a Coalition government in Australia mean for federal Government 2.0 and open data efforts?

As I've blogged previously, when state governments in Australia have changed ruling parties there's often been a temporary hiatus in Government 2.0 and open data activity, if not a series of backsteps - however in almost every case the trend towards greater digitalisation, engagement and openness has resumes.

With the transition from a Labor to Coalition Australian Government the question social media and Government 2.0 practitioners in Commonwealth agencies will be asking is what is their likely future under the new government?

The new Prime Minister has made it very clear that his infrastructure focus is on roads and that he has a very limited understanding of the value and importance of digital channels. The Coalition was also extremely sparing in its use of social media throughout the campaign, preferring to slip under the radar and avoid risk rather than engage with it (and their lesson in winning the election is that this approach wasn't a negative).

I'm also yet to receive any response from Malcolm Turnbull or other Coalition parliamentarians in relation to my questions about their policy position on Government 2.0, open data or membership in the Open Government Partnership - even when Peter Timmins from Open and Shut personally contacted a number of members also seeking a response.

Fortunately there's at least some light at the end of this tunnel.

The Coalition released its egovernment and the digital economy policy platform on Monday 2 September. Amongst a range of topics from NBN to cloud computing, the platform states that the Coalition will release a policy to 'accelerate Government 2.0 efforts to engage online, make agencies transparent and provide expanded access to useful public sector data'

The platform indicates that the Coalition will be taking a 'digital by default' approach, similar to the 'digital first' approach that was beginning to be adopted by the last Labor Government,

Designate the Internet as the default way to interact with users, other than for defined exceptions. We will look to establish a Digital Service Standard and Digital Design Guide, modelled on the UK equivalents, to ensure consistent design of current and future services.

Also modelled on part of the UK approach, the Coalition also outlined an aim to "Seek to ensure every Government interaction that occurs more than 50,000 times per year can be achieved online by 2017."

While slightly less ambitious that Labor's goals, this is a pragmatic approach to prioritising high-frequency transactions for digitalisation - although it is worth noting that there's no evidence this would provide significant cost-efficiencies. Sometimes it is better to prioritise lower frequency, but higher transactional cost services for digitalisation to gain experience in the process, realise cost-savings and as 'quick wins' as they can often be digitalised much faster.

The Coalition has also flagged an interest in mobile service delivery. While no specific goals for making services mobile-ready were outlined in the policy platform, it did go so far as to require agencies to report what proportion of their digital services are not mobile accessible from 2015.

This is encouraging, but potentially misleading. An agency with hundreds of low-use services may find it far more difficult and expensive than an agency with a few high-use services to deliver and report a high proportion of mobile accessible services.

Equally 'mobile accessible' can easily manipulated to mean different things - I can access many services via the web browser on my tablet and smartphone which are still essentially unusable on these devices due to factors including poor design, form complexity, or the requirement for a human conversation to explain specific requirements (hard to call a service desk while using a smartphone to complete the online form).

The 'digital inbox' concept sounds like a great idea in theory, however its practical value depends on how well it is implemented. In fact this is the perfect project to have a start-up develop, free of the bureaucratic constraints of government.

Having previously worked on CSAOnline, which allowed Child Support clients to access their letters from the agency online indefinitely via a secure logon, I recognise that some government approaches to developing digital services can be poorly tuned to delivering on customer needs - costing far more and taking far longer than comparative start-up development cycles.

The Coalition policy section on 'Government 2.0 and Big Data' seems oddly named and reflects a very narrow view of Gov 2.0 as meaning open data and 'tech stuff', whereas most of the international Gov 2.0 community takes the broader view of Government 2.0 being about transforming how governments and citizens interact with the aid of new tools and techniques enabled by digital channels.

The section essentially focuses on having AGIMO ask communities and businesses which data should be made open - something they already do (albeit in a low-key way) and advocating support for public-private partnership proposals from industry and researchers to use big data for public benefit. There doesn't appear to be a budget attached to this latter approach, so what the statement "The highest return proposals will be supported to proof-of-concept and beyond" means is anyone's guess.

The Coalition policy doesn't discuss how the government will or should use social and other digital channels to develop policy, shape services, engage and empower citizens, or provide any guidance as to whether events and approaches to encourage and support civic use of open data will continue to be supported.

Overall it has a very transactional 'government as vending machine' view - which is good as far as it goes (creating efficiencies is valuable) - but doesn't consider the participatory democracy aspects of Government 2.0, where digital channels can be used to support and build democratic engagement, reduce the risks of government getting policies and services wrong and introduce more ideas and analysis to 'black-box' agency processes.

We live in a world where the experts don't all live within the walls of an agency - or an ideological group - and this hasn't been reflected in either the construction or policy instruments outlines in the Coalition policy.

For all these flaws and concerns, at least the Coalition has policies in this area, and overall it isn't worse (if not much better) than Labor's policies.

As the policy platform hits the 'road' of practical governance I am sure there will be a rising interest in how digital channels can support the Coalition's goals in government, and agencies will continue using social channels for communication, customer service, engagement and other purposes.

On that basis I don't expect much slowdown in Government 2.0 progress under the Coalition, although we are unlikely to see an acceleration (as the US did under Obama and the UK under Cameron).

Ultimately Government 2.0 is not an ideological topic - it is about effective governance - there's enormous opportunities in Australia for both conservative and progressive politicians to use the bandwagon to improve government in this country, if they are willing to step onboard.

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How Australia compares on the basis of voter participation and invalid (donkey) votes

We hear a great deal about the number of people in Australia that are of voting age, but haven't registered to vote, however we don't hear a lot about how Australia compares to the rest of the world in this regard.

I sought out some data from the International Institute for Democracy and Electoral Assistance (IDEA) to compare Australia with the rest of the world, to see how well we had been doing in electoral participation - which provides some indication of how engaged citizens are with government.

IDEA has data on national elections since 1945 for about 235 countries. This is available online as tables (such as this one) as well as downloadable custom files (through this interface) and great quick snapshots - though there's no datafeeds or APIs available.

As such it took only a short time for me to download the data, plug it into a Google Fusion table and produce the below map and charts.

This shows that Australia is amongst the roughly 18% of nations which have compulsory voting for their parliaments.



Australia also compares well in terms of voter turnout, sitting close to the top of the list (6th as below - mouseover the graph for details) based on the latest election results (looking at the period from 2009-2013), despite being one of our lowest turnouts since World War II.



Our invalid voting rate has been creeping up, particularly since 1984, and is now amongst the top 30 in the world in their last election (looking at the period from 2009-2013) - see close to far right on the chart below. This indicates a growing disillusionment with existing political parties, but hardly one which is fatal to our system.



Finally, below is a view of the entire world based on voter turnout in their last election (looking at the period from 2009-2013) - click on the coloured dots for a run-down of the voting statistics for each country, based on their latest parliamentary elections.
(larger version here)



Based on this data Australia remains a highly politically engaged state, although we've been in decline for around 30 years.

It would be nice to see Australian governments turn around this trend, reversing the decline in engaged voters and improving civic participation at all levels.

Certainly there's lots of good effort underway to engage citizens more actively in government, although this may be being undermined by increasing disillusionment with the way politics is being played.

The answer might be a rethink of politics, rather than a rethink of government - although this would need to be driven by some very courageous politicians.

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Weird and wonderful uses for open data - visualising 250 million protests and mapping electoral preferences

One of the interesting aspects about open data is how creatively it can be used to generate new insights, identify patterns and make information easier to absorb.

Yesterday I encountered two separate visualisations, designed on opposite sides of the world, which illustrated this creativity in very different ways.

First was the animated visualisation of 250 million protests across the world from 1979 to 2013 (see below).

Based on Global Database of Events, Language, and Tone (GDELT) data, John Beieler, a Penn State doctoral candidate, has created a visual feast that busts myths about the decline in physical protests as people move online and exposes the rising concerns people have around the world.

Imagine further encoding this data by protest topic and displaying trends of popular issues in different countries or states, or looking at the locations of protests in more detail to identify 'hot spots' - in fact John has done part of this work already, as can be read about in his blog (http://johnbeieler.org/)


Second is the splendid Senate preferences map for the 2013 Australian Government election, developed by Peter Neish from Melbourne.

Developed again from public information, this is the first time I have ever seen a map detailing the flow of preferences between political parties, and it illustrates some very interesting patterns.

The image below is of NSW Senate candidates, and thus is the most complex of the states, but shows how this type of information can be visualised in ways never before possible by citizens without the involvement of traditional media or large organisations.

For visualisations of all states and territories, visit Peter's site at http://peterneish.github.io/preferences/

These types of open data visualisation lend themselves to a change in the way the community communicates and offer both an opportunity and a threat to established interests.

Governments and other organisations who grasp the power of data visualisation will be able to cut through much of the chatter and complexity of data to communicate more clearly to the community, whereas agencies and companies who hang back, using complex text and tables, will increasingly find themselves gazumped by those able to present their stories in more visual and understandable forms.

We're beginning to see some government agencies make good use of visualisations and animation, I hope in the near future that more will consider using more than words to convey meaning. 

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Enter the Queensland Premier's Award for Open Data

The Queensland Government is currently running their first Premier's Award for Open Data, a competition designed to encourage and support the use of data released by the government and raise awareness of how it can add value to the community.

Open data competitions are no longer new for Australia, however it is great to see that Queensland hasn't put limitations on where entrants can come from - unlike previous state open data competitions.

This is a major step forward as it allows the Queensland Government to tap into good ideas from anywhere in the world, rather than limiting them to a geographic area.

The competition only offered $20,000 in prizes spread across four categories ($5,000 in each), howeve received a major boost with support from Microsoft, who is contributing an additional prize, which I value at close to $100,000. This Microsoft Start-Up Accelerator Award will be awarded to the team who develops the most innovative concept with the best start-up potential and will include: · five Nokia Lumia 920s, five Asus VivTab tablets, one four-month course at Founder Institute for the nominated team founder to attend from February 2014 and a maximum of $60,000 worth of Windows Azure for a maximum period of two years.

This size of prize pool is important for open data competitions given the efforts that teams and individuals put into development. I generally also suggest splitting prizes into a range of awards to give more teams the opportunity to win and thereby increasing participation and engagement.

Overall this looks like a good competition and it will be interesting to see the level and range of entries and the winners.

The support offered beyond the competition to entrants will also be interesting to observe, as open data competitions both in Australia and overseas have often suffered from being 'flashs in the pan' - with most apps and services created being abandoned after the end of the competition process.

To find out more or enter the competition, visit data.qld.gov.au/data-event/premiers-awards

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Is it possible to deliver a government agency's standard IT systems on a single USB?

CSIR Mk 1 with Hollerith
equipment, Sydney 1952
Source: Museum Victoria

The Australian government was one of the earliest adopters of computers and computerisation.

CSIRAC (or CSIR Mk1), the first computer in Australia (and now the oldest surviving first-generation electronic computer), was used by scientists within CSIRO, by the Snowy Mountains Hydro Electric Authority and various university and government departments and agencies between 1949 and 1964 to make sense of 'big data' (for the time) which would have taken years to analyse by hand.

As the fifth stored program computer in the world, CSIRAC programmers could write their programs on punch tapes, check them one step at a time, and store them in the computer to be run again and again.

While computers have gotten a lot smaller, faster and efficient, they still use a similar programming approach to CSIRAC. Programs (software) are loaded into their memory and may then be accessed and run many times.

Of course modern computers use different storage mediums and can store and execute many programs at the same time.

Every government agency has an IT architecture made up of hundreds, if not thousands, of different programs - some run on a mainframe computer, others on desktop computers and still more on servers which allow staff to access the programs remotely from their desktop, laptop or even mobile platforms.

It is a very complex process to manage an agency's IT architecture - some programs may not 'play nice' with others, some may be twenty or more years old and require special hardware and maintenance to keep them operating.

Setting up a new agency can be an even more complex process. Often agencies are 'spawned' from existing departments and 'borrow' much of their IT infrastructure - the software required to run everything from payroll and HR to manage contracts, projects, compliance, Ministerial correspondence and provide the desktop applications required by staff to do their jobs.

Even more complex is the process of combining disparate agencies into a new department. This can require blending two or more sets of software programs into a single solution, with all the data migration and management issues this entails - not to mention addressing security considerations, staff training and avoiding long outages or data loss.

This is where my concept of 'government on USB' comes in.

Why not develop all the core software that a government agency needs to operate as open source shareable software and release it for other government agencies to reuse?

Using this approach it is possible that when a government dictates that a new agency must be formed that the CIO simply pulls out his 'Government Agency USB' and uploads all the required operational software as a complete agency package.

Potentially, via this method, a new agency could have all its core ICT systems in place and operating in days, if not hours.

This approach might seem farfetched, however we're already heading in that direction due to a couple of trends.

Today much of the software an agency needs to run its operations is available through SAAS (Software as a Service) or as cloud-based services - which both basically means that software is stored offsite, maintained by a specialist company and simply accessed and used as needed by an agency - provided they are confident of the security levels.

We're also seeing more and more of the software 'building blocks' of organisations becoming available in open source forms which can be downloaded, adjusted as required by an agency and used, either hosted internally or via a SAAS or cloud provided.

The US has actively been developing and releasing software in open source formats for other governments to use, as has the UK and a few other governments around the world. This offers massive national and international efficiencies for governments who can reuse rather than build or buy software.

The next step is for a government to audit the core systems required to establish a new agency and develop a standard IT Architecture that can be applied for any new agency (with room for specialised modules for unique functions). Then, by selecting from existing open source programs and potentially writing additional services, a government could put together a 'flatpack' IT architecture that any new agency could adopt quickly and easily.

If all the software in this 'flatpack' were open source, it could be easily improved and adjusted over time to meet changing legislative and operational requirements and to integrate ongoing improvements and enhancements.

Then once agencies have adopted this common 'flatpack' of software, it would be significantly easier and cheaper to merge agencies, as they would already be operating in a similar and interchangeable way.

Moving all of government across to this approach would take quite a few years - it's not achievable in a single term - however it would provide ultimately for a 'government on USB'.

This also has implications across the developing world and for newly formed countries, where their government agencies and institutions can suffer from a lack of experience, expertise and money to build the robust IT architecture needed for modern nations.

In the scenario I've described, a new or developing government could simply plug in the 'government on USB' into an agency's systems and establish a sophisticated IT environment to underpin governance in a very short period of time.

Is this simply an unattainable pipedream?

Some may scoff at the notion, however there are many people around the world working on parts of the 'government on USB' model today - albeit many may not be thinking about the bigger picture.

Much of the software required for a government agency is already available in open source form, from HR and financial management systems to desktop applications. It simply hasn't been linked together with a single set-up process.

To explore the concept it would take a government willing to innovate, investing resources and money.

This would be used to model the software requirements of an agency, identify where open source solutions exist (or existing solutions can be modified) and write new open source software where necessary.

Next there would be the need to ensure the solution is secure and to write a single set-up approach that makes it easy for a CIO to roll out the solution quickly.

This may not ultimately be possible or cost-effective, but given the cost of IT architecture changes today when creating, merging or updating agencies, surely it is worth considering.

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From Gov 2.0 to GovInnovate - expanding the agenda

I'm pleased to note that CEBIT, whose Gov 2.0 Conference has been a great event over the last few years, has recognised the growing innovation agenda in government and broadened this annual conference into GovInnovate.

Now including Gov 2.0, Cyber Security, Service Design and mobile Government (mGov) streams, the GovInnovate conference looks like it will retain a leading position amidst Australian events aimed at government innovators and leaders.

I'll be returning to speak at the conference after an absence of a few years due to other commitments, and I strongly recommend that people involved in government who are interested in the streams above consider whether they can attend.

GovInnovate is being held from 26-28 November in Canberra and more information is available at its website: www.cebit.com.au/govinnovate

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Social Media specifications guide

One challenge organisations may face with social media is designing their account pages to reflect their common look.

I've seen many organisations place graphics poorly - stretched logos and unintentionally pixelated images - due to not having the specifications to hand when instructing a graphic designer.

Fortunately someone has come up with the below very useful specifications sheet for major social networks.

While this is a 'point in time' resource, as social networks regularly change their designs, it provides a starting point that should help organisations design their account pages to platform constraints.

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Should public servants be relying on the courts to clarify their right to use social media?

About eighteen months ago the APSC released updated guidance for the use of social media by public servants.

Designed to cover personal and professional use, the guidance was widely criticised at the time by traditional media and former public servants for its imprecise language and broad reach.

I criticised it as well, and it was one of my motivations for leaving the public sector, as it was for several other people I know.

In particular criticisms related to one piece of the guidance that states that when APS employees are making public comment in an unofficial capacity, it is not appropriate for them to make comment that is, or could be perceived to be:

so harsh or extreme in its criticism of the Government, a member of parliament from another political party, or their respective policies, that it raises questions about the APS employee’s capacity to work professionally, efficiently or impartially. Such comment does not have to relate to the employee’s area of work

so strong in its criticism of an agency’s administration that it could seriously disrupt the workplace. APS employees are encouraged instead to resolve concerns by informal discussion with a manager or by using internal dispute resolution mechanisms, including the APS whistleblowing scheme if appropriate 

The APSC has provided a few (broad) case studies designed to help public servants navigate use of social media, within their definition of appropriate conduct.

However terms such as 'so harsh and extreme' have remained largely undefined and subject to the interpretation of senior public servants - which unfortunately has left them open to accidental and deliberate misuse, potentially for bullying or internal politics.

I've long advocated that for the public service to improve its use of social channels it needs to foster and support staff in using those channels - professionally and personally as well as officially.

If the public sector doesn't firmly embed social media use into the culture of agencies, it will find it increasingly difficult and expensive to match Australian society's preference for communication via social channels and be less effective at carrying out the instructions of the government of the day.

Imprecision is the enemy of adoption. It has remained unclear what is meant by terms such as 'harsh or extreme', 'so strong' and 'seriously disrupt', leading public servants to either avoid participating online, carefully self-censor or to conceal their identities.

Now we're beginning to see some of the fruits of that imprecision, in the case of Michaela Banerji who reportedly used the Twitter identity @LaLegale. Ms Banerji has lost a court case to stay her dismissal from the public service, partially related to comments made by her pseudonymous Twitter account.

I'm not casting judgement on the case decision itself. While Marcus Mannheim's article, Public servant loses fight over Twitter attack on government, focuses on Twitter, there's some indication there were other issues as well. Ms Banerji was directly and publicly criticise the policies of her own department and there's been clear and precise guidance for quite some time that this is highly dangerous territory.

However I wonder how the department identified @LeLegale as Michaela Banerji - there would be serious privacy considerations if the Department were investigating other pseudonymous Twitter or other social media accounts to determine who owns them, regardless of whether they then took any actions as a result.

I am also concerned that this had to go to a court decision (albeit one brought by Ms Banerji). Agencies have had a number of years to write social media policies and educate staff as to their responsibilities and what constitutes appropriate conduct online - however there's not been any research released publicly indicating whether they've done this in an effective way.

I do support the need to put boundaries as to how far public servants can criticise agency operations and government policies related to their work (and only those related to their work - unlike the current guidelines).

However I don't think that public servants should need to ever go to court to clarify their right to privately use social media channels for political comments.

The social media guidelines for public servants need to be clearer, and the policies and training supporting the guidelines need to be implemented consistently and effectively.

Otherwise we all lose.

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Political participation in a crowded age

Whether we call today the information age, the digital age or the internet age, it is very true that society today has changed radically from the society we saw fifty years ago.

Massive personal access to information, entertainment and communication means this is the crowded age - every person has a plethora of choices and can individually decide what they watch, read, create or participate in.

I've been reading an interesting thread in the Australian Public Policy LinkedIn group discussing the lack of young people involved in politics, the falling level of participation in political parties and the impacts this is likely to have on our society in the future.

Named Where's the young blood?, the thread has seen a great deal of interesting and considered views on the topic.

I thought it would be useful to share my thoughts on this topic in my blog, as well as in the thread, as below as I believe this shift is a consequence of our increasingly digital world and will have a profound impact on the depth and professionalism of Australia's political leadership over the next twenty years.

My say:

Falling political party memberships is not a unique thing - it should be considered in the broader context of falling participation in all kinds of voluntary organisational activities.

And this is a symptom of wider social change - people have more engagement and entertainment options than in the past.

Thirty years ago the choices for what active minds did in the evening or weekend was more limited, so active participation in political parties (or unions) was a more common choice - it brought like-minded people together to share their dreams and visions, to socialise and form tribes.

People today form these social bonds in different ways, but still form them. Hence the old political party 'branch' where people attend every Wednesday night with cupcakes and a readiness to debate, discuss and romance, is no longer as attractive as it once was.

By and large political parties in Australia have failed to modify their membership and participation model to remain relevant to people aged 40 or under - which is why we see a vast underrepresentation of young people in political party memberships, and much lower participation and engagement from most who still sign up.

This isn't solely due to parties being led by older people, steeped in ye olden days, or due to the fact that the lower participation actually suits some active young people as they have less competition for attention and position in political parties. It is also a function of the legal framework in Australia around how such organisations must be formed and registered, and the traditions these organisations have built over a hundred or more years.

There is little radical innovation in party structures to find one which will work for present-day society, and as a result the political party tree is dying from the roots up.

One of the implications is much poorer representation for Australians. Political parties used to be testbeds for peoples' ideologies - challenging them to think, consider, test and assess their ideas in the light of broader views. Politicians who emerged from this after a ten or twenty year 'apprenticeship' in party positions were professional, broadminded and good at their jobs - sound in their own thinking, committed to the public good (whatever their ideological view of 'public good' was).

As membership numbers have fallen and people have had to be fast-tracked into political office without these long apprenticeships, we've seen a focus on the popular and less commitment to specific ideological viewpoints. While this has its benefits, it also has many disadvantages - less tested views, a lower commitment to the public good and more commitment to self-entitlements and promotion.

While the long apprenticeship approach had its flaws, creating more group-think and less ideological flexibility, with politicians ground in the values of their youth, it also had many advantages in terms of a professional political 'class', politicians with broader exposure to views and to what worked or didn't work in practice.

We are losing these advantages as people are increasingly entering politics with less party grounding, and as we are drawing from a thinner and thinner (and more incestuous) talent pool.

How do we reframe politics for the modern day? That's yet to be seen.

In twenty years we might employ politicians like corporate managers in order to attract professional and more objective individuals to these jobs, with citizens being shareholders in massive corporate states.

Or we might see a massive change in how politicians operate, having online 'brains trusts' of thousands of citizens, who are selected, like juries, to contribute to selected decisions via algorithms, picking how their representative should vote using their always-on mobile devices and have the politicians be merely a proxy votes in a more direct democratic model.

We may even see political parties reinvent themselves for a modern age, potentially the most unlikely option!

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Is it easy for non-programmers to reuse government open data?

Opening up data is one thing, but using it in a productive way is another.

Data may be released in formats that are hard to reuse, data may be 'dirty' (with mistakes) or incomplete.

However when organisations release data in machine-readable formats, with a reasonable level of completeness, it can be surprisingly easy for even a novice with no programming experience to reuse it in meaningful ways.

Below are two examples of how I've recently reused very different sets of data, an example of data released directly by a government agency, and an example of how to capture and reuse data that is public but technically not open.

Example 1: Mapping Australian polling places

Earlier today @Maxious tweeted the release of the Australian Electoral Commission's (AEC) expected polling places for the federal election as a CSV file. CSV is a standard format, like a basic spreadsheet, where every value is separated from the next by a comma, making it easy to import into (or export from) Microsoft Excel, OpenOffice Calc, Google Spreadsheet or other spreadsheets or databases.

AEC "Expected election day polling places" dataset up in CSV format #gov2au cc @DemSausage #democracysausage http://t.co/N82tC17awF
— Alexander Sadleir (@maxious) August 6, 2013

The polling locations data is valuable, but in the CSV format simply appears as lines and lines of data. I thought it would be interesting and useful to visually map the polling locations on a map of Australia, making it easy for people to find the polling booths nearest to them.

So I downloaded the CSV file from the AEC website (www.aec.gov.au/About_AEC/cea-notices/election-pp.htm) and went to Google Drive, which supports a type of spreadsheet called Fusion Tables which can map geographic data.

Fortunately the AEC was smart enough to include latitude and longitude for each polling location. This can be easily mapped by Fusion Tables. The CSV also contained address, postcode and state information, which I could also have used, less accurately, to map the locations.

I uploaded the CSV into a newly created Fusion Table, which automatically organised the data into columns and used the Lat/Long coordinates to map the locations - job done! Or so I thought....

When I looked at the map, it only showed NSW polling locations - about 2,400 of them - while the original CSV listed over 8,000.

Clearly something hadn't worked properly, so I tried reloading the data into a new Fusion Table - with the same result - it didn't seem to be a problem with the CSV or the import process.

I went into the CSV using Microsoft Excel and studied at the data. There were many columns of data I didn't need for the map, so I deleted them - reducing the size of the spreadsheet by tens of thousands of cells.

I reimported the CSV into a Fusion Table and it worked! All eight and a half thousand expected polling locations appeared on the map. Clearly there had been too much (extraneous) data for Fusion to manage.

From here finishing the map was easy. It was simply a process of making the data a little more presentable by changing datasheet names and editing what appeared in the  information box that appeared when a polling location was clicked on.

I shared my Fusion Table and published the map so people could view and embed it (see below).

You can view (but not edit) my full Fusion Table at: https://www.google.com/fusiontables/DataSource?docid=1kzLZTqNRkXMu1w4eBdsOLRakx3S8FLHziu6PdbU



So job done - map created with useful information when you click a red dot.

However, these are only expected polling places - the AEC may update this information at any time as they confirm or remove specific polling places.

My map is current at 6 August 2013, however may become out-of-date quite fast. How do I ensure my map updates when the AEC updates their CSV?

The short answer is that I can't - using my Google Fusion Table.

Because the AEC has chosen to release the data in a format easy for them (a CSV, straight from their internal systems), it is less useful for outsiders who wish to keep their maps or mash-ups current.

A programmer would be able to write a script that checked the AEC page each day to see if the CSV had updated, download it into a program that updated a map and published it to the web with the changes - even providing a history of which polling stations were added or removed over time.

However the broader community, including me, don't have the programming skills to do this - and shouldn't need them.

To replicate what the programmer could do in a few lines, any non-programmer, such as me, would have to manually check the page, download the updated CSV (assuming the page provides a clue that it has changed), manually delete all unneeded columns (again) and upload the data into my Fusion Table, simply to keep my map current.

Of course, if the AEC had spent a little more time on their data - releasing it as a datafeed or an API (Application Programming Interface), it would be easy even for non-programmers to reuse the data in a tool like Google Maps for public visualisation - or the AEC could have taken the one additional step necessary to map the information themselves (still providing the raw data), providing a far more useful resource for the community.

This is one of the challenges with open data - releasing it in formats useful for the audience, rather than the agency.

Agencies often choose to release data in what they see as the fastest and easiest solution for them, even though it greatly increases the risk that their data will be reused online in out-of-date or inappropriate ways. Imagine the same issue with a listing of illegal drugs, accident hotspots or holiday dates - anyone who relied on old data, because it didn't automatically update in apps or third-party websites, would potentially be at significant risk.

However with a little more effort and thought, agencies can release their data in ways that biase online reuse towards remaining current and accurate - such as via APIs, which automatically update the information whenever a user accesses a mobile app or website which draws from it. With some data, APIs can potentially save lives - as well as reduce the risks to both agencies and developers.

Example 2: Analysing agency tweets

I'm interested in what government agencies say online and have been tracking the use of Twitter by Australian governments, including local, state and federal agencies, for six years. I track these accounts using my @egovau Twitter account, in two Twitter lists (as the maximum list size is 500 accounts):

• https://twitter.com/eGovAU/australian-gov-tweets, and
• https://twitter.com/eGovAU/australian-gov-tweets2

Now it's great to track these accounts within Twitter, however how can I easily get a sense of which agencies are most active or have the largest following?

Followerwonk.com Twitter report

I use followerwonk.com for this purpose - a tool which can capture a snapshot of the number of followers, tweets and other details of every account at a particular time. In fact it is so good that I actually pay money for it.

These snapshots can be downloaded as CSVs and analysed in spreadsheets - which makes it easy to identify the most and least active government Twitter users (as I've blogged about in an infographic).

However what Followerwonk doesn't do is to capture and archive the actual tweets from the roughly 890 Australian government agencies and councils that use Twitter. If I want to analyse what they actually say in their tweets, rather than simply analyse the number of tweets, I need different tools.

While it is reasonably easy to archive the tweets from an individual Twitter account (you can download your own tweets from Twitter directly), or tweets that use particular terms or hashtags, using a tool like TweetArchivist, which is really useful for tracking conferences, it is harder to capture all the tweets from a large number of Twitter accounts at the same time - even if they are in the same Twitter list.

I've previously captured some Twitter list tweets using paper.li, which turns them into a daily 'newspaper'. In fact I have mapped Australian Federal parliamentarian tweets, by house and party, for those who wish a daily dose of political discussion in a condensed form.

The beauty of this approach is that paper.li updates as I update my @egovaupollies Twitter lists (where I follow Australian federal politicians) - the use of this datafeed ensures the 'newspapers' are always current.

However paper.li only selectively captures and reports tweets and doesn't allow them to be downloaded in a structured way. It doesn't really help me archive my government agency Twitter lists.

I have tried using a number of tools without success, including the fantastic IFTTT (If This, Then That) site, which allows the creation of 'recipes' which perform actions between different online social networks and web 2.0 tools. I have used IFTTT previously to do things such as automate the change of my Facebook profile image when I change my image in Twitter.

However the fantastic Digital Inspirations blog, written by Amit Agarwal, provides useful code 'recipes' that can be adapted to do all kinds of things by non-programmers.

I tried one of Amit's 'recipes' for converting a Twitter list into an RSS feed, however found it didn't work properly as Twitter had changed its own code. I tweeted to Amit (@labnol) and he graciously replied with a link to an updated post, A Simple Way to Create RSS Feeds for Twitter, which did indeed provide a simple way of doing this, with a step-by-step video.

I followed the video and, using the Twitter Widgets page and the Google script that Amit provided, was able to quickly create the RSS feeds I needed for my Twitter lists (one feed per list).

You can view these RSS feeds using the following (unpretty) web addresses:

• https://script.google.com/macros/s/AKfycbw96mWX7ZM-WhnTf3TF6OYL1oOlGi2gJge9HwPDiQDHV1UlPAFd/exec?363212152531738624
• https://script.google.com/macros/s/AKfycbw96mWX7ZM-WhnTf3TF6OYL1oOlGi2gJge9HwPDiQDHV1UlPAFd/exec?363214413819424768

However I had a new issue. Taking the tweets from the RSS feeds and archiving them in a structured way into a spreadsheet or database for later analysis.

I thought it would be relatively easy to find a free online or downloadable RSS reader which could archive all the tweets from these RSS feeds. I was wrong.

I could not find an RSS reader that was designed to capture, store and archive RSS - only ones designed to format and view them.

So I went back to IFTTT and searched for a recipe that might help.

Here I found the recipe, Backup RSS Feed to Google Spreadsheet by Martin Hawksey.

The recipe was simple. All I had to do was put in my first RSS feed (above) and adjust the name of the spreadsheet in which it would be stored. Then I activated the recipe, which connected to my Google Drive and created an archival spreadsheet that updated every time a government agency or council on the list tweeted.

As I had two lists, I replicated the recipe, using the second RSS feed and a new spreadsheet name. Then I left it to see what happened....

A few hours later, checking back, the spreadsheets were growing, with about a hundred tweets between them.

I am now able to easily analyse this data to build a picture of what government agencies actually talk about, providing insights that otherwise would never be captured (stay tuned!)

In this case study the government data was already public and visible in agency Twitter accounts, however it was not really 'open, - neither easy to capture nor easy to reuse.  No government or local council in Australia I am aware of currently releases its tweets as open data or in any specific format, such as RSS, which could be captured and stored, (even though many use RSS for media releases).

However these tweets are also useful government data. The tweets are able to paint a picture of how government uses social media, what they talk about, how they say it and who they interact with. It has both historic value for the country as well as current value for understanding what different agencies and local governments are focused on today.

Capturing and reusing these government tweets was harder than reusing the data from the AEC. The AEC at least released the poll locations as open data, albeit in an imperfectly reusable form.

However using some ingenuity, but without any coding, it was still possible for a non-programmer to capture all of government's tweets and make them more useful.

Conclusion

There's still a long, long way for agencies to go with open data. Right now the data released around the countries by state and local jurisdictions is often hard to match up, being in different formats, collected in different ways, presented in different ways and often is not directly comparable from jurisdiction to jurisdiction. Federally there's not the same issue, however different agencies use different geographic areas, different terminology and different formats, again, for releasing data.

Much data remains unreleased, and even where data is technically public (such as tweets or Facebook updates), archives of this data are not always easily available to the public.

However there are now many tools online which can help make some of this imperfect public data more usable and useful - and you no longer need to be a programmer to do it.

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Will Gov 2.0 initiatives be created by individuals or organisations for profit or illegal goals?

As an advocate for Gov 2.0 and open data I frequently encourage government agencies to work more closely with communities, tapping their expertise and experience to improve the operations of government.

However I'm not blind to the risks of community involvement.

Welcoming the crowd risks welcoming individuals, groups and organisations with agendas which may include commercial, criminal or extreme goals, which may not reflect the community at large.

For example, right now there's a major push on to encourage the 10% of adult Australians who are not yet registered to vote to do so before the upcoming federal election. In particular roughly half a million young Australians are not yet registered to vote.

The Australian Electoral Commission (AEC), the government body responsible for managing electoral processes, has a campaign targeting younger voters, sending ambassadors to major music festivals and advertising through appropriate channels to reach this group.

Likewise TripleJ, a publicly funded radio station, is working with the AEC with the RockEnrol campaign to encourage the same goal.

Alongside these government-supported approaches are two independent campaigns, one supporting enrolment directly (Enrol for Gold), the second supporting it indirectly by informing potential new voters (Virgin Voters).

The first is from GetUp, an Australian grass-roots advocacy group. GetUp has created a campaign 'Enrol for Gold' which is giving a total of $40,000 in prize money in a competition for people who enrol to vote after 21 July. It's an interesting approach to encourage enrolment - one that a government could not use, but could be very appealing to elements of the community and support the overall AEC goals to raise the level of enrolment.

This campaign, although independent from the AEC, has clear information in their Terms and Privacy Policy which restrict any reuse of the information collected in the competition for any other purpose.

The second independent enrolment campaign is called Virgin Voters. The campaign is designed around supporting first-time voters to make good decisions with their federal vote.

The Canberra Times has been told that Virgin Voters was created to find and follow eight first-time voters through the federal election campaign to create a program about their experiences.

The site includes information a first-time voter will need to know, such as how Australia's political system works, who gets to vote, how to vote and details on Australia's 35 federal political parties. Very supportively there's information for both eligible young voters and for high school students (and their teachers) who might be following the process, but still ineligible to vote.

The site invites people to participate in television, radio, social media and print as an 'official VirginVoters Voice' through it's voicebox approach, and also encourages first-time voters to sign up to the campaign's Facebook page and Twitter feed.

The site bills itself as the voice of first-time voters and claims to be 'the most innovative social media commentary on any Federal Election'.

Despite the grand promise, the Virgin Voters site (at the time of writing) has little information about who is operating the site, why they are running it, who is funding it or whether the site is for profit.

There's also no privacy policy (at the time of writing). That's right, the site doesn't explain what happens to information submitted by people to VoiceBox, or how it will be used. This is disturbing to any experienced internet user and I hope they fix it soon.

With a little digging, and some twitter enquiries (where I did not get a specific answer) I've discovered Virgin Voters is run by the organisation credited in the site with its design (although there's no link). This is Pineapple Media, a company that specialises in creating programming and promotions for television, radio and print.

The person credited as the contact for Virgin Voters is the principal of PineApple Media, Richard Attieh - although this is currently not explicitly mentioned in the Virgin Voters site.

So is Virgin Voters a genuine Gov 2.0 initiative from a concerned individual and his organisation to support Australian democracy by giving first-time voters a voice in media?

Or is it an attempt to use the federal election and the naiviety of first-time (often 18yr old) voters to make profits for a media company by providing talent for programming?

I think Richard and Virgin Voters mean well, but will leave it up to readers to form their own conclusion.

What I believe this example demonstrates is that while there are many civic minded people and organisations who are using Government 2.0 approaches to help support, influence or improve government transparency in a positive way, there is room for the same or similar approaches to be used for pure commercial goals.

It may even be possible to use the guise of Government 2.0 to seek to achieve extreme or criminal goals.

What will it mean for government in the future if third parties use government data or piggyback on government goals in inappropriate ways?

Will there need to be better citizen education to help the community to make informed choices on who they provide information to, or more policing of online initiatives purporting to support government goals and programs?

Will governments rely on existing laws and frameworks, or need to legislate how and when government programs may be mentioned, leveraged and engaged with?

I think these are questions that most governments have not yet even engaged with.

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Complete the 2013 Community Management survey for Australia and New Zealand

Quiip and Delib Australia have launched the second annual online community management survey for Australia and New Zealand.

The survey aims to help local organisations and individuals better understand the skills required to work in these professions, help uncover role challenges, training and support needs and the actual work and salaries that online community management and social media management professionals can expect.

The results of the survey will be presented at Swarm later this year and released online as a free report.

For more information visit Quiip's site at quiip.com.au/online-community-management-2013-survey.

To complete the survey go to au.citizenspace.com/app/delib-au/cmsurvey2013 or click on the button above.

For a copy of last year's report visit: quiip.com.au/2013/03/26/australian-community-manager-benchmark-report

Note: I'm involved in the design and management and will be involved in the analysis and reporting for this survey. The goal is to provide information that organisations can use to design community management and social media management roles and to help identify the training and support individuals working in these professions require to be most effective.

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Social media impacts on ICT teams - presentation from the Technology in Government conference

Over the last two days I've been down at the Technology in Government conference - an event I thought went very well, with a great group of speakers (including the UK Government's CIO Liam Maxwell).

I gave a presentation this morning, and chaired the afternoon, for the Connected Government stream and have uploaded my presentation for wider access.

In it I discussed the impact of social media on agency ICT teams and some potential approaches they can take to work with business areas to ensure that agency goals are met with a minimum of intra-agency friction.

Overall my message was that social media must be engaged with, not ignored, in government and agency ICT teams have a role to play.

There's several stances ICT teams can take - whether as a leader, supporter or observer of agency social media efforts and, depending on this stance, they could take on a greater or lesser involvement in the various roles required to implement a successful social media approach.

Social media offers benefits for ICT teams, as it does for other areas of agencies - it is simply up to ICT leadership to either step up and work with business areas in a closer ongoing way, or stay out of the way and allow other areas of an agency to move forward.

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Fantastic article: The more things change: Technology, government and the public sector

Martin Stewart-Weeks, Senior Director, Public Sector, Cisco Consulting Services, has written a fantastic article on the potential for technology to disrupt and create new possibilities for governments and the public sector.

The article discusses how technology is changing the shape and speed of government, as well as many jobs in the public sector, and looks at potential models for reshaping the public service to meet the needs of the 21st Century.

The article was presented at the Australian Government Leaders Network event in July 2013 and, with Martin's permission, I've included a copy below.

It is well worth a read! 

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IAB Australia releases free guide to Best Practice in Content Moderation for social media

The Interactive Advertising Bureau (IAB) Australia has released a free guide to Best Practice in Content Moderation for social media channels, drawing on the experience of organisations like Quiip and Dialogue Consulting.

The guide, while targeted at the private sector, is quite applicable to the public sector. It references many of the same steps I personally recommend to government agencies and councils (have a content moderation policy, publish it, have an internal moderation plan, create a escalation process for difficult comments and crises) and adds some useful tips and recommendations useful for anyone involved in community management.

The IAB's guide is available from their website at: http://iabaustralia.com.au/en/About_IAB/Media_Releases/2013_-_IAB_Australia_releases_Social_Media_Comment_Moderation_Guidelines.aspx

I've also uploaded it to Scribd and embedded it below for easy access - as the document in their site is in a nonstandard ashx format.

Please note the free guide is copyright to the IAB Australia. I'm simply helping build awareness and ensure it is more widely accessible to people.

The guide would have been well suited for release under a Creative Commons, Attribution-NonCommercial-NoDerivs 3.0 Australia license (CC BY-NC-ND 3.0 AU) instead.

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Contribute to The Guide for Opening Government

In an example of openness in action, the Transparency and Accountability Initiative (T/AI) is redeveloping The Guide to Opening Government using a collaborative approach.

First developed by the T/AI in 2011 with leading experts, The Guide brought together key practical steps governments can take to achieve openness, supporting civil society organisations and governments to develop and update effective Open Government Action Plans.

The T/AI is now working to update The Guide in a transparent and collaborative manner.

Bringing together expert organisations and participants in the Open Government Partnership, the T/AI is working to update and expand The Guide into a richer online resource with new topic areas and more lessons and updates from ongoing experience.

You can contribute to the new version of The Guide to Opening Government at: https://docs.google.com/document/d/16VYWpslkyE0w9tZwIApisQB8zKXtsThtC7kjh9TQPy4/edit?disco=AAAAAGGEkNU# 

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