Unleasing Wikinomics in the City of Toronto


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Anthony Williams discussing how web 2.0 technologies can improve municipal services and give citizens a greater voice in local decision-making

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  • Unleasing Wikinomics in the City of Toronto

    1. 1. Government 2.0: Unleashing Wikinomics in the City of Toronto Anthony D. Williams
    2. 2. Government 2.0 Community <ul><li>Office of the Premier, </li></ul><ul><li>British Columbia </li></ul>Ontario Ministry of Government Services Cabinet Office, United Kingdom SITRA, the Finnish Innovation Fund Office of Management and Budget, Unites States CIO’s Office, City of Toronto Treasury Board Secretariat, Canada Public Services Modernization Agency, Portugal e-Government Leadership Centre, Singapore
    3. 3. Wikinomics – 22 Languages
    4. 4. Wikipedia: The Encyclopedia That Anyone Can Edit <ul><li>2 million English language articles </li></ul><ul><li>15X encyclopedia Britannica </li></ul><ul><li>200+ languages </li></ul><ul><li>1 million + editors </li></ul><ul><li>70,000 regular contributors </li></ul><ul><li>8 th most visited site on the Web </li></ul>
    5. 5. Linux: The Operating System That Anyone Can Program
    6. 6. The Power of Collaborative Communities
    7. 7. Government 2.0 Changes Everything Education Health Care Climate change Intelligence Regulation Policy-making Democracy Leadership Citizen engagement Social services Social services Science Innovation Technology Decision-making Communications Campaigning Media Knowledge Justice Management Global Institutions Economic Development Voting Accountability
    8. 8. Health Care 2.0: The Democratization of Health Care Knowledge Community CaringBridge, TheStatus, Carepages, DailyStrength Support communities Sermo, OrganizedWisdom, MDJunction, RateMDs Swarm intelligence Wikihow, Wikipedia Medicine, CancerWiki, FluWiki Wikis Yahoo! Answers, Answerbag, Wondir, Windows Live QnA Q&A websites Doctissimo Blogs and discussion groups WebMD Information seeking
    9. 9. Information Seeking in a Web 2.0 World 233,000 246 1,302,000 Depression 154,000 216 1,148,000 Diabetes 104,000 826 2,191,000 Medicine 82,000 468 2,813,000 Cancer 420,000 3.464 11,131,000 Health Number of Yahoo searches Feb 2007 Number of Google groups Number of blog posts Topic
    10. 10. Patients Rating Their Doctors
    11. 11. Self-Organized Health Care Communities
    12. 12. Developing an “Open Source” Educational Curriculum
    13. 13. Annotating Historical Collections on Flickr
    14. 14. Drafting Policy on PublicMarkup.org
    15. 15. Barack Obama: Mass Collaboration Elects a President
    16. 16. Barack Obama: Mass Collaboration Elects a President <ul><li>2 million supporters on my.barackobama.com </li></ul><ul><li>> 5 million on other social networks </li></ul><ul><li>20,000 online groups, ~400 per state </li></ul><ul><li>200,000 offline events, ~4,000 per state </li></ul><ul><li>6.5 million donations </li></ul><ul><li>3.2 million donors, raising >$500 million </li></ul><ul><li>92% online donations, <$90 increments </li></ul><ul><li>130% of volunteers needed </li></ul><ul><li>9 million doors knocked on during the last weekend in key states </li></ul>
    17. 17. 13 million
    18. 18. Simple tools
    19. 20. Obama’s tech team
    20. 23. Changing the world
    21. 24. <ul><li>Unleashing Wikinomics </li></ul><ul><li>in the City of Toronto </li></ul>
    22. 25. Toronto’s Brain Power: 4 Million Talented Residents
    23. 26. Opening up the Boundaries of Government
    24. 27. Using Information to Drive Change
    25. 28. DC’s Data Catalog
    26. 29. Apps for Democracy: An Innovation Challenge <ul><li>Innovation Contests </li></ul>
    27. 30. Using Information to Drive Change
    28. 31. <ul><li>Discovering local services and resources </li></ul>Using Information to Drive Change
    29. 32. <ul><li>Identifying urban issues and opportunities </li></ul>Using Information to Drive Change
    30. 33. <ul><li>Economic development tools for urban communities </li></ul>Using Information to Drive Change Office complex – 242 workers Office complex – 80 workers Office complex – 122 workers Office complex – 22 workers Primary School – 800 Students + 40 teachers/staff Parking Lot – 200 spaces High School – 1,200 students + 58 teachers/staff Parking Lot – 50 spaces Parking Lot – 25 spaces High School – 1,500 students + 88 teachers/staff Primary School – 500 Students + 25 teachers/staff Parking Lot – 200 spaces Office complex – 45 workers Office complex – 122 workers Parking Lot – 25 spaces Parking Lot – 25 spaces Office complex – 80 workers Office complex – 80 workers
    31. 34. <ul><li>Solving environmental challenges </li></ul>Using Information to Drive Change
    32. 35. Using Information to Drive Change The public’s right to know
    33. 36. Using Information to Drive Change <ul><li>Monitoring local air quality </li></ul>
    34. 37. Using Information to Drive Change Street sweepers fitted with devices drive around collecting air quality data all day long
    35. 38. Using Information to Drive Change City-wide data is aggregated on maps and citizens receive personal updates on-the-go
    36. 39. Using Information to Drive Change Elderly People (Over 75) Living in Own Home in 2004 with Senior Locations Optimizing Service Delivery: Sidewalk Curb Cuts & Sanding
    37. 40. Using Information to Drive Change Optimizing Service Delivery: CNIB Audible Crosswalk Selections Preliminary Results Evaluation Still Occurring
    38. 41. Using Information to Drive Change Data Source: ISCIS provided by APH Optimizing Service Delivery: Density of Mother’s Under the Age of 20
    39. 42. Using Information to Drive Change Optimizing Service Delivery: Children’s Aid Society Locations
    40. 43. <ul><li>Web 2.0 Platforms for </li></ul><ul><li>Local Services & Democracy </li></ul>
    41. 44. Next Generation Service Portals | © 2008 nGenera. All Rights Reserved. Syndication, widgets, feeds, and platforms for 21 st century engagement
    42. 45. Blog Ideas & Comments Personal Attractor Wiki Shared Documents Status/Policies/etc. Forum Question & Answer Discussion Point Shared Bookmarks Co-developed resource Research/Look up Feed Reader Updates in one place Quick scan Social Networking Search & Find People Bonds over distance RSS Feeds and Tags Act as Linking Mechanism From Web 2.0 to Government 2.0
    43. 46. Breaking Down Silos with Wiki-Enabled Intelligence <ul><ul><li>Source: http://cases2.com </li></ul></ul>
    44. 47. Wiki Collaboration Process Model Source: Intellipedia
    45. 48. Crowdsourcing the City’s Strategic Plan “ Rather than polarizing and narrowing the debate, a wiki consultation process could serve as an asset to policy makers, and help them to draft a more comprehensive, relevant, and workable plan for the city as a whole.” — David Mayes, strategic planner, City of Melbourne
    46. 49. Renewing a 50-Year Old Police Act in New Zealand
    47. 50. Building Legitimacy <ul><li>“ If you don’t have public consent for your police, then you don’t actually have a very sound basis for a democratic policing process. So we really wanted to reach out and get the views of Kiwis, especially hard-to-reach and hard-to-hear populations.” </li></ul><ul><ul><ul><ul><li>— Sgt. Hamish McCardle </li></ul></ul></ul></ul>
    48. 51. Reinvigorating Local Democracy The private citizen today has come to feel rather like a deaf spectator in the back row, who ought to keep his mind on the mystery, but cannot manage to keep awake. - Walter Lippmann No government by experts in which the masses do not have the chance to inform the experts as to their needs can be anything but an oligarchy managed in the interests of the few. - John Dewey
    49. 52. Service Innovation and Continuous Improvement Provider Partners Citizen Partners Citizens Provider
    50. 53. Connecting & Serving Communities Aboriginal Peoples Veterans Youth & Students People with Disabilities Agricultural Producers New Immigrants Families Seniors
    51. 54. Brainstorming with Employees and Citizens
    52. 55. Leveraging New Channels for Feedback
    53. 56. Talent Markets and Participatory Urbanism <ul><li>Participants see all projects requiring people </li></ul><ul><li>Participants apply through transparent, simple process </li></ul><ul><li>Community chooses based on rich social network profiles </li></ul>
    54. 57. Tapping into Expert Communities
    55. 58. Unleashing Social Innovation
    56. 59. The Strength of Weak Ties Reach (# of people accessed) Variety (Diversity of skills and knowledge available to the network) Department Enterprise Trusted Partners The World
    57. 60. Collaborative Meritocracies: Mixing Hierarchy & Fluidity
    58. 61. Untapped Power
    59. 62. Thank You <ul><li>Anthony D. Williams Senior Fellow, nGenera Insight </li></ul><ul><li>[email_address] </li></ul><ul><li>416-863-8864 </li></ul>