Government 2.0

1 Government 2.0 From Community Participation to Co-creation Mark Kuznicki, Remarkk! Consulting Sean Howard, Lift Communications

2 Toronto Transit Camp “Not a complaints department, a solutions playground” Passion and fun meet practice Diverse communities of interest and practice Cultural change Facilitating community formation Modelling for replication Harvard Business Review: “Breakthrough Ideas 2008”

3 A Challenging Time for Leaders Accelerating pace of change vs. industrial age planning time-scales De-industrialization and economic transformation Continued rising energy prices Climate change Unforeseen economic crises and external shocks Demand for INGENUITY, CREATIVITY, INNOVATION, FORESIGHT, INSIGHT

4 Open Innovation Systems The best ideas do not come from within any one organization, recognized by P&G, IBM and many others Black Swan ideas always come from unexpected and unplanned places1 How do we design systems for innovation? OPEN INNOVATION => RESILIENT & SUSTAINABLE PLACES? 1 “The Black Swan: The Impact of the Highly Improbable”, Nassim Nicholas Taleb (2007)

5 Case Study: The Metronauts Context: Metrolinx (Greater Toronto Transportation Authority), agency developing a Regional Transportation Plan for GTHA Challenge: Recognition that the current public consultation process (mandated) is broken (us and them). Desire an ability to engage the public and generate insights and collaboration. Approach: Apply the open sourced Transit Camp model to a real-world planning and policy innovation opportunity Audience: Find the most passionate 1% of citizens and engage them deeply not just with the organization, but with each other Design: Create “third spaces” -> unconference events and an online community

6 Richard Florida’s Creative Class Arts Architecture & Design Entertainment & Media Science & Engineering paid to create share a “creative ethos” are attracted to “creative habitats” driving future prosperity

7 Cultural Creative Values heterarchy: horizontal power & control reject the materialist notion of success self-actualizing, integrated and balanced life believe in authenticity, emphasize relationships prefer intimate, visceral & engaged learning idealism, activism, globalism and ecology believe that a little creative chaos is a good thing Source: Ray & Anderson (2000), “The Cultural Creatives”

8 Virtual community meets physical place.

9 City Repair Project, Portland Text How do we create space for play?

11 Goals & Expectations Key Success Criteria: Engagement & Insight Citizens who are informed and creatively engaged in the Metrolinx RTP process Tangible artifacts to provide input and insight into the Metrolinx RTP process Extend and connect the passionate Transit Camp community to the organization and to each other across the vast city-region

12 Project Phases July ‘08 Sep/Oct ‘08 Participatory Research & Activation Phase Post Engagement Engagement Participatory Research & Engagement Draft Regional Transportation Plan Activation Phase Broad community engagement focused on RTP Post Engagement Assessment of outcomes & opportunities for ongoing engagement

13 Gathering Insights Explicit: Speciﬁc ideas and solutions offered by informed and engaged citizens Tacit: Insights derived from observing the interactions and conversations of informed, engaged and enabled Latent: Needs that are not known until they are seen for the ﬁrst time ETHNOGRAPHIC research opportunities

14 Metronauts Unconferences

17 Value Received to Date Innovative and unexpected ideas that would never surface in any traditional public consultation approach People involved feed engaged together in the process Successfully shifted dialogue to solutions frame, avoided railroading by pet issues advocates or “the usual suspects” Grew awareness of Metrolinx RTP process across the region Metronauts Ground Crew - a volunteer guerilla marketing squad Created a safe place for Metrolinx to learn and experiment with new tools and methods Emerging themes: Expected - transit planning (routes, rolling stock, headway) & engineering focus Unexpected - traveller experience, interactions, human-centric design focus

18 Lessons Learned to Date Integrate community engagement with communications strategies and planning processes Building an online community is only one element of a multi-faceted online engagement approach; need to engage where people are today Community evangelist is a key competency that must be developed, enabled and supported Community is drawn to the legitimate centre of power and inﬂuence, which needs to pay back with trust and transparency to enhance legitimacy

19 Engagement Pyramid

20 Contextual Touchpoints Going where our audience is Finding related communities of interest Creating experiences across touchpoints Enabling and repacking content so that is both pertinent to platform and a match with audience interests and passions

21 The Cyneﬁn Model Simple (cause and effect -> best practices) Sense, Categorize, Respond Complicated (complex but understandable r/ships) Sense, Analyze, Respond Complex (in retrospect) Probe, Sense, Respond Chaotic (discovery) Act, Sense, Respond

22 Community Evangelist Role “Someone devoted to building a critical mass of support for a service, technology or community” Providing value to the conversation A Metrolinx staff member that is transparent in their role as evangelist Interacting daily with community through a variety of technologies, platforms and places Shares a passion for the subject matter with the community, depth of understanding, solid relationships within the organization, articulate and empathy Requires: Time, Authority, Legitimacy

23 Signals of a Participatory Future The Social Web (aka “Web 2.0”): the web as a platform for participation Rise of the Creative Class, Cultural Creative Values, Millennial Generation pools of talent waiting to be engaged The “Obama Moment”: the ﬁrst transformational political leader of the web age

24 The “Obama Moment” First Transformational Leader of the Web Age Embraces social movements self-organizing on the web, youth, crowd-sourcing, small donations Enables participation of people who have felt outside the political process - more than inspiring speeches E.g. “virtual call centers”, personal blogs, self organizing street parties User-generated content driven by participatory values consistent with his message: “We Are the Change We Are Waiting For”

26 Government 2.0? Traditional Planning Paradigm Emerging Participatory Paradigm Professionalization Rise of the Pro-Ams Industrial Age & Modernist Values Imagination Age & Creative Values Public Consultation Public Engagement & Participation Risk Aversion & Management Risk-Taking & Innovation Control of Information Push Information to the Edges Control of Complicated Systems Adaptation to Complexity Planning-Centric Human-Centric Efﬁciency of Service Delivery Perceived Value of Outcomes

27 Mark Kuznicki http://remarkk.com mark@remarkk.com Sean Howard http://www.craphammer.ca/ sean@liftcommunications.ca

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Government 2.0

by Mark Kuznicki

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