Gov 2.0 from the inside out: supercharging the public sector with social media

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My talk from the Criterion Social Media Marketing Strategy Conference in Sydney 12-13 April 2011

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Gov 2.0 from the inside out: supercharging the public sector with social media

  1. 1. Gov 2.0 from the inside outsupercharging the public sector with social media<br />Patrick McCormick<br />Manager Digital Engagement<br />Department of Justice Victoria <br />12 April 2011 <br />Social Media Marketing Strategy Sydney<br />Unless indicated otherwise, content in this presentation is licensed:<br />
  2. 2. Gov 2.0 from the inside outsupercharging the public sector with social media<br />we are here now<br />tinkering with new tools<br />rebooting the business case<br />public purpose at Justice<br />
  3. 3. 1. we are here now<br />
  4. 4. Australiansprefer the web for news<br />(AGIMO: Australia in the Digital Economy, 2009)<br />
  5. 5. and are spending more time online<br />according to comScore’s State of the Internet 2010<br />18.8 hours per month online on average<br />36.3% used Apple iTunes<br />42.6% used online banking services<br />81.6% used social networks<br />
  6. 6. exponential growth of social media<br />
  7. 7. Justice portfolio employs over 21,000 staff <br />police and prosecution <br />courts, prisons and corrections services <br />tribunals and agencies protecting citizen rights <br />emergency services <br />racing and gaming policy<br />legal advice to government<br />and includes about 90,000 volunteers across <br />Country Fire Authority <br />Lifesaving Victoria<br />Victoria State Emergency Services<br />Office of the Public Advocate<br />
  8. 8. public sector social media approach<br />
  9. 9. Department of Justice social media policy<br />http://www.youtube.com/watch?v=8iQLkt5CG8I&feature=youtu.be<br />
  10. 10. Banksy<br />
  11. 11. citizen expectations are changing<br />3 types of expectations - Charlie Leadbeater<br />I need – essential services government must provide<br />I want – discretionary services responding to demand<br />I can – option to self select, participate, co-produce<br />why now?<br />Internet 1.0 – low or no cost production and distribution<br />netizens 1.0 – surplus computing and doing capacity <br />web 2.0 - new tools, behaviours, expectations<br />
  12. 12. the Internet has something to do with it<br />compact yet immense, a ‘small world’<br />10x growth adds ‘one hop’<br />growth is organic and ad hoc<br />power law distribution <br />mostly below and above mean<br /><ul><li>few with many links
  13. 13. many with few links</li></ul>In Search of Jefferson’s Moose - David G. Post<br />power law distribution<br />mostly below and above the mean<br /><ul><li>few with many links
  14. 14. many with few links</li></li></ul><li>the public sector is evolving<br />read-only<br />rigid, prescriptive, hierarchical<br />20th century administrative bureaucracy<br />new public management - performance<br />triple bottom line - shareholders and stakeholders<br />co-productive, shared enterprise, Gov 2.0<br />read-write<br />agile, principled, collaborative<br />
  15. 15. building blocks of Gov 2.0<br /><ul><li>build culture of online innovation within government
  16. 16. make PSI more accessible and usable
  17. 17. make government more consultative, participatory, transparent
  18. 18. enable collaboration through network technology, and open, contestable communication, to identify solutions that a closed group, however expert, might not devise</li></li></ul><li>what are implications of Gov 2.0?<br />Gov2.0<br />web 2.0<br />government<br />the new economy begins with technology and ends with trust<br />- Alan Webber 1993<br />
  19. 19. context and purpose of public sector<br />public sector<br />public policy<br />public goods<br />public services<br />
  20. 20. need to go back to first principles<br />public purpose<br />public sector<br />public policy<br />public goods<br />public services<br />
  21. 21. Gov 2.0is not abouttechnology<br />public purpose<br />trust<br />
  22. 22. but Gov 2.0is powered bytechnology<br />citizens<br />technology<br />internet<br />government<br />PSI<br />
  23. 23. Gov 2.0 begins withpublic purposeand ends with trust<br />technology<br />citizens<br />public purpose<br />trust<br />internet<br />PSI<br />government<br />
  24. 24. the public sector needs to change<br />a new approach <br />share (not cede) power, when and where appropriate<br />maintain authority in old and new models<br />government as a platform, providing a citizen ‘API’<br />key challenges <br />culture of experimentation and collaboration<br />open access to public sector data and information<br />voice of authenticity, uncertainty and contestability<br />
  25. 25. 2. tinkering with the tools<br />
  26. 26. emerging policy platform<br />Victoria<br />parliamentary inquiry into PSI<br />VPS innovation action plan<br />Government response on PSI<br />government 2.0 action plan<br />Commonwealth<br />Gov 2.0 Taskforce report<br />APSC online engagement guidelines<br />declaration of open government<br />
  27. 27. supporting a culture of collaboration internally<br />
  28. 28. conversations, questions, problem solving<br />
  29. 29. workingtogether across boundaries<br />
  30. 30. seeking and voting onideas openly<br />
  31. 31. video socialises importantinformation<br />
  32. 32. encouraging our content creatives<br />
  33. 33. 3. rebooting the business case <br />
  34. 34. co-production with or without us<br />“information wants to be free”<br />- Stewart Brand <br />at first Hackers' Conference 1984<br />
  35. 35. the wisdom of 100 million phone calls<br />
  36. 36. evidence based policies and targeted servicespeople are talking in new ways, in new places<br />Alcohol & Street ViolenceSocial Media Analysis<br />Month on Month Trend<br />April 2010<br />
  37. 37. what are costs and gaps of traditional methods<br />Violent CBD brawl<br />Street violence talk spawned by Williams’ death<br />
  38. 38. focus on outcomes over processes<br />‘the cathedral and the bazaar’ <br />– Eric Raymond<br />new tools demand less structured approach<br />business cases need iterative, adaptive methodologies to respond to unexpected challenges, benefits<br />
  39. 39. follow rules of disruptive innovation<br />think big<br />start small<br />fail fast<br />
  40. 40. avoid inflexibility of massive projects<br />think big<br />start small<br />fail fast<br /><ul><li>think small
  41. 41. start big
  42. 42. fail slowly</li></ul>Valberg Lárusson, Flickr<br />
  43. 43. demonstrate feasibility with rapid prototyping<br /><ul><li>time and budget constraints
  44. 44. eliminate technical and bureaucratic barriers
  45. 45. select team with diverse expertise, experience</li></li></ul><li>agile approach rewards innovation<br />co-located ‘skunk works’<br />all ideas valid, fast decisions<br />draw upon external expertise<br />
  46. 46. 5 principles for adoption<br />focus on low-level pain, not high-level possibilities<br />go for incremental gains, not overnight success<br />don't bother nailing down requirements<br />no progress without political juice<br />make sure something happens when nothing happens<br />Scott Ryser RRW: http://www.readwriteweb.com/enterprise/2010/11/5-principles-for-enterprise-adoption.php<br />
  47. 47. CFA, Black Saturday, Flickr<br />4. public purpose at Justice<br />
  48. 48. establishing trusted, authentic presence on new platforms<br />
  49. 49. listening for citizen pain points<br />
  50. 50. exceeding expectations by following up <br />
  51. 51. building trust through open an exchange<br />
  52. 52. seeking citizen input, educating interactively<br />
  53. 53. Victoria Police serve intervention order on FB<br />
  54. 54. sharing information toreduce costs, build trust and confirm public safety objectives<br />
  55. 55. fostering sharedresponsibility through citizen engagement andcontent creation<br />
  56. 56. maintaining community engagement to bolster emergency response<br />Yarra Valley, Black Saturday, Flickr<br />
  57. 57. sharing emergency information in timely, convenient way extends frontline response to community <br />
  58. 58. going where people are to build trust and improve access to information<br />9,300 fans x average of 150 friends =1,209,000 people<br />
  59. 59. because peoplewant to help and government is well placed to facilitate<br />
  60. 60. mobile apps enable citizens to help themselves and their neighbors<br />
  61. 61. geospatial data and location awareness put powerful tools in the hands of citizens<br />
  62. 62. community based crowd-sourcing<br />
  63. 63. Gov 2.0 from the inside outsupercharging the public sector with social media<br />we are here now<br />tinkering with new tools<br />rebooting the business case<br />public purpose at Justice<br />
  64. 64. Thanks!<br />Questions?<br />Patrick McCormick<br />pat.mccormick@justice.vic.gov.au<br />@ solutist<br />follow Justice on Twitter<br />@ justice_vic<br />
  65. 65. re-using this presentation? the fine print…<br />Parts of this presentation not under copyright or licensed to others (as indicated) have been made available under the Creative Commons Licence 3.0<br />Put simply, this means:<br />you are free to share, copy and distribute this work<br />you can remix and adapt this work<br />Under the following conditions<br />you must attribute the work to the author:<br />Patrick McCormick(pat.mccormick@justice.vic.gov.au or paddy@post.harvard.edu)<br />you must share alike – so if you alter or build upon this work you have to keep these same conditions<br />Unless stated otherwise, the information in this presentation is the personal view of the author and does not represent official policy or position of his employer<br />

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