G OV TO THE POWER OF “ E ” U NLEASHING G ETTING
THE KNOWLEDGE OF GOVERNMENT AND
BEST VALUE OUT OF
W EB 2.0
S ECTOR
IN THE
P UBLIC
T ABLE O F C ONTENTS 1.EXECUTIVE SUMMARY .............................................................................................. 3 2.GETTING TO GOV SQUARED ....................................................................................... 4 2.1.
BACKGROUND AND HISTORY ................................................................................ 4
2.2.
ALIGNING PRIMARY PUBLIC SECTOR FUNCTIONS WITH GOV SQUARED ........................... 8
2.2.1. WORKPLACE/CHANGE MANAGEMENT ................................................................... 8 2.2.2. STAKEHOLDER CONSULTATIONS .......................................................................... 10 2.2.3. PUBLIC SECTOR POLICY DEVELOPMENT ................................................................. 11 2.2.4. CLIENT/CITIZEN SATISFACTION & ENGAGEMENT .................................................... 12 3.ABOUT PUBLIVATE ................................................................................................ 14
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1. Executive Summary The public sector has a set of priorities and context that differ markedly from the private sector. While Web Squared and Web meets world are meant to be all-‐encompassing in their approach, PubliVate has developed a framework for public sector engagement which takes into account the sector’s unique nature. As such, we have coined the term Gove™, as an expression of the exponential possibilities for the public sector in the adoption and application of Web 2.0 technologies that have been adapted and/or developed specifically for the public sector. This Gove Special Report has been designed to seed its readers, particularly leadership from the public sector, with the tremendous possibilities and value available to them, to internal and external stakeholders, and to citizens of taking advantage of today’s Web. While many organizations in the public sector are still working on their Web 2.0 strategy and therefore might not be interested in looking beyond that, we believe that the potential for what they can derive from the Web goes well beyond – and should go well beyond – putting a blog or a wiki in place (not there is anything wrong with that). Demanding more from Web 2.0 via clear outcomes and value from whatever you might invest in your team, resources, processes, and tools is not just an eminently reachable goal, it should be embedded and visible in any Web 2.0 activity, your Web 2.0 strategy, and, for a growing number of public sector organizations, in your overall business plan. In this document we attempt to bring some momentum to that belief via framework elements, standard objectives, and prime areas of public sector business that organizations should consider when looking at how they can, in the words of O’Reilly and Battelle who coined the term Web 2.0, “harness their collective intelligence”.
Government to the power of “e”
The public sector is a massive, complex, and unique world that is vitally important for all of its
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citizens. Thinking and reaching beyond “traditional” Web 2.0 to truly engage its people and citizens is a step that would have significant and long lasting benefits for all. We firmly believe that the public sector can receive more benefit than any other area from Web 2.0 but to do so requires a framework and game plan that is unique to them.
2. Getting to Gov Squared 2.1.
Background and History
In recent years, the way we use the web has evolved. In the past, most users were largely limited to accessing static content and performing simple eCommerce transactions. But in today’s web (known as Web 2.0), global communities of users utilize websites to create and share rich and complex data (e.g. large and diverse amounts of data, images, and video), and to discuss and share that content – through mechanisms such as wikis, blogs and social networking sites. For the public sector, this evolution of the web offers an unprecedented opportunity to engage citizens, stakeholders and staff in collaborating on
It also offers a potential solution to address the challenges of a public sector workforce that is geographically
F IGURE 1-‐ W ELL K NOWN W EB 2.0 T OOLS
dispersed and is going through a radical demographic shift. Private sector companies are already leveraging Web 2.0 to engage consumers with their own Facebook sites and forums and finding good value in doing so. Furthermore, citizen activists and politicians are using Web 2.0 technologies to achieve political and social outcomes (e.g. Twitter
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solutions to shared challenges.
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after the Iranian elections; President Obama’s use of social media technologies). But to date, the deployment of Web 2.0 technologies within the broader public service has been relatively limited. There are a number of reasons for this. Due to historical factors, legislated privacy requirements and the political price of misdirected or inaccurate information, traditional ‘top-‐down’ communications structures and etiquette remain dominant in many public sector organizations – and they remain deeply embedded in the culture of the organization as the ‘right’ way to do business and to manage expectations. As a result, transitioning to a new set of communications tools and protocols on a relatively new technological platform can be construed as a risky and potentially costly endeavor. Of course, there are other factors that historically have had the public sector following behind the private sector; size and diversity, risk aversion (related to above), and funding pressures, among others. However, discrete Web 2.0 engagements are taking place in various jurisdictions around the world through the creation of wiki’s, blogs, micro blogging and other social media tools. They are not yet
“The current global financial turmoil bolsters the case for government adoption of social networks as technology-‐ budget cuts make tapping into societal resources, such as voluntary groups, philanthropists, associations and social network groups essential to complement weaker government action in some critical areas” – Andrea Di Maio, Gartner Group
commonplace, but nor are they unusual anymore.
Government to the power of “e”
“Today's challenge is n ot having more information; it's devising a less-‐resource intensive way to collect it and an efficient way to filter and d isseminate it…leaders who build an organizational system that can gather more information, make sense of it quicker, and take action more decisively [will] have crafted an organization with a higher collective IQ…” – John Sviokla, former Harvard Business School Professor
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Beyond traditional public sector barriers, we believe that part of the hesitancy to move forward with Web 2.0 is the unclear business return on such investments. It is, for example, difficult to translate the return on value of a blog or wiki. While blogs or wikis may facilitate discussion on issues or new approaches, they do not actually replace any part of the conventional strategic business planning process or formal business documents; their readership is voluntary and relies on the ‘right’ users being able to find the ‘right’ content at the ‘right’ time. To drag up a clichéd but still highly applicable phrase, “where’s the beef?”; or, in the case of Web 2.0, the outcome that government leadership (and stakeholders) expect and desire.
Introducing Web 2.0 technologies into the public sector as they currently exist is a first step and public sector Web 2.0 initiatives will undoubtedly continue to grow in number. We believe that to increase the confidence and take-‐up rate by public sector leaders of Web 2.0 engagements, they will need to consider evolving the current framework. This evolutionary framework would focus on technologies and supporting structures that enable public sector organizations to achieve clearer outcomes and value. This is what we are calling Gove™. Gove™ (government to the power of “e”) is embodied by a deeper structure and framework that is sensitive to the unique public sector complex of organizational and cultural factors not faced by the private sector. Such structure would be driven by a clear, targeted approach to maximizing the business benefits of mass collaboration, while simultaneously minimizing the risk. The changes suggested for Gove™ would allow for the public sector to truly ``harness collective intelligence`` and prepare itself appropriately to – over time – reap extraordinary, exponential benefit from Web 2.0. Some of the specific Gove™framework elements would be: Clearly defined outcomes – No leaps of faith on the potential value of the exercise that leverages Web 2.0 as can sometimes be the case today. Those conducting Web 2.0 exercises in the future need have clear line of sight to the minimum yet valuable return they and participants will receive. Upgrading the tools and processes used and spending more time setting their organizations strategy and planning initiatives will allow executive sponsors to feel confident that end results will be beneficial and measurable. Risk-‐managed flexibility –Public sector Web 2.0 initiatives should be able to augment key variables
and that collaboration and participation will not be diminished in any manner but will flourish. This will provide the risk agility and control that will support Web 2.0 in the public sector, particularly in the first few years before a more permanent cultural change takes hold. Deeply collaborative/highly interactive – Being collaborative is good. Even better is being agile with your Web 2.0 tools and processes such that the participating community can be highly interactive, easily engaged and can continue to do so once the initial engagement is completed. In short, if the public sector aspires to harness its collective intelligence as set out in Web 2.0, it needs to have committed leadership and tools and governance that fit the culture.
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like scope, focus, communication, and duration of any initiative, such that their objectives will be met
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Well thought-‐through processes and governance – Remember when people spent a lot of money on beautiful websites, and then wondered why no one ever visited them? Well, Web 2.0 meet Web 1.0. It’s not enough to have a Wiki, a blog, or any social media tool. In order to be effective, the public sector must ensure that it has the appropriate framework in place for the particular objective it is seeking if it is to ensure success. From strategic planning to communications to recognition to roles and responsibilities, processes are at least as, if not more important, than the tools used. Common (and still growing in number) Web 2.0 exercises in the private sector now involve ``crowd sourcing`` that leverage the thoughts, ideas, comments, and likes (and dislikes) of the users of a product or service. Dell and Starbucks, among others, have turned to these types of engagements to better serve their client base and to reap the benefits – for everyone – of leveraging and implementing the “crowd’s” input. In the Starbucks example, they are using the crowd (their stakeholders) to share, comment, and vote on ideas that they have regarding just about any aspect of Starbucks. F IGURE 3 -‐ M Y S TARBUCKS I DEA HOME PAGE
Starbucks has created a dedicated idea or innovation portal as the tool that their stakeholders use. The public sector has done very few crowd sourcing exercises.
F IGURE 2-‐ M Y S TARBUCKS I DEA HOME PAGE
Those conducted have been (to our knowledge) exclusively internal and
Government to the power of “e”
carried out in a broad, ongoing fashion usually through a static tool. We applaud those engagements wholeheartedly – and any initiative for that matter that supports increased collaboration -‐ but believe by adhering more closely to the framework elements mentioned earlier, at a minimum two overarching objectives will be achieved: •
The public sector will have the clarity around value that it (and its stakeholders) want through the clear evidence contained in the results (the contributions of public sector participants) from their engagement. We could call this the outcome objective.
•
The participants – on a number of levels – flatten communication silos that exist and take incremental and important steps towards creating and enhancing their community.
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This creation and enhancement could revolve around an entire community who participated in a Web 2.0 activity and/or it could be the formation or evolution of a particular community of interest related to the activity. This we could call the community objective. There are many more benefits to a well defined Web 2.0 engagement, depending on the nature of what you are aiming to accomplish, the focus of the engagement, and the participants that you are targeting. Over time, as those engagements become more defined and and participants become familiar with (and eager to participate in) Web 2.0 activities, organizations will be on the path to exponential benefits and value… Gove™!
2.2.
Aligning primary Public Sector functions with Gov
Squared In our opinion, there are primary functions of the public sector that should be of priority consideration by leadership when contemplating a Web 2.0 engagement. While all areas and stakeholders can, and eventually will benefit from Web
2.2.1. Workplace/Change Management Often the best business improvement ideas come from
Statistics Canada has stated that the absenteeism rate for federal public servants has risen to 16.2 days on average in 2008, far above the workforce in general. Experts believe
the people who actually do the work, as they have the
that “a poor work environment and
direct, ‘on the ground’ experience with how well current
low morale is contributing” (Ottawa
policies/processes/ technologies work in reality. They may
Citizen, July 2009). Engaging employees
also have localized business practices that add significant
in a transparent, compelling, and
value and have transferable potential, but are invisible to
innovative manner to find out what
the corporate centre. Enabling employees to identify,
they want their workplace to be like
prioritize and drive operational changes is a powerful
(and not like) may not fix this situation
motivator, improving engagement and sending a powerful
overnight, but can be a critical step
message about the responsiveness of management. In
towards a long-‐term solution.
addition, enabling employees to actively participate in
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2.0, these should be considered priority functions.
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major change management or business planning initiatives not only improves their engagement overall, but is a critical success factor for the initiative itself. Historically, public and private sector organizations have relied on traditional employee suggestion boxes and their e-‐enabled counterparts such as anonymous e-‐mail folders, which can be cumbersome to administer and evaluate, tend to lack defined business parameters, and lose momentum through their open-‐endedness. As a result ideas can be underdeveloped, unaligned to business strategy, and may not be reviewed and implemented in a timely manner. Furthermore, permanent employee initiatives that use more sophisticated tools such as an innovation portal may receive a lot of ideas at the outset, when they are supported by communications, but dwindle in visibility over time. Needless to say, the risks of a poorly run and maintained employee outreach initiative can move you backwards not forwards. According to the Harvard Management Update (February 2008), there are several key characteristics of effective idea systems: •
active encouragement for ideas from all quarters;
•
simple submission process and effective and quick evaluation;
•
focus on ideas about specific drivers of performance and alignment to organizational strategy; and,
•
to achieve better decisions, faster implementation, and lower processing costs, it is important to push decision making down to the front lines for as many ideas as possible
Web 2.0 employee engagement initiatives that adhere to the framework that we have set out earlier in this document stand the best possible chance of harvesting terrific input and improving morale. Nothing is going to solve disturbing trends such as the continuing increase in public service absenteeism but a committed change management program with well-‐designed employee engagement activities is Government to the power of “e”
going to be a strong step in the right direction.
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Workplace Area Organizational Transparency
Improved relationship with and between employees. Employees feel that their employer is “walking the talk”.
Employee Engagement
Employee participation tends to cross all sectors and classification levels. Good Gov Squared collaborative engagements have something to offer for everyone.
Leadership Enhancement
Executives sponsors benefit from demonstrating real and open team collaboration and consultation.
Organization Productivity
Expected Outcomes
Two benefits; employee productivity improves because of the engagement itself (process) and productivity improves through leading ideas (outcome).
Organization Efficiency
Generally, a number of outcomes from your collaborative process, usually in the form of great, implementable ideas will provide significant efficiency and cost improvements.
2.2.2. Stakeholder Consultations It is generally accepted that the purpose of stakeholder consultations is to improve the efficiency, transparency and public involvement in large-‐scale projects, or laws and policies (Organization for Economic Development and Development, 2006). Given the reach of the World Wide Web and the volume of public policy-‐related discussion activity online, utilizing the web to engage internal, external, and mixed stakeholders – in an appropriate manner -‐ just makes sense. But to date, North American public sector organizations have not yet leveraged this opportunity as fully and openly as they could, instead utilizing websites to advertise when and where ‘in person’ consultations are taking place, sometimes offering the ability to submit comments via email. And, in instances where the web has been used as a
“Public enthusiasm for government Web sites has waned. Americans’ satisfaction with e-‐government, which rose steadily early in the d ecade, has started to decline. In 2004, Time featured three federal government sites in its list of the’50 coolest Web sites,’ while more recent lists contain at most one mention…A shift from a ‘publishing’ to a ‘sharing’ mindset – one that embraces u ser participation – must h appen within government agencies” – McKinsey on Government, Summer 2009
levels of citizen engagement enjoyed by other internet sites – such as newspaper websites or popular blogs, for example. When the Canadian Radio-‐Television and Telecommunications Commission performed a month-‐long online public consultation in 2008 on new media, only 284 Canadians registered with the site, posting a total of 278 comments. Internet and legal expert Michael Geist argues that “an online public consultation needs more than a briefing document and a place to discuss. YouTube videos, podcasts and other mechanisms that both educate and entice participation should be part of the consultation strategy…officials should [also] engage in the consultation by participating in the resulting discussion. It is not enough to simply throw out a few questions and wait for the responses.” (Toronto Star, September 2008) Geist’s comments are
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consultation tool, the results have not reflected the
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equally applicable to internal or broader public sector consultations, where similar processes, challenges and opportunities exist. Engaging those with experience and proprietary methodologies can ensure that you succeed in performing effective online consultations, by working with you to get the right stakeholders focused on the key question, engaged, and contributing their perspectives. Utilizing your or a third-‐party’s web platform and tools means that your organization can easily harness input and expertise across jurisdictions and provides an excellent, cost-‐effective complement to traditional consultation processes. For stakeholders, Web 2.1 initiatives like idea campaigns level the playing field by giving everyone equal access to the consultation process – not just organizations with the time and resources to travel to in-‐ person consultations. It also enables stakeholders to deepen and extend their own communities by connecting individuals with like interests and concerns, and brings stakeholders with divergent viewpoints together in a transparent, moderated forum. The result is more creative ideas, better solutions, and a fairer and more democratic consultation process. Consultation Area
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Policy Development
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Expected Outcomes Participants are able to contribute in a more profound, ongoing, and productive manner on the chosen issue.
Stakeholder Engagement
It is easier for internal and/or external stakeholders (including outside of Canada) to engage in a collaborative, Web 2.0 based engagement. They don’t have to be around a conference table in a town at a certain time…they can contribute 7x24 and do so with an original idea, by leveraging existing contributions, or rating input already made.
Leadership Enhancement
Leadership sponsors benefit from demonstrating real and open collaboration and consultation.
Consultation Outcomes
Numerous benefits. Suffice to say that instead of a siloed chat in a community basement or government building you have interested participants leveraging each other’s knowledge and creativity to build great ideas around your consultation topic.
Cost Savings
In an engagement that follows the Gov Squared framework, you get greater participation, better outcomes, risk managed at a fraction of the cost of a traditional public sector consultation.
2.2.3. Public Sector Policy Development As politicians and political parties increasingly turn towards Web 2.0 technologies to shape and gain support for their policy platforms, public service organizations will increasingly be expected to have the capacity to increase stakeholder engagement in policy development. Crowd-‐sourcing/Idea campaigns
are an excellent, low risk starting point. It enables public sector organizations the ability to engage in discussions to re-‐think existing policy; to review and gain feedback on new/updated policy; to gain insights into policy deployment; and to discuss policy adherence and performance. Doing this via a web platform lowers barriers for prospective participants by opening involvement to anyone with a computer and an internet connection. This enables you to harness input and expertise from any jurisdiction in the world and exercise better control over everything from your travel budget and organizational carbon footprint to the range of stakeholders you want to engage. Crowd sourcing and idea campaigns and consultations can also provide a cost-‐effective complement to traditional policy development processes. Strong suppliers have tools that enable users and sponsoring organizations to easily access and review thematically related ideas – to avoid duplicate submissions and focus on refining policy solutions. It also enables policymakers to deepen and extend their own communities by connecting individuals with like interests and concerns. In addition, many crowd-‐sourcing exercises bring stakeholders with divergent viewpoints together in a transparent, moderated forum. Input can result in anything from beneficial adjustments to existing policies, standards and directives, to great insights leading to game-‐changing modification of strategic direction and policy development.
Expected Outcomes
Policy Development Flexibility
The government policy lifecycle revolves around several areas including policy consultation, development, deployment, and compliance. Web 2.0 tools that follow the Gov Squared framework can play an innovative and beneficial role throughout this lifecycle with strong tactical and strategic advantages.
Policy Enhancement
We believe you will get a better policy. Period. Being able to target certain groups and individual stakeholders to not only participate but to be able to do so in a leveraged, collaborative manner will improve all aspects of policy development. Ask yourself, ”when was the last time the policy process was updated”?
Leadership Enhancement
Policy owners will benefit from demonstrating real and open team collaboration and consultation.
2.2.4. Client/Citizen Satisfaction & Engagement Historically, public sector organizations have relied heavily on surveys and feedback cards to assess client and citizen satisfaction. While such mechanisms do yield some information, their value and quality are limited by the design of the questions, and the submitter’s ability to articulate concepts and
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Policy Area
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ambiguities around how to identify top priority issues and opportunities. However, in today’s world, such mechanisms are insufficient on their own. With rising public expectations and high levels of Internet use, communities of users are creating their own Web 2.0 forums to give voice to their concerns about public services and policies (such as ratemycop.com or ratemymd.com). One such community, a 140,000+ strong Facebook group called “Young drivers against new Ontario Laws,” played a role in stopping proposed legislation in December 2008. Using Web 2.0 process and technology to engage the public in shaping policy sends a powerful message to the public about your organization’s commitment to modern service delivery and participatory democracy – while ensuring that the scope of the discussion remains focused, productive, dynamic and manageable for your team to pursue next steps. Furthermore, it enables you to move well beyond public opinion research to a mechanism that draws out the best insights and ideas – and makes clients and citizens feel that their voices are heard and that their key needs are visible.
Government to the power of “e”
Client/Citizen Area
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Expected Outcomes
Client Engagement
Government must find new ways to work with clients and citizens. Being able to work in a Gov Squared manner for any government program will provide a new, innovative, and beneficial channel in which to do so…with profound results.
Client Satisfaction
Inviting public servants, citizens, and other stakeholders to comment on the programs that they use in an open and collaborative manner via a Gov Squared framework will have profoundly positive impacts on overall client satisfaction.
Program Outcomes
Government internal and external programs will receive the best possible input and focus by inviting stakeholders to participate collaboratively and constructively in discussing programs they use. The return on investment will take place before your campaign even finishes.
Citizen and Client Enhancement
Participants – often the first to ridicule lack of government outreach – will be the first to praise this new, effective means to work with government.
3. About PubliVate
Case Study – Federal IT Public Servants
PubliVate enables public sector departments and
greater innovation and collaboration in the public sector.
In May of 2009, PubliVate, in partnership with the Treasury Board Secretariat (TBS) of the Canadian federal government, conducted an innovation campaign for federal Information Technology public servants across the government. The challenge that was posed to them was “How might we improve the development and delivery of departmental and GC IT programs and services?” This internal engagement was a resounding success with:
Given the unique nature and greater complexity of the
•
over 2,000 registrants
public sector, PubliVate has developed processes and
•
68 federal organizations
issues and opportunities by using proprietary Collaboration and Innovation Management (CIM) tools and techniques. We are able to help public sector organizations to establish how to position their issue or opportunity and then harness the collective knowledge and experience of their employees, internal and external stakeholders, and citizens. PubliVate is the Web 2.0 ‘easy button’ for getting to great ideas and outcomes…for everyone. PubliVate was established to fill a pressing need for
services that are exclusively designed to elicit
participating
breakthrough results for public sector organizations.
•
almost 1,200 ideas contributed
PubliVate’s approach to any of our engagements has equal
•
tens of thousands idea views
parts deep public sector industry experience and
and other collaboration
knowledge, innovation through its own proprietary tools,
“transactions”
impressive management consulting and counsel, and
•
established, integral Web 2.0 processes.
Moreover, from the perspective of the TBS leadership involved, this activity was equally profound in engaging their clients – IT personnel from line departments -‐ in an extraordinarily strong community-‐building exercise, the benefits of which will continue for some time.
Offerings that PubliVate has in the marketplace such as the PubliVate Innovation Campaign (PIC) are proven enablers for public sector organizations to exceed their Web 2.0 goals, and are modeled after the core elements of PubliVate`s Gov Squared framework.
great ideas
If you are interested finding out more of the specifics around this campaign, you can reach us at
Government to the power of “e”| 8/17/2009
organizations to generate optimal solutions to challenging
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A PIC enables public sector leaders to achieve clear, measurable outcomes and value by providing the necessary structure for real innovation to take place – since collaboration is ultimately not about how many ideas or comments you get, but how close you can get to a plan for implementing meaningful, innovative solutions. A PIC, given its flexibility, can produce strong value in many areas of the public sector. In fact, one of its consistent responses from clients is the new and valuable ways in which they want to take advantage of a PIC. Leading uses for a PIC include being particularly helpful in supporting public sector workplace/change management initiatives; stakeholder consultations; public sector policy development; Leadership/executive retreat engagements, and client/citizen satisfaction and engagement programs. F IGURE 4 -‐ P UBLI V ATE C OLLABORATION P LATFORM
A PIC is comprised of expert advisory services and customized technology, supports the delivery of effective workplace/change management by embedding the characteristics of effective campaigns. Campaigns are “time boxed,” generally 6 to 10 weeks from conception through to final report, with participants having a 3-‐5 week window in which to submit, comment, contribute to, and rate responses to a particular area of opportunity or concern. With PICs, Web 2.0 technology gains Gov Squared Government to the power of “e”
structure by encouraging not only the submission of new ideas, but also building in the prioritization and
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development of the most promising ones into tangible plans in a manner that is transparent to employees. PIC technology also enables employees to build current and new communities, based on submissions and comments, and easily access and review thematically related ideas – to avoid duplicate submissions and focus on building ideas.
The PIC web tool is both powerful and easy to use, and optional services, such as VirtualFacilitation™, enhance the delivery of clear outcomes, increase audience participation and bring added assurance that your engagement will be highly successful. Reporting, during and after the PIC period, enables executives to easily access key information on the campaign (e.g. top ideas, the characteristics of employee participation), enabling them to make better decisions quickly. Report information can also be easily correlated to metrics from other complementary initiatives (e.g. employee engagement surveys; performance management; public service renewal) for added insight and value. PubliVate has also worked with public sector clients to help them to establish an appropriate
F IGURE 5-‐ P UBLI V ATE R EPORTING S NAPSHOT
Web 2.0 Strategy and Road Map for their organization that clarifies why, what, how, and when they should move forward, mitigating their risks and amplifying their outcomes.
discuss any aspect of this Special Report, your organizations Web 2.0 objectives and needs, or our experiences and offerings. You can reach us via our website at www.PubliVate.com or via email at contact@PubliVate.com.
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PubliVate works exclusively with government and the broad public sector. We would be pleased to
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