Local by Social: Networked Innovation

John Hayes from IDeA takes to the platform.

  • IDeA is 11 years old, just like Google
  • 353 authorities, providing 700 services each (in a Unitary authority), 2.1 million people working in local government
  • All these people, services and authorities have things in common – hence the communities of practice
  • Sustainable self-improvement, efficiency and vfm, connecting people to people
  • The CoPs – 60k members, 75k monthly visits, 22k monthly contributions, 1.3k communities
  • New experiences of networking in personal lives – ie consumer social media and social networking – need to replicate within work context
  • Supporting new ways of working through Local by Social book and the councillors guide to digital engagement
  • Recognising the change in behavior and relationships between people, practitioners and communities
  • The cuts! The cuts!
  • Knowledge hub – new CoPs, more open, more integrated. Mashups and benchmarking also feature and use of linked data
  • Less of looking to the centre for ideas, more sharing good practice amongst practitioners
  • Built with the sector, for the sector

Local by Social: Andy Gibson

Now it is Andy Gibson’s turn. He wrote the Local by Social book!

  • Andy is hoping to provide some perspective on all the digital stuff
  • As railroads transformed the way we work and our society, so will the new online tools
  • Imagine a London with no public transport. Would be very different, service provision would be much harder.
  • Comms is fundamental to everything that we do. Move away from broadcasting into a two way conversation.
  • Enabling communities to come together and help themselves
  • Potential to reinvent democracy
  • Opportunity for involvement of service users in design of those services
  • Budget crisis in public services – radical streamlining of government. Crisis is a good time for innovation!
  • Budget issues has brought impetus – the need to do things differently is here, now
  • Money decisions are an indication of priorities.
  • Pressure to innovate means people need to have ideas at the ready. Attitude to risk may shift – do something in a risky way, or don’t do it at all
  • Need for agility, eg in procurement and in development
  • Need for government folk to horizon scan and build the arguments. Need to be ready for when the change happens.

Local by Social: Public Service 2.0

Dominic Campbell is first up. Yay!

  • Dom is going to talk about some of the research he has been doing with Harvard University
  • “This isn’t about technology” – too right!
  • New kind of change facing local gov – one that is web enabled
  • Move to communicative governance from new public management – more about people rather than processes
  • Big society as a banner or brand for grouping together lots of civic activity that’s been going on for a while
  • Fix the system or create a new one?
  • Gov 2.0, transparency and campaigning – Micah Sifry’s branches of we.gov – but misses social innovation and enterprise, says Dom
  • Dom recommends The Power of Social Innovation by Stephen Goldsmith (and I agree, it’s good!)
  • NESTA’s social innovator website is good (link to come soon)
  • Tim O’Reilly – government as a platform
  • Less mob, more flash – flocklocal does flashmobbing for social good
  • Working with social innovators for change – is this just outsourcing by stealth?
  • System world (old school gov) meets life world – such as NHS Choices working with Patient Opinion. Edges of government blurring
  • Collective social action online – Clay Shirky stuff.
  • Local Government in Britain is probably the most vibrant space for discussing and actually doing change
  • Need to connect on and offline… role of mobile… also digital divide
  • “Creating truly new ways of transforming services, governing and creating public value”
  • Networks matter – where are the networks and communities in your area?
  • Service design – rewiring the way government thinks about its customers
  • Need to blend the results and learning from eGovernment with the new social era
  • Dom mentions the safeguarding 2.0 project FutureGov are working on – sounds like good stuff!
  • Human networks matter – what is the social graph of an at-risk child? How can the relationships and information flow be improved within that graph?
  • 1. Lay foundations (digital inclusion, open data); 2. Foster culture change (inside and outside the org, leadership); 3. I missed the third thing, gah!
  • FutureGov is building a social innovation marketplace – called Simpl – for people to post ideas and find or give help. Ready in the summer!

Local by Social

I’m at the Local by Social event today, being run by FutureGov and the IDeA. It should be a lot of fun, and I’ll let you share in that fun by live blogging as much of the event as I can!

Rounding up LocalGovCamp YH

LocalGovCamp Yorkshire and Humber was a great day, superbly organised by Ken Eastwood, Kevin Campbell-Wright, Melanie Reid and a host of helpers. It was by a mile the least involved I have ever been in one of these events and, to be honest, my enjoyment of it was considerably increased as a result – as was everyone else’s, I should think.

The photos can be found here – or within the whole localgovcamp stream here. I – and hopefully others! – will link to coverage in the group on UKGovCamp.

Partly this was because I could actually attend and take part in some sessions! My thoughts on them follow.

Ken Eastwood

Photo of Ken Eastwood by Kevin Campbell-Wright

1. Digital vision

This session was introduced by Martin Cantor of Barnsley Council, and was based around a paper circulated via the LocalGovCamp Huddle workspace (I’ve emailed Martin to ask if I can post it up here too). The vision starts with:

In a world where:

  • everyone knows what the internet has to offer
  • everyone is comfortable using the internet
  • the internet is easily available everywhere people go
  • the things people want are available online
  • online activity is simple

then we have a truly digital world.  In this world, the technology will be not just ubiquitous, but invisible and taken for granted, just as electricity now is.

In other words, we have to acknowledge that technology is changing the way we work, play, travel, shop, socialise and learn. A debate ensued about various aspects of this vision, including questions around what the role of government is with regard to overseeing and indeed implementing the vision.

2. Enterprise 2.0

The agenda

Photo of the agenda by Ingrid Koehler

A session I ran jointly with Ken Eastwood of Barnsley Council. I introduced the session and the concept of Enterprise 2.0 which effectively just means social software behind the firewall.The points I made to frame the session were that

  1. The interesting thing about this technology isn’t the technology but the cultural and organisational implications of using it
  2. How can organisations effectively engage with outside groups like citizens and stakeholders when the people inside that organisation don’t talk to each other?
  3. (Almost) all intranets are crap

Ken led us through Barnsley’s soon to be launched ‘Buzz’ platform, based on SocialText, where staff will be encouraged to connect with one another, discuss work and non-work related issues and generally break down silos. It looks great, and I’m looking forward to hearing the success stories to come from it.

Again, a discussion then took place, with loads of interesting insights shared and questions asked. One significant area of debate was around the role of IT in all this – interestingly Barnsley have gone with the hosted, SaaS version of SocialText as opposed to getting it installed on in-house IT infrastructure (this strikes me as sensible, and a more service-oriented approach to IT purchasing will be a key element of cost savings and generally doing this better in this area in the future).

The other interesting point was that although deploying enterprise 2.0 is a technology project, it shouldn’t be led by technologists. A successful implementation technologically speaking might mean that everything works, but not that people are actually using it. So, leave the plumbing to the techies, but keep the strategy and direction in the hands of those within the business.

3. Informal online engagement

Me

Photo of me by Ingrid Koehler

A session led by me around Central Bedfordshire’s Let’s Talk Central project, which Learning Pool worked on. I did a brief – entirely unprepared – talk about the background to the project and giving my views on consultation activity before opening things up to questions and discussions.

Essentially my point was that a lot of local government engagement and consultation work is incredibly dull and not the sort of thing that would really encourage residents to take part. With Let’s Talk Central, the focus was always on keeping it high level, and just finding out how people feel about stuff. Obviously there is still a place for in depth research, surveys, focus groups and that sort of thing, but it doesn’t have to be the be-all and end-all and councils shouldn’t be afraid of keeping things informal.

4. Get over yourself

This was an interesting session, led by Emma Langman of Progression Partnership. It was essentially a discussion session about leadership, where Emma posed some questions and things to think about to the group. Some robust discussion then took place and I think there may have been some confusion about the purpose of the session – Emma certainly didn’t claim to have any answers or solutions, which I think may have frustrated some of those who attended hoping for some revelations.

I do think that this is a subject that needs discussing though. The challenges faced in the public sector will necessitate a change in organisational culture and that has to be set from those at the top, which will mean a shift from traditional command and control style leadership to a more flexible open approach, such as that described by Charlene Li in her recent book. Indeed this is the type of leadership already being demonstrated by Mark Lloyd at Cambridgeshire County Council and others.

How this behaviour and attitude can be spread throughout the sector, and encouraged in places where it isn’t already happening, I’m really not sure – which may be why most people left this session with more questions than answers in their heads.

Emma Langman

Photo of Emma Langman by Kevin Campbell-Wright