Tools and Trust
building a citizen engagement-savvy public service
Paul Crookall paul@crookall.ca
Toby Fyfe, tfyfe@sympatico.ca
UNDESA & ITU, 14 May 2010
Governments are reacting to social
media…
Personal laptop to
access IPAC
Connect
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Issue: User controlled technologies in
command and control organisations
DM Office
3
Issue: Decision-making
Why should I need permission from you
to
?
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Questions
• How can government take advantage of the social
media to engage citizens?
• What internal barriers must be overcome?
• How do we build a public service that is both ABLE to
engage and WANTS to engage?
• How can the UN be supportive?
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Drivers
Trust
Old problems in
new clothes
Antidotes to
risk aversion
Guidelines and
guidance
Making the
right mistakes
Courage, declaying
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What’s needed
• Governments should continue and expand collaboration
through shared research and shared experiences.
– Identify leaders to make sure benefits are realized
• Policy centres in the area of privacy, official languages,
security, and information management need to understand
the new paradigm and promote updated legislation and
guidelines as required.
• Leaders need to build a climate and behaviour patterns
within their work units and organizations that support:
collaboration, building trust, respecting
privacy/security/language/IM needs, and making "the right
mistakes" while improving service delivery and efficiency.
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Recommendations for further
action
• Build engagement within your organization first
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–
–
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clearly identified, sustained and accountable leadership.
trust your staff
make the right mistakes
use often updated guidelines, supported by periodic legislative change
do the business case -- cost/benefit analyses, measures of success, change
management plan
• Learn from others: collaboration within govt, across govt, through the UN
• Engage Citizens – requires that govt value citizens, trust them, and has
both the tools to engage and the will to engage
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Getting there: suggestions
Change
• Diagram
of
highway
management
– Risk model
Communication
channels
– 2 sets of rules
Technology
– Leadership
support
– Policy response
No “HiPPOs”
Share good
– Information managementpractice
– Privacy
– security
Collaborative
events
Be the change
you want to see
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Paul Crookall
paul@crookall.ca
Toby Fyfe
tfyfe@sympatico.ca
10
Issue: Policy challenges
“When collecting foreign intelligence, CSEC may
incidentally acquire information about
Canadians. …When receiving a subsequent
request for disclosure of the details of the
suppressed information, CSEC requires federal
departments and agencies to explain their
authority to request and use this information
under their respective mandates and to provide
an operational justification of their need to know
this information. Only after these conditions have
been met will CSEC release the suppressed
information.”
2008-09 Annual Report of the Office of the
Communications Establishment Security Commissioner
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Methodology
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A culture of trust
The
boss
You
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United States Case Study
• Need for smart approach to derive value
– Challenge in federated system
• Seen as channel for delivering information &
services, interacting with citizens, strengthening
collaboration
• Policy: both social and communications
issues
• Legal, security & performance
issues
Natalie Helbig and Jana Hrdinová
Center for Technology in Government
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Australian Case Study
• Innovation Agenda
• Engage: Getting on with Government 2.0 calls for
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Declaration of Open Government
Using technology to increase public service/citizen collaboration
Reform management
Open access to government
• Public information a resource that creates value
• Make government information free & accessible
– Leadership with new post of Information
Commissioner
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UK Case Study
• A tool to be managed in order to promote relationships, share
information
• “We have moved decisively away from the idea that the State
alone can decide how public services will be designed and
delivered”
– The Power of Information Task Force
• Organized approach
– Guidelines for use of social media by public servants prepared
• New paradigm for public servants: no longer faceless
bureaucrats
– Implies trust
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