GOV.UK 2.0 - A SNAPSHOT AND BEYOND
http://www.flickr.com/photos/12859033@N00/
http://www.paklinks.com/gsmedia/files/38123/DSC00119.JPG
ONLINE COMMUNITY MANAGEMENT PRO'S
Democratic and self-moderating
Sustainable model – owned by the community
Building community skills in social media, use of digital media and social reporting
Public service providers have less liability
Low / no cost technology and flexibility to try a range of different tools
ONLINE COMMUNITY MANAGEMENT CON'S
Lack of control, service providers fear criticism
Reliance on a few motivated individuals, could be hijacked by one community group
Lack of motivation and interest from community
Lack of skills in digital and social media
Unclear how service providers intervene if there are tensions or conflict arises
Reliance on continuing existence of providers of free social media platforms / tools
Examples from Wisbech - North Cambridgeshire
like
don't like
CHALLENGES FOR INTRANETS

1) Leadership not employee focused
2) Little love from IT
3) Value not recognized
4) Too many cooks in kitchen
5) Decision makers oblivious
SUCCES FACTORS FOR A SUCCESSFUL INTRANET

1) A centralized body needed that controls the User Experience/Design
2) Users have freedom to publish
3) Expiration of content - weeding and gardening key
4) IT supports as a system to grow, develop and constantly build on top of
5) A social sandbox for employees and integration with existing social activities
http://www.flickr.com/photos/gdsdigital/4077703826/
Start Internally
Safer bet
Get staff familiar with concepts/tools
Pilots in different areas or problem solving - see what works:
Project management
Ideas management
Documentation - collaborative authoring
Expertise finder
Insight gathering
INNOVATION
an increased ability to share ideas
Improve company performance as awareness and knowledge increase
Being able to find information quickly allows time for further analysis which spurs thought and innovation and can lead to new product ideas
ENGAGEMENT
Improvement of departmental synchronization and alignment
New employees onboarded quickly
Employees know each other
Having a more rounded and diverse range of information rather than just email pieces
EFFICIENCIES
Reduction in costs (as much as 10% decrease) for travel, operations and communications
More rapid access (as much as 30% increase) to knowledge experts
Reduction of email by 30%+
Ability to quickly respond to opportunities
Implementing 2.0 tools can force the streamlining of processes as well as the implementation of governance and strategy
http://www.flickr.com/photos/rykerstribe/2651338004/
FONA International

Problem

Email burden of 50,000 estimated per year
Excel and email used to track training and certification of each employee for regulatory compliance with versioning and accuracy issues and a lack of an audit trail

Solution

Collaborative software with calendaring and social spreadsheets
Eliminated 50,000 emails a year
Version confusion eliminated
Audit trail established
Accuracy and engagement improved as individuals are responsible for their own information
Law Firm

Problem

Several lawyers on account with little coordination
Redundant work effort
Higher search and coordination cost for client
Strained client relationship

Solution

Wiki workspace
Structured formal processes
Transparency in sharing what each was working on including with the client
Improved client satisfaction and loyalty
TransUnion

Problem

Custom software code performance issues

Solution

Using social tools started conversations to solve the issues
Brainstorming occurred
$2.5 million estimated saved as they didn’t go out and purchase hardware
IBM example:

By instituting an enterprise tagging service, IBM estimated that they saved 12 seconds per person or 955 hours per week with an estimated value of $7.5 million with the one time cost of development of $700,000 delivering ten times the value.6
http://www.flickr.com/photos/officenow/2631536228/in/set-72157606091459053/
REVIEW ROLES
External communications -  Internet or public side of the organization’s Web presence
IT and Operations staff - intranet or internal side 
Can one Web Team bridge these areas and handle it all, including extranets? 
Some Web managers already handle all Internet, intranet, and extranet activities. 
Extranet
CONSIDERATIONS FOR CONSOLIDATION
Coordination
Economy of scale
Reusability 
Lowest long-term cost of ownership
Security
Creating, presenting and reusing comparable content/functionality across internal and external platforms (internet and intranet)
the
beyond
Mobile
Should play a key role
Interface to platform
Other external:
Foursquare
Google Buzz
Other
Integrated social media plan
Which platforms:
Facebook
Twitter
Blogs
Fixmystreet
To what end each and together
Adoption Plan
http://prezi.com/knfj11gtptnc/
Technology choices
Enterprise wiki
Std Blogging Platform
Microblogging platform
Social Networking platform
Document management
Social CRM
Social CMS
http://www.slideshare.net/chieftech/intranet-20-integrating-enterprise-20-into-your-corporate-intranet-114569
http://www.web-strategist.com/blog/2008/01/04/the-challenges-evolution-and-success-factors-of-the-enterprise-intranet/
http://www.cambridgeshire.net/
http://www.prescientdigital.com/articles/web-2.0/document.2009-11-13.6552393919
http://www.slideshare.net/micheleidesmith/local-gov-digital-engagement-in-at-the-deep-end?src=embed
http://www.idea.gov.uk
http://www.lgeoresearch.com/
http://egov.codeplex.com/
http://www.communities.idea.gov.uk
sources and
further reading
http://twitter.com/hadleybeeman
http://danslee.wordpress.com/2010/01/29/what-makes-a-good-council-website/
http://socialgov.posterous.com/local-gov-social-media-guidance
external
inside out
internal
good E2.0
practice
Become an intermediary
Facilitate understanding of how real time data is reinventing urban life
Provide links to relevant data (https://www.data.gov.uk/)
Facilitate review and creation of policy and laws in beta (between policy makers and public)
http://www.steptwo.com.au/papers/kmc_designmistakes/index.html
http://www.egovmonitor.com/node/33888
http://www.thepolisblog.org/2009/02/open-source-cities.html
Interactive and Collaborative Maps
http://www.openstreetmap.org/
http://www.google.com/mapmaker
Open Source for Government
With open source, public agencies can become more effective while saving billions of dollars. We help governments get the most out of open source.
•OpenGeo
•Open311
•Case Study: Portland TriMet
•Case Study: Landgate
Technology for Civic Empowerment
The Web can be a powerful tool for change. Our work helps neighbors, advocacy groups, and citizen journalists make an impact.
•TOPP Labs
•FixCity
•Melkjug
•Gotham Schools
•Community Almanac
Transportation Reform
It is time to put pedestrians, bikes, and transit first. We engage the public in shaping smart cities.
•Streetsblog and Streetsblog Network
•Streetfilms
•Livable Streets Network
•Livable Streets Education
•Case Study: Uncivil Servants
http://openplans.org/
http://www.futuregovconsultancy.com/
http://powerofinformation.wordpress.com/
http://www.mysociety.org/
http://www.slideshare.net/simonwakeman/using-web-20-tools-to-drive-takeup-and-engagement?type=powerpoint
<< Medway Council
http://www.simonwakeman.com/
http://amplifiedcity.typepad.com/leicester/