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Government 2.0From Community Participation to Co-creation
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Mark Kuznicki, Remarkk! ConsultingSean Howard, Lift Communications
Toronto Transit Camp“Not a complaints department,
a solutions playground”Passion and fun meet practice
Diverse communities of interest and practice
Cultural change
Facilitating community formation
Modelling for replication
Harvard Business Review: “Breakthrough Ideas 2008”
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A Challenging Time for Leaders
Accelerating pace of change vs. industrial age planning time-scales
De-industrialization and economic transformation
Continued rising energy prices
Climate change
Unforeseen economic crises and external shocks
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Demand for INGENUITY, CREATIVITY, INNOVATION, FORESIGHT, INSIGHT
Open Innovation Systems
The best ideas do not come from within any one organization, recognized by P&G, IBM and many others
Black Swan ideas always come from unexpected and unplanned places1
How do we design systems for innovation?
OPEN INNOVATION => RESILIENT & SUSTAINABLE PLACES?
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1 “The Black Swan: The Impact of the Highly Improbable”, Nassim Nicholas Taleb (2007)
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Case Study: The MetronautsContext: Metrolinx (Greater Toronto Transportation Authority), agency developing a Regional Transportation Plan for GTHA
Challenge: Recognition that the current public consultation process (mandated) is broken (us and them). Desire an ability to engage the public and generate insights and collaboration.
Approach: Apply the open sourced Transit Camp model to a real-world planning and policy innovation opportunity
Audience: Find the most passionate 1% of citizens and engage them deeply not just with the organization, but with each other
Design: Create “third spaces” -> unconference events and an online community
Richard Florida’s Creative ClassArts
Architecture & Design
Entertainment & Media
Science & Engineering
paid to create
share a “creative ethos”
are attracted to “creative habitats”
driving future prosperity
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Cultural Creative Values
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heterarchy: horizontal power & control
reject the materialist notion of success
self-actualizing, integrated and balanced life
believe in authenticity, emphasize relationships
prefer intimate, visceral & engaged learning
idealism, activism, globalism and ecology
believe that a little creative chaos is a good thing
Source: Ray & Anderson (2000), “The Cultural Creatives”
Virtual communitymeets physical place.
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How do we create space
for play?
Text
City Repair Project, Portland
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Goals & Expectations
Key Success Criteria: Engagement & Insight
Citizens who are informed and creatively engaged in the Metrolinx RTP process
Tangible artifacts to provide input and insight into the Metrolinx RTP process
Extend and connect the passionate Transit Camp community to the organization and to each other across the vast city-region
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Project Phases
Participatory Research & Engagement
Draft Regional Transportation Plan
Activation Phase
Broad community engagement focused on RTP
Post Engagement
Assessment of outcomes & opportunities for ongoing engagement
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Participatory Research & Engagement
Activation Phase Post Engagement
July ‘08 Sep/Oct ‘08
Gathering Insights
Explicit: Specific ideas and solutions offered by informed and engaged citizens
Tacit: Insights derived from observing the interactions and conversations of informed, engaged and enabled
Latent: Needs that are not known until they are seen for the first time
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ETHNOGRAPHIC research opportunities
Metronauts Unconferences
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Value Received to DateInnovative and unexpected ideas that would never surface in any traditional public consultation approach
People involved feed engaged together in the process
Successfully shifted dialogue to solutions frame, avoided railroading by pet issues advocates or “the usual suspects”
Grew awareness of Metrolinx RTP process across the region
Metronauts Ground Crew - a volunteer guerilla marketing squad
Created a safe place for Metrolinx to learn and experiment with new tools and methods
Emerging themes:
Expected - transit planning (routes, rolling stock, headway) & engineering focus
Unexpected - traveller experience, interactions, human-centric design focus
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Lessons Learned to Date
Integrate community engagement with communications strategies and planning processes
Building an online community is only one element of a multi-faceted online engagement approach; need to engage where people are today
Community evangelist is a key competency that must be developed, enabled and supported
Community is drawn to the legitimate centre of power and influence, which needs to pay back with trust and transparency to enhance legitimacy
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Engagement Pyramid
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Going where our audience is
Finding related communities of interest
Creating experiences across touchpoints
Enabling and repacking content so that is both pertinent to platform and a match with audience interests and passions
Contextual Touchpoints
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Simple (cause and effect -> best practices)
Sense, Categorize, Respond
Complicated (complex but understandable r/ships)
Sense, Analyze, Respond
Complex (in retrospect)
Probe, Sense, Respond
Chaotic (discovery)
Act, Sense, Respond
The Cynefin Model
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“Someone devoted to building a critical mass of support for a service, technology or community”
Providing value to the conversation
A Metrolinx staff member that is transparent in their role as evangelist
Interacting daily with community through a variety of technologies, platforms and places
Shares a passion for the subject matter with the community, depth of understanding, solid relationships within the organization, articulate and empathy
Requires: Time, Authority, Legitimacy
Community Evangelist Role
Signals of a Participatory Future
The Social Web (aka “Web 2.0”):
the web as a platform for participation
Rise of the Creative Class, Cultural Creative Values, Millennial Generation
pools of talent waiting to be engaged
The “Obama Moment”:
the first transformational political leader of the web age
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The “Obama Moment”
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First Transformational Leader of the Web Age
Embraces social movements self-organizing on the web, youth, crowd-sourcing, small donations
Enables participation of people who have felt outside the political process - more than inspiring speeches
E.g. “virtual call centers”, personal blogs, self organizing street parties
User-generated content driven by participatory values consistent with his message:
“We Are the Change We Are Waiting For”
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Government 2.0?
Professionalization
Industrial Age & Modernist Values
Public Consultation
Risk Aversion & Management
Control of Information
Control of Complicated Systems
Planning-Centric
Efficiency of Service Delivery
Rise of the Pro-Ams
Imagination Age & Creative Values
Public Engagement & Participation
Risk-Taking & Innovation
Push Information to the Edges
Adaptation to Complexity
Human-Centric
Perceived Value of Outcomes
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Traditional Planning Paradigm Emerging Participatory Paradigm
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