Dominic Campbell speaking at MAV's Knowledge Management event in Melbourne July 2012

1. INTELLIGENT
PUBLIC SERVICES:
THE POWER OF
MANY MINDS
Dominic Campbell
JUly 2012

6. Find all* the links from this
presentation at…
http://delicious.com/dominic_campbell
(especially #gov20)
*if not all then most…

7. What today will *not* look like

8. social media ain’t punk no more
social media *is* media
no longer ‘if’ but ‘how’

10. shift from
info/knowledge
management
to focusing on
JFDI and
making use of it

11. shift from thinking about
command and
control
to focusing on creating
relationships

12. power of many minds for….
Minor service
Service
change
redesign
Social
Collaboration
innovation

13. new behaviours and new ways of thinking
about information / knowledge creation and
sharing
Open
Formal and informal
Collaborative
Transparent
Engaging
Authentic
Sharing
Personalised
Real-time
Co-produced

14. Critical New Public Communicative
Underpinnings
Management
Governance
Rationalist, Hegel, Marx,
Empiricist, Hume,
Philosophical Tradition
Positivist, Historicist
Burke, Popper
Problem Solving
Technical
Adaptive
Critical Philosophy
System + Strategic Action
Lifeworld + Communicative Action
(Habermas)
Urban Design
Engineered
Shared Space
Proprietary
Information Technology
Open Source
Market Rationality
Animal Spirits and Embedded
View of Market
Chicago School
Markets
Communicative Style
Broadcast
Interactive Web 2.0
Central Government
Expedient
Ethical
Approach
Approach to Transparency
Contextualised Data
Raw Data
Credit:
Leo
Boland
&
Emer
Coleman,
Greater
London
Authority

15. Lee
Bryant,
Headshi:

16. I tweet therefore I am
times are changing…

17. War of the Worlds
vs
vs

18. networked
communications for
networked people in
networked
organisations

19. The (digital) natives
are coming!

20. But it’s not
just them
you have to
worry
about

21. social media, what is it good for?
communications and engagement
customer service
public service co-design
enterprise 2.0 – wikiing the organisation
crowdsourcing innovation – and action

22. 2 areas to look at today…
The crowd without: crowdsourcing change
and improvement through citizen
collaboration
The crowd within: empowering public sector
employees to do more

23. citizen crowdsourcing

25. vertical model

26. the crowds are talking and
doing – with or without you

27. ideas for everywhere –
why not?

28. ask
the
crowd
for
ideas

29. need to deal with the good…

30. the bad…

31. the ugly…

32. transparent customer service

33. collaborate to make better policy

34. Importance of managing
crowdsourcing

35. listen, learn and (re)act appropriately

36. Make the most of local social
networks: Swindon case study

37. Or else…

39. and when you get it right…
collective action for civic outcomes
“The web has dramatically reduced the cost of
collective action” Clay Shirky

42. INVOLVING PEOPLE IN THE PROCESS

45. Openness that works in both
directions

47. Open to
improvement

48. Open to making
things happen

49. !
match making
government and social innovation
!

50. Share Ideas
Set Challenges
Connect and Organise

52. setting
challenges

55. DISRUPTING FROM
THE INSIDE
the crowdsourced council

57. Who are we?
FutureGov uses technology, design
and change to radically change
public services, making them better
and cheaper.
Patchwork is a multi-agency
networking website, allowing front line
staff to quickly and easily establish a
virtual team to provide joined-up
services to an individual
www.patchworkhq.com

58. A public sector supported dot com startup
www.patchworkhq.com

59. Innovatively funded

60. The Question
How can we free up people involved in
safeguarding to prioritise their time with
clients, join up services around children
and families and surface patterns for
earlier intervention sooner?
www.patchworkhq.com

61. Where we started from
www.patchworkhq.com

62. Phase 1 - Discovery

63. Phase 1 Observations - Human networks matter
Other
Rela=ve
Agency
GP/
health
visitor
Neighbour
Detec=ve
Sergeant
Mother
Peers
Child
Social
Worker
Youth
Worker
Teacher
www.patchworkhq.com

64. Phase 1 Observations – Relationships are elusive
“Most social work teams (60%) are
operating with a 20%–30% vacancy rate
and 12% turnover which means
relationships aren’t consistent”
Association of Directors of Children's Services and
Society of Local Authority Chief Executives
www.patchworkhq.com

65. Phase 1 Observations – Simplicity is valuable
“We used to know there was an issue by
how thick the file was”
“You should see my Desktop on my PC,
there’s files everywhere. If I don’t have
the file in front of me it doesn‘t exist”
“I don’t pine for paper files”
“They asked me how I would improve
ICS, I said just make it a big giant field.
Everyone laughed, but I was serious”
“I feel that we are trying to represent “I’d like to see my
the content of a child’s life in a notes like layers in
computer format. People are not like Photoshop”
that and it makes me upset”
www.patchworkhq.com

66. Initial hypothesis
A light-weight web app that
draws existing data from each
agency’s system, as well as the
child and family, and presents it
in a useful way.
www.patchworkhq.com

67. Co-design

68. The user priorities
www.patchworkhq.com

69. The design
1
www.patchworkhq.com

70. The application
www.patchworkhq.com

72. Recommended reading

73. @DominicCampbell
dom@wearefuturegov.com