Category Archives: open source

Vancouver enters the age of the open city

A few hours ago, Vancouver’s city government posted the agenda to a council meeting next week in which this motion will be read:

MOTION ON NOTICE

Open Data, Open Standards and Open Source
MOVER: Councillor Andrea Reimer
SECONDER: Councillor

WHEREAS the City of Vancouver is committed to bringing the community into City Hall by engaging citizens, and soliciting their ideas, input and creative energy;

WHEREAS municipalities across Canada have an opportunity to dramatically lower their costs by collectively sharing and supporting software they use and create;

WHEREAS the total value of public data is maximized when provided for free or where necessary only a minimal cost of distribution;

WHEREAS when data is shared freely, citizens are enabled to use and re-purpose it to help create a more economically vibrant and environmentally sustainable city;

WHEREAS Vancouver needs to look for opportunities for creating economic activity and partnership with the creative tech sector;

WHEREAS the adoption of open standards improves transparency, access to city information by citizens and businesses and improved coordination and efficiencies across municipal boundaries and with federal and provincial partners;

WHEREAS the Integrated Cadastral Information Society (ICIS) is a not-for-profit society created as a partnership between local government, provincial government and major utility companies in British Columbia to share and integrate spatial data to which 94% of BC local governments are members but Vancouver is not;

WHEREAS digital innovation can enhance citizen communications, support the brand of the city as creative and innovative, improve service delivery, support citizens to self-organize and solve their own problems, and create a stronger sense of civic engagement, community, and pride;

WHEREAS the City of Vancouver has incredible resources of data and information, and has recently been awarded the Best City Archive of the World.

THEREFORE BE IT RESOLVED THAT the City of Vancouver endorses the principles of:

  • Open and Accessible Data – the City of Vancouver will freely share with citizens, businesses and other jurisdictions the greatest amount of data possible while respecting privacy and security concerns;
  • Open Standards – the City of Vancouver will move as quickly as possible to adopt prevailing open standards for data, documents, maps, and other formats of media;
  • Open Source Software – the City of Vancouver, when replacing existing software or considering new applications, will place open source software on an equal footing with commercial systems during procurement cycles; and

BE IT FURTHER RESOLVED THAT in pursuit of open data the City of Vancouver will:

  • Identify immediate opportunities to distribute more of its data;
  • Index, publish and syndicate its data to the internet using prevailing open standards, interfaces and formats;
  • Develop appropriate agreements to share its data with the Integrated Cadastral Information Society (ICIS) and encourage the ICIS to in turn share its data with the public at large
  • Develop a plan to digitize and freely distribute suitable archival data to the public;
  • Ensure that data supplied to the City by third parties (developers, contractors, consultants) are unlicensed, in a prevailing open standard format, and not copyrighted except if otherwise prevented by legal considerations;
  • License any software applications developed by the City of Vancouver such that they may be used by other municipalities, businesses, and the public without restriction.

BE IT FINALLY RESOLVED THAT the City Manager be tasked with developing an action plan for implementation of the above.

A number of us having been working hard getting this motion into place. While several cities, like Portland, Washington DC, and Toronto, have pursued some of the ideas outlined in this motion, none have codified or been as comprehensive and explicit in their intention.

I certainly see this motion as the cornerstone to transforming Vancouver into a open city, or as my friend Surman puts it, a city that thinks like the web.

At a high level, the goal behind this motion is to enable citizens to create, grow and control the virtual manifestation of their city so that they can in turn better influence the real physical city.

In practice, I believe this motion will foster several outcomes, including:

1. New services and applications: That as data is opened up, shared and has  APIs published for it, our citizen coders will create web based applications that will make their lives – and the lives of other citizens – easier, more efficient, and more pleasant.

2. Tapping into the long tail of public policy analysis: As more and more Vancouverites look over the city’s data, maps and other pieces of information citizens will notice inefficiencies, problems and other issues that could save money, improve services and generally make for a stronger better city.

3. Create new businesses and attract talent: As the city shares more data and uses more open source software new businesses that create services out of this data and that support this software will spring up. More generally, I think this motion, over time could attract talent to Vancouver. Paul Graham once said that great programmers want great tools and interesting challenges. We are giving them both. The challenge of improving the community in which they live and the tools and data to help make it better.

For those interested in appearing before City Council to support this motion, details can be found here. The council meeting is this Tuesday, May 19th at 2pm, PST. You can also watch the proceedings live.

For those interested in writing a letter in support of the motion, send your letter here.

Treating the web as an archive – or finding the financial crisis' ground zero online

Most often when people think of the web they think of it as a place to get new information. Companies are told they must constantly update their website while customers and citizens look for the latest updates. But because the web is relatively new, it is strongly biased towards digitally displaying and archiving “new” information.

What happens when the web gets older?

One possibility… it could change how we study history. Again, nothing is different per se – the same old research methods will be used – but what if it is 10 times easier to do, a 100 times faster and contains with a million time the quantity of information? With the archives of newspapers, blogs and other websites readily available to be searched the types of research once reserved for only the most diligent and patient might be more broadly accessible.

Consider this piece in the New York Times published on November 5th 1999. It essentially defines ground zero of the financial crisis:

Congress approved landmark legislation today that opens the door for a new era on Wall Street in which commercial banks, securities houses and insurers will find it easier and cheaper to enter one anothers businesses.

The measure, considered by many the most important banking legislation in 66 years, was approved in the Senate by a vote of 90 to 8 and in the House tonight by 362 to 57. The bill will now be sent to the president, who is expected to sign it, aides said. It would become one of the most significant achievements this year by the White House and the Republicans leading the 106th Congress.

”Today Congress voted to update the rules that have governed financial services since the Great Depression and replace them with a system for the 21st century,” Treasury Secretary Lawrence H. Summers said. ”This historic legislation will better enable American companies to compete in the new economy.”

Here is what may be the defining starting point of the financial crisis. The moment when the tiny little snowball was gently pushed down the hill. It would take 10 years to gather the mass and momentum to destroy our economy, but it had a starting point. I sometimes wish that the New York Times had run this article again in the last few months, just so we could get reacquainted with the individuals – like Larry Summers – and political parties – both – that got Americans into this mess.

Indeed, as an aside, it’s worth noting the degree by which the legislation passed. 90 votes to 8 in the senate. 362 votes to 57 in the House. There was clearly a political price to pay to vote against this bill. Indeed, it fits in nicely with the thesis Simon Johnson outlined in his dark, but important, piece The Quiet Coup:

“…these various policies—lightweight regulation, cheap money, the unwritten Chinese-American economic alliance, the promotion of homeownership—had something in common. Even though some are traditionally associated with Democrats and some with Republicans, they all benefited the financial sector”

Still more fascinating is how accurately the legislation’s detractors predicted it’s dire consequences. Check out Senator Dorgan’s comments at the time:

”I think we will look back in 10 years’ time and say we should not have done this but we did because we forgot the lessons of the past, and that that which is true in the 1930’s is true in 2010,” said Senator Byron L. Dorgan, Democrat of North Dakota. ”I wasn’t around during the 1930’s or the debate over Glass-Steagall. But I was here in the early 1980’s when it was decided to allow the expansion of savings and loans. We have now decided in the name of modernization to forget the lessons of the past, of safety and of soundness.”

Or Senator Wellstone’s:

‘Scores of banks failed in the Great Depression as a result of unsound banking practices, and their failure only deepened the crisis,” Mr. Wellstone said. ”Glass-Steagall was intended to protect our financial system by insulating commercial banking from other forms of risk. It was one of several stabilizers designed to keep a similar tragedy from recurring. Now Congress is about to repeal that economic stabilizer without putting any comparable safeguard in its place.”

And of course, it worth remembering what the legislation’s supporters said in response:

Supporters of the legislation rejected those arguments. They responded that historians and economists have concluded that the Glass-Steagall Act was not the correct response to the banking crisis because it was the failure of the Federal Reserve in carrying out monetary policy, not speculation in the stock market, that caused the collapse of 11,000 banks. If anything, the supporters said, the new law will give financial companies the ability to diversify and therefore reduce their risks. The new law, they said, will also give regulators new tools to supervise shaky institutions.

”The concerns that we will have a meltdown like 1929 are dramatically overblown,” said Senator Bob Kerrey, Democrat of Nebraska.”

What is most fascinating about this piece is that it shows us how the financial crisis wasn’t impossible to predict, that it didn’t come out of nowhere and that it could have been eminently preventable. We simply chose not to.

It also goes back to the type of journalism that I believe we are missing today and that I wrote about in my post on the Death of Journalism. Here is a slow moving crisis, one that is highly complex, but not impossible to see. And yet we chose not to “see it.”

This, I believe, has to do with the fact that today, much of our journalism is gotcha journalism (or what Gladwell refers to as mysteries). It looks to finding the insider or the smoking gun that will bust open the story. I suspect that in a networked world – one of increased complexity and interconnectedness – finding the smoking gun is irrelevant. For an increasing number of stories there simple is no smoking gun. There are whole series of cascading action that are what Galdwell calls open secrets. Our job is to “see them” and painstakingly connect the dots to show how our decisions are allowing for the scary and unpredictable event – the black swan event – to become a near certainty.

What the above article shows me is that while the very tools and forces that make these scary events more likely – the internet, globalization our interconnectedness – they may also make the the open secrets easier to identify.

Bureaucracies and New Media: How the Airforce deals with blogs

A friend forwarded me this interesting diagram that is allegedly used by the United States Air Force public affairs agency to assess how and if to respond to external blogs and comments that appear upon them.

Airforce Blog Reaction

It’s a fascinating document on many levels – mostly I find it interesting to watch how a command and control driven bureaucracy deals with a networked type environment like the blogosphere.

In the good old days you could funnel all your communications through the public affairs department – mostly because there were so few channels to manage – TV, radio and print media – and really not that many relevant actors in each one. The challenge with new media is that there are both so many new channels emerging (YouTube, twitter, blogs, etc…) that public affairs departments can’t keep up. More importantly, they can’t react in a timely fashion because they often don’t have the relevant knowledge or expertise.

Increasingly, everyone in your organization is going to have to be a public affairs person. Close off your organizations from the world, and you risk becoming irrelevant. Perhaps not a huge problem for the Air Force, but a giant problem for other government ministries (not to mention companies, or the news media – notice how journalists rarely ever respond to comments on their articles…?).

This effort by a bureaucracy to develop a methodology for responding to this new and diverse media environment is an interesting starting point. The effort to separate out legitimate complaints from trolls is probably wise – especially given the sensitive nature of many discussions the Air Force could get drawn into. Of course, it also insulates them from people who are voicing legitimate concerns but will simply be labeled as “a troll.”

Ultimately however, no amount of methodology is going to save an organization from its own people if the underlying values of the organization are problematic. Does your organization encourage people to treat one another with respect, does it empower its employees, does it value and even encourage the raising of differing perspectives, is it at all introspective? Social media is going to expose organizations underlying values to the public, the good, the bad and the ugly. In many instances the picture will not be pretty. Indeed, social media is exposing all of us – as individuals – and revealing just exactly how tolerant and engaging we each are individually. With TV a good methodology could cover that up – with social media, it is less clear that it can. This is one reason why I believe the soft skills are mediation, negotiation and conflict management are so important, and why I feel so lucky to be in that field. Its relevance and important is only just ascending.

Methodologies like that shown above represent interesting first starts. I encourage governments to take a look at it because it is at least saying: pay attention to this stuff, it matters! But figuring out how to engage with the world, and with people, is going to take more than just a decision tree. We are all about to see one another for what we really are – a little introspection, and value check, might be in order…

Blogging: Dealing with difficult comments

Embedded below is an abridged version (10 minutes!) of my 2009 Northern Voice presentation on managing and engaging the community the develops around one’s blog. Specifically, one goals of this presentation was to pull in some of the thinking from the negotiation and conflict management space and see how it might apply to dealing with people who comment on your blog. Hopefully, people will find it interesting.

Finally, a key lesson that came to me while developing the presentation is that most blogs, social media projects, and online projects in general, really need a social contract – or as Skirky describes it, a bargain – that the organizer and the community agree to. Often such contracts (or bargains) are strongly implied, but I believe it is occasionally helpful to make them explicit – particularly on blogs or projects that deal with contentious (politics) or complicated (many open source projects) issues.

At 8:43 in the presentation I talk about what I believe is the implicit bargain on my site. I think about codifying it, especially as a I get more and more commentors. That said, the community that has developed around this blog – mostly of people I’ve never met –  is fantastic, so there hasn’t been an overwhelming need.

Finally thank you to Bruce Sharpe for posting a video of the presentation.

So, I hope this brief presentation is helpful to some of you.

(Notice how many people are coughing! You can tell it was winter time!)

How GCPEDIA will save the public service

GCPediaGCPEDIA (also check out this link) is one of the most exciting projects going on in the public service. If you don’t know what GCPEDIA is – check out the links. It is a massive wiki where public servants can share knowledge, publish their current work, or collaborate on projects. I think it is one of two revolutionary changes going on that will transform how the public service works (more on this another time).

I know some supporters out there fear that GCPEDIA – if it becomes too successful – will be shut down by senior executives. These supporters fear the idea of public servants sharing information with one another will simply prove to be too threatening to some entrenched interests. I recognize the concern, but I think it is ultimately flawed for two reasons.

The less important reason is that it appears a growing number of senior public servants “get it.” They understand that this technology – and more importantly the social changes in how people work and organize themselves that come along with them – are here to stay. Moreover, killing this type of project would simply send the worst possible message about public service sector renewal – it would be an admission that any real efforts at modernizing the public service are nothing more than window dressing. Good news for GCPEDIA supporters – but also not really the key determinant.

The second, and pivotal reason, is that GCPEDIA is going to save the public service.

I’m not joking.

Experts and observers of the Public Service has been talking for the last decade about the demographic tsunami that is going to hit the public service. The tsunami has to do with age. In short, a lot of people are going to retire. In 2006 52% of public servants are 44-65. in 1981 it was 38%, in 1991 it was 32%. Among executives the average ages are higher still. EX-1’s (the most junior executive level) has an average age of 50, Ex 2’s are at 51.9, Ex 3’s at 52.7 and Ex 4’s at 54.1. (numbers from David Zussman – link is a powerpoint deck)

Remember these are average ages.

In short, there are a lot of people who, at some point in the next 10 years, are going to leave the public service. Indeed, in the nightmare scenario, they all leave within a short period of time – say 1-2 years, and suddenly an enormous amount of knowledge and institutional memory walks out the door with them. Such a loss would have staggering implications. Some will be good – new ways of thinking may become easier. But most will be negative, the amount of work and knowledge that will have to be redone to regain the lost institutional memory and knowledge cannot be underestimated.

GCPEDIA is the public service’s best, and perhaps only, effective way to capture the social capital of an entire generation in an indexed and searchable database that future generations can leverage and add to. 10’s of millions of man-hours, and possible far more, are at stake.

This is why GCPEDIA will survive. We can’t afford for it not to.

As an aside, this has one dramatic implication. People are already leaving so we need to populate GCPEDIA faster. Indeed, if I were a Deputy Minister I would immediately create a 5 person communications team whose sole purpose was two fold. First to spread the word about the existence of GCPEDIA as well as help and encourage people to contribute to it. Second, this team would actually interview key boomers who may not be comfortable with the technology and transcribe their work for them onto the wiki. Every department has a legend who is an ES-6 and who will retire an ES-6 but everybody knows that they know everything about everything that ever happened, why it happened and why it matters. It’s that person everybody wants to consult with in the cafeteria. Get that person, and find a way to get their knowledge into the wiki, before their pension vests.

Wedding Open Source to Government Service Delivery

One of the challenges I’m most interested in is how we can wed “open” systems to government hierarchies. In a lecture series I’ve developed for Health Canada I’ve developed a way of explaining how we do this already with our 911 service.

To begin, I like using 911 as an example because people are familiar and comfortable with it. More importantly, virtually everyone agrees that it is not only an essential piece of modern government service but also among the most effective.

What is interesting is that 911, unlike many government programs, relies on constant citizen input.  It is a system that has been architected to be participatory. Indeed it only works because it is participatory – without citizen input the system falls apart. Specifically, it aggregates, very effectively, the long-tail 0f knowledge within a community to deliver, with pin point accuracy, an essential service to the location it is needed at a time it is needed.

I’ve visualized in this slide below (explanation below the fold)

long tail public policy

Imagine the white curve represents all of the police, fire and ambulance interventions in a city. Many of the most critical interventions are ones the police force and ambulance service determine themselves (shaded blue). For example, the police are involved in an investigation that results in a big arrest, or the ambulance parks outside an Eagles reunion concert knowing that some of the boomers in attendance will be “over-served” and will suffer a heart attack.

However, while investigations and predictable events may account for some police/fire/ambulatory actions (and possibly those that receive the most press attention) the vast majority of arrests, fire fights and medical interventions result from plain old 911 calls made by ordinary citizens (shaded red). True, many of these are false alarms, or are resolved with minimal effort (a fire extinguisher deals with the problem, or minor amount of drugs are confiscated but no arrests made). But the sheer quantity of these calls means that while the average quality may be low, they still account for the bulk of successful (however defined) interventions. Viewed in this light 911 is a knowledge aggregator, collecting knowledge from citizens to determine where police cars, fire trucks and ambulances need to go.

Thus to find a system that leverages citizens knowledge and is architected for participation we don’t need to invent something new – there are existing systems, like 911, that we can learn from.

With this in mind, two important lessons about 911 leap out at me:

1) It is a self-interested system: While many 911 callers are concerned citizens calling about someone else I suspect the majority of calls – and the most accurate calls – are initiated by those directly or immediately impacted by a situation. People who have been robbed, are suffering from a heart attack, or who have a fire in their kitchen are highly incented to call 911. Consequently, the system leverages our self interest, although it also allows for good Samaritans to contribute as well.

2) It is narrowly focused in its construct: 911 doesn’t ask callers or permit callers to talk about the nature of justice, the history of fire, or the research evidence supporting a given medical condition. It seeks a very narrow set of data points: the nature of the problem and its location. This is helpful to both emergency response officials and citizens. It limits the quantity of data for the former and helps minimize the demands on the latter.

These, I believe, are the secret ingredients to citizen engagement of the future. A passive type of engagement that seeks specific, painless information/preferences/knoweldge from citizens to augment or redistribute services more effectively.

It isn’t sexy, but it works. Indeed we have 20 years of evidence showing us how well it works with regards to one of our most important services.

The internet is messy, fun and imperfect, just like us

Last October 23rd David Weinberger gave the 2008 Bertha Bassam Lecture at the University of Toronto. I happened to be in Toronto but only found out about the lecture on the 24th. Fortunately Taylor pointed out that the lecture is online.

I’ve never met David Weinberger (his blog is here) but I hope to one day. I maintain his book – Small Pieces Loosely Joined – remains one of, if not the best book written about the internet and society. Everything is Miscellaneous is a fantastic read as well.

The Bertha Bassam lecture is classic Weinberger: smart, accessible, argumentative and fun. But what I love most about Weinberger is how he constantly reminds us that the internet is us…  and that, as a result, it is profoundly human: messy, fun, argumentative, and above all imperfect. Indeed, the point is so beautifully made in this lecture I felt a little emotional listening to it.

Contrast that to the experience of listening to someone like Andrew Keen, a Weinberger critic who this lecture again throws into stark relief. After reflecting on Weinberger, Keen dislikes the internet and web 2.0 mostly because I think he dislikes people. It may sound harsh but if you ever hear him speak – or even read his writing – it is smart, argumentative and interesting, but it oozes with an anger and condescension that is definitely contemptuous and sometimes even borders on hatred. If the debate is reduced to whether or not we should, however imperfectly, try to connect to and learn from one another or whether we should just hold others in contempt, I think Weinberger is going to win every time. At least, I know where I stand.

Indeed, this blog is a triumph of Weinberger’s internet humanism. It is a small effort to write, to share, and to celebrate the complexity and opportunity of the world with those I know and those I don’t, but who share a similar sense of possibility. Will millions read this blog. No. But I enjoy the connections, old and new, I make with the much more modest number of people who do.

I hope you’ll watch this lecture or, if you haven’t the time, download the audio to your ipod and listen to it during your commute home. (lacking the slides won’t have a big impact)

Creating a City of Vancouver that thinks like the web

Last November my friend Mark Surman – Executive Director of the Mozilla Foundation – gave this wonderful speech entitled “A City that Thinks Like the Web” as a lunchtime keynote for 300 councillors, tech staff and agency heads at the City of Toronto’s internal Web 2.0 Summit.

During the talk the Mayor of Toronto took notes and blackberried his staff to find out what had been done and what was still possible and committed the City of Toronto to follow Mark’s call to:

  1. Open our data. transit. library catalogs. community centre schedules. maps. 311. expose it all so the people of Toronto can use it to make a better city. do it now.
  2. Crowdsource info gathering that helps the city.  somebody would have FixMyStreet.to up and running in a week if the Mayor promised to listen. encourage it.
  3. Ask for help creating a city that thinks like the web. copy Washington, DC’s contest strategy. launch it at BarCamp.

The fact is every major city can and should think like the web. The first step is to get local governments to share (our) data. We, collectively as a community, own this data and could do amazing things with it, if we were allowed. Think of how Google Maps is now able to use Translink data to show us where bus stops are, what buses stop there and when the next two are coming!

Google Map Transit YVR

Imagine if anyone could create such a map, mashing up a myriad of data from local governments, provincial ministries, StatsCan? Imagine the services that could be created, the efficiencies gained, the research that would be possible. The long tail of public policy analysis could flourish with citizen coders, bloggers, non-profits and companies creating ideas, services, and solutions the government has neither the means nor the time to address.

If the data is the basic food source of such an online ecosystem then having it categorized, structured and known is essential. The second step is making it available as APIs. Interestingly the City of Vancouver appears to have taken that first step. VanMaps is a fascinating project undertaken by the City of Vancouver and I encourage people to check it out. It is VERY exciting that the city has done this work and more importantly, made it visible to the public. This is forward thinking stuff. The upside is that, in order to create VanMaps all the data has been organized. The downside is that – as far as I can tell – the public is restricted to looking at, but not accessing, the data. That means integrating these data sets with Google maps, or mashing it up with other data sets is not possible (please correct me if I’ve got it wrong).

Indeed, in VanMaps Terms of Use suggests that even if the data were accessible, you aren’t allowed to use it.

VanMaps EULA

Item 4 is worth noting. VanMap may only be used for internal business or personal purposes. My interpretation of this is that any Mashups using VanMap data is verboten.

But let’s not focus on that for the moment. The key point is that creating a Vancouver that thinks like the web is possible. Above all, it increasingly looks like the IT infrastructure to make it happen may already be in place.

Lessons from the Globe and Mail's Policy Wiki

I’ve been observing the Globe Policy Wiki with enormous interest. I’m broadly supportive of all of Mathew Ingram’s experiments and efforts to modernize the Globe. That said, my sense is that this project project faces a number of significant challenges. Some from the technology, others around how it is managed. Understanding and cataloging the ups and downs of such this effort is essential. At some point (I suspect in the not too distant future) wikis will make their way into the government’s policy development process – the more we understand the conditions under which they flourish, the more likely such experiments will be undertaken successfully.

Here are some lessons I’ve taken away:

1. The problem of purpose: accuracy vs. effectiveness

Wiki’s are clearly effective at spreading concrete, specific knowledge. Software manuals, best practice lists and Wikipedia works because – more often than not – they seek to share a concrete, objective truth. Indeed “the goal” of Wikipedia is to strive for verifiable accuracy. Consequently, a Wikipedia article on Mohandas Karamchand Gandhi can identify that he was born on October 2nd, 1869. We can argue whether or not this is true, but he was born on a specific day, and people will eventually align around the most accurate answer. Same with a software wiki – a software bug is caused by a specific, verifiable, set of circumstances.  Indeed, because the article is an assemblage of facts its contributors have an easier time pruning or adding to the article.

Indeed, it is where there is debate and subjective interpretation that things become more complicated in Wikipedia. Did George Bush authorize torture? I’ll bet Wikipedia has hosted a heady debate on the subject that, as yet, remains unresolved.

A policy wiki however, lives in this complicated space. This is because the goal of a policy wiki is not accuracy. Policies are are not an assemblage of facts whose accuracy can be debated. A policy is a proposal – an argument – informed by a combination of assumptions, evidence and values. How does one edit an argument? If we share different values, what do I edit? If I have contradictory evidence, what do I change? Can or should one edit a proposal they simply don’t agree with? In Wikipedia or in online software manual the response would be: “Does it make the piece more accurate?” If the answer is yes, the you should.

But with is the parallel guiding criteria for a policy wiki? “Does it make the policy more effective?” Such a question is significantly more open to interpretation. Who defines effective?

It may be that for a policy wiki will only work within communities that share a common goal, or that at least have a common metric for assessing effectiveness. More likely, Wikis in areas such as public policy may require an owner who ultimately acts as an arbiter deciding which edits stand and which edits will get deleted.

2. Combining voting with editing is problematic.

The goal of having people edit and improve a policy proposal runs counter to those of having them vote on a proposal. A wiki is, by definition, dynamic. Voting – or any preference system – implies that what is being voted on is static and unchanging; a final product that different people can assess.  How can a user vote in favour of something if, the next day, if it can be changed into something I may disagree with it? By allowing simultaneously for voting and editing I suspect the wiki discourages both. Voters are unsure if what they are voting for will stay the same, editors were likely wary of changing anything too radically because the voting option suggests proposals shouldn’t change too much – undermining the benefits of the wiki platform.

3. While problematic for editing, the Policy Wiki could be a great way to catalog briefs

One thing that is interesting about the wiki is that anyone can post their ideas. If the primary purpose were to create a catalogue of ideas the policy wiki could be a great success. Indeed, given that people are discouraged from radically altering policy notes this is effectively what the Policy Wiki is (is it still a wiki?). Presently the main obstacle to this success is the layout. The policy briefs currently appear in a linear order based on when they were submitted. This means a reader must scroll through them one by one. There is no categorization or filtering mechanism to help readers find policies they specifically care about. A search feature would enable readers to find briefs with key words. Also, enabling users to “tag” briefs would allow readers to filter the briefs in more useful ways. One could, for example, ask to see briefs tagged “environment,” or “defense” taking you to the content you want to see faster.

Such filtering approaches might distribute readers more accurately based on their interests. In a recent blog post Ingram notes that the Flat Tax briefing note received the most page views. But this should hardly come as a surprise (and probably should not be interpreted as latent interest in a flat tax). The flat tax brief was the first brief on the list. Consequently, casual observers showing up on the site to see what it was all about were probably just clicking on the first brief to get a taste.

ChangeCamp: Pulling people and creativity out of the public policy long tail

ChangeCamp is a free participatory web-enabled face-to-face event that brings together citizens, technologists, designers, academics, policy wonks, political players, change-makers and government employees to answer one question: How do we re-imagine government and governance in the age of participation?

What is ChangeCamp? It is the application of “the long tail” to public policy.

It is a long held and false assumption that ordinary citizens don’t care about public policy. The statement isn’t, in of itself, false. Many, many, many people truly don’t care that much. They want to live their lives focusing on other things – pursuing other hobbies or interests – but there are many of us who do care. Public policy geeks, fans, followers, advocates, etc… we are everywhere, we’ve just been hidden in a long tail that saw the market place and capacity for developing and delivering public policy restricted to a few large institutions. The single most important lesson I learnt from my time with Canada25 is that it doesn’t have to be that way.

Did Canada25 get a new generation of Canadians, aged 20-35 engaged in public policy? I don’t know.

What I do know is, that at the very minimum, we harnessed and enormous, dispersed desire of many Canadians to participate in, and help shape, the public policy debates affecting the country. Most importantly, we did this by doing three things:

  1. we aggregated together the people who cared about public policy, we gave them peers, friends and a sense of community.
  2. we provided a vehicle through which to channel their energy
  3. by combining 1 and 2, and by using simple technology and a low cost approach – we dramatically lowered the barriers (and csots) to entry for credible participating in these national debates

Today, the technology to enable and aggregate people their ideas, to connect them with peers and to create community, is still more powerful. Our capacity to challenge, push, help, cooperate, leverage and compete with the large institutional public policy actors has never been greater. This, for me, is the goal of ChangeCamp. What concrete tools can we build, what information can we demand be opened up, what new relationships can we build to re-imagine how we – the citizens who care – participate in the creation of public policy and the effective delivery of public services. Not to compete or replace the traditional institutional actors, but to ensure more and better ideas are heard and increasingly effective and efficient services are created.

Long tail of public policy

Individually, none of us may have the collective power of a government ministry or even the resources of most think tanks. But collectively, linked together by technology and powered by our energy and spare capital, the long tail of policy geeks and ordinary citizens is bigger, nimbler, more creative and faster than anything else. Do I know that the long tail of policy can be set free? No. But ChangeCamp seems like a fun place to start experimenting, brainstorming and sharing ways we can make this country better.