Social Media Impacts on ICT Teams - Connected government 2013

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Information about Social Media Impacts on ICT Teams - Connected government 2013

Published on February 17, 2014

Author: CraigThomler



This is the presentation I gave at Connected Government 2013, on the impacts of social media on ICT Teams

Social media impacts on ICT teams When agency business areas start officially using social media what does it mean for their ICT teams? Connected Government 25 July 2013 Craig Thomler Gov 2.0 Advocate Managing Director Delib Australia

Australian internet use - 2013 Total Male Female 14-19yrs 20-29yrs 30-39yrs 40-49yrs 50-64yrs 65+ yrs QLD NSW VIC ACT Source: Sensis Social Media Report 2013 86% 91% 82% 100% 98% 98% 97% 84% 60% 84% 86% 89% 95%

Australian social media use - 2013 62% Use social media 62% 65% 38% Never 38% 35% 2011 Source: Sensis Social Media Report 2011-13 2012 2013

Australian social media use - 2013 30% Everyday 36% 45% 24% 19% 15% Weekly 9% 6% 5% Less than weekly 17% using 5+ times daily 38% 38% 35% Never 2011 Source: Sensis Social Media Report 2011-13 2012 2013

“We don‟t have a choice on whether we DO social media, the question is how well we DO it.” - Erik Qualman

What about Australian Government? “The use of Web 2.0 is now commonplace in APS agencies. There are hundreds of government social media sites, including Twitter accounts, Facebook pages and YouTube channels. Web 2.0 approaches are regularly used in policy development opportunities and many Australian Government datasets are included on with more being added regularly.” - APS State of the Service Report 2011-12 Source: APS State of the Service Report 2011-12

What about government? Australian public Use internet: 86% Use social media: 65% Australian Government official use of social media Agencies: 73% Politicians: 77% Sources: Sensis 2013, eGovAU 2012-13

Twitter use – all levels of Australian governments 888 accounts in July 2013 Sources: eGovAU 2011-13

How the Australian Government uses social media Answer Share For stakeholder engagement or collaboration 54.24% Operating an information campaign 42.37% Responding to customer enquiries/comments/complaints 42.37% For engaging with journalists and media outlets 40.68% For engagement or collaboration with other government agencies 40.68% Monitoring citizen, stakeholder and/or lobbyist views and activities 28.81% For a public consultation process 27.12% For a stakeholder or other restricted access consultation 22.03% Other type of activity (i.e. recruitment, crowdsourcing, staff) 18.64% For policy or services co-design 11.86% Sources: eGovAU FOI request 2012

HOWEVER: • Only 8% of Australian Public Servants reported having full social media access • Only 28% of Australian Public Servants reported having some social media access • Of those (36%), 46% reported using social media for work purposes. • 70% of these said it helped them carry out their work more effectively (26% were neutral, 4% disagreed). Source: APS State of the Service Report 2011-12

In other words 73% of Australian Government agencies officially use social media 36% of APS staff report some social media access at work However 88% of agencies reported having some guidelines for staff social media use and 41% reported providing training. Source: APS State of the Service Report 2011-12

For example Immigration: Source:

Why? Some of the reasons given… 1. Our staff might spend all day on social media. 2. Staff could breach privacy/confidentiality/security by providing details they shouldn’t online. 3. Staff might behave inappropriately online. 4. People could hack the agency. 5. We don’t believe social media helps our staff do their jobs. 6. We have insufficient bandwidth for social media.

All are relatively easily addressed 1. Management issue – put guidance in place. 2. Management issue – put guidance in place. 3. Management issue – put guidance in place. 4. Reference experience of other agencies and test. 5. Evidence indicates social media has value in many cases. 6. Business should justify value of social media with ICT’s help and source additional funding.

Risks of blocking social media • Loss of intelligence • Loss of response capability • Loss of respect • Lack of experience Staff can’t directly monitor customer, stakeholder, lobbyist conversations occurring on social channels. Agency cannot respond quickly where appropriate online to correct misinformation or provide support. Agency is seen as old-fashioned and out-of-touch, losing respect and ability to influence audiences to meet goals. Staff don’t gain experience using social media, placing the agency at a larger disadvantage in using social in future.

Risks of blocking social media • Difficulty meeting some agency goals • Difficulties with Minister‟s office • Difficulty recruiting good people • Reduction in service capability Some agency goals may now require that staff access and interact with audiences via social media. The Minister’s office may expect social media access and expect agency to use social media to meet their directives. An agency that blocks social media will increasingly not be considered a good workplace by younger workers. Staff who can’t see what the agency publishes via social media cannot engage effectively with a public who can.

Where does an organisation‟s ICT team fit in? Develop and manage the organisational social media presence Have no role in the organisational social media presence

Choose an ICT stance Leader Proactively leads the organisation on selecting appropriate social media channels and operating them Supporter Supports business to achieve its goals through social media, but allows business to lead approach Observer Remotely monitors what business areas are doing and steps in to advise if a line is crossed

Stance affects involvement in social media „roles‟ • Access (bandwidth/security/support) • Monitoring (tracking/reporting) • Development (custom & web/apps integration) • Use (acct. creation, operation & management) • Support (responding to business needs) • Technical mgmt (servers/systems)

Indicative ICT stance: LEADER ICT Access Business Monitoring Development Use Support Technical Mgmt

Indicative ICT stance: OBSERVER ICT Business Access Monitoring Development Use Support Technical Mgmt

Indicative ICT stance: SUPPORTER ICT Access Business Monitoring Development Use Support Technical Mgmt

SUPPORTER approach Area ICT role Business role Access Facilitates and manages access. Develops staff usage policies and strategies. Monitoring Provides input into monitoring approaches, manages hosted monitoring. Investigates, selects and manages monitoring. Use Provides input into management Manages day-to-day operations tools. of social accounts. Development Integrates social into websites & Provides requirements and intranet. guidance. Support Supports self-hosted services. Technical mgmt Manages self-hosted services. Supports use and monitoring. Works with third parties to manage externally hosted services.

Aligning expectations, goals and outcomes • Clarify ICT’s role in the organisation’s social media presence – leader, supporter or observer. • Identify how social media can help meet specific agency goals (monitoring, communication, engagement, collaboration, delivery). • Ensure staff guidance is in place – social media policy and training (Human Resources), legal framework (Legal), engagement strategy (Communications/Engagement). • Ensure necessary skills are available.

How does ICT benefit from social media? • Knowledge sharing Staff accessing ICT support forums and groups for sharing programming tips and tricks, resources and tools. • Solution sourcing Finding programs and code that can aid in solving agency problems, sharing of code across agencies. • Recruitment Identifying and attracting top ICT talent, as well as demonstrating the talent of the team to attract good candidates to apply. • Early warning Of emerging security threats and issues.

The real social media risks • Resourcing Lack of skills/bodies to implement/manage platforms. • Data control Who controls the data, how can the agency retain a copy and minimise misuse by third parties? • Platform control If an agency has invested years in building a following on a platform due to its features, what happens if the platform removes those features? • System integration How much can and should you integrate social media into core agency systems – and what are the potential impacts?

Resourcing social media Unless ICT is taking a leadership role, most resourcing is needed in business areas. What experience and skills are useful for an ICT team? • Experience using social media – if your team doesn’t use a platform it’s harder for them to provide expert advice about it. • Agile methodology – social media is iterative, not waterfall. • API design and use – many social tools use APIs to integrate. • Experience with open source platforms – increasingly used. • Social analytics – what and how to monitor social media from a technical standpoint.

Social media ICT strategy: share, buy, build Share ‘Build on the shoulders of giants’ by reusing the hard work of other agencies or open source. Buy Companies invest many years and dollars into developing robust solutions – why should gov invest time & money? Build Consider building as a last resort if you have legitimate unique requirements or must control the code.

ICT teams must engage with risk Eliminating risk is not practical, and so the public sector needs to manage risk by engaging with it. Additionally, acceptance of manageable risk is a necessary element of innovation. When managers do something new, when they work out a better way to deliver a service to the public, or develop a new policy option, it will involve risk. Something untried always will. But, within the right risk framework, this is precisely the innovation we want to foster in the public sector—it is the approach that will drive performance and better outcomes. - Assistant Treasurer David Bradbury Source: ParlInfo – BILLS : Public Governance, Performance and Accountability Bill 2013

Questions? Craig Thomler @CraigThomler @Delibaunz

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