Social media for local government an adoption framework

Social media for local governmentan adoption framework

Aim

Show local governments appropriate organizational and strategic responses to successfully adopt social media critical success indicators

Two aims: Frame of reference to assist local authorities Toward a Social Media Readiness Measure

1. Social

media?

Values

Social software apps

Digital technologies

Social software apps

Social media values

Open Social User oriented Participative Horizontally organized

Challenges classic ways of knowledge sharing and creation, participation and organization

Critical success factor 1:

Cultural change!

Local governments should know and embrace a « social media way of thinking and doing »

2. Strategicadoption

Social media adoption models

Decisions about integrating social media:1. Strategic decisions: integrating social media in

strategy organization (align objectives)2. Tactical decisions: which tools?, channels?,…3. Operational decisions: integrating social media

in organizational structure (includes training, policy, measuring,…)

Stepwise process: several adoption stages

Critical success factor 2:

Integration! Local governments should integrate social media in their goals, tactics and structure

2. Why should

gov take the leap?

From eGov 1.0 to an open and social eGov

social media can Improve government transparency by making information

available

Improve policy making & citizen empowerment by stimulating new forms of participation

Improve public services by increasing (cost) effectiveness and quality (e.g., crowd-sourcing)

Improve government back office working by enhancing collaboration and knowledge sharing

3. Jump

but not blindly!

HOW?

General framework

Success indicators

Preliminary set of more specific success indicators

Goal for further stage of Opening Up project= to complete and refine indicators

Input and feedback from you

Success indicators

1. Integrate social media: from tool to strategy• Strategically: create social media strategy, get

insight in users, ….• Tactically: channel strategy, choose tools,…• Operationally: adapt organizational structure,

training for civil servants, social media policy measure impact,…

Gov social media activities

Gov operations

Gov strategy

Gov tactics

Create a match

Success indicators

Success indicators2. Adopt a social media culture:

Social media culture

Be open

Be social

Be user orientedBe interactive

Be a facilitator

Be open

Foster an open mentality

Front office:• be transparent• disclose information about processes and decisions• be open for ideas from ‘outside’• …

Back office:• be transparent within organization• disclose information to civil servants about processes and decisions• be open for ideas from everyone in the organization• …

Be social

Build on the strengths of communities

Front office:• ty in with existing networks• Build a relationship of trust based on collaboration and shared responsibilities• …

Back office:• allow civil servants to work in networks within the organization and accross boundaries of government• …

Be user oriented

Toward a bottom-up culture where users are central

Front office:• from supplier driven to choice based• during development of social media activities the focus should be on user needs and requirments• get user feedback

Back office:• allow civil servants to put together their own working-environment• …

Be interactive

Create opportunities for users to interact and actively participate

Front office:• citizens can participate in decision making• Source tasks traditionally performed by local gov to a group of people or community (crowd sourcing)• …

Back office:• foster collaborative relationships within government and between civil servants and ‘outside’• …

Be a facilitator

Take a supportive and facilitating role rather than command and control

Front office:• be prepared to relinquish control• actively create an open platform and invite people to collaborate and interact • be in the community on an equal footing, not above the community• …

Back office:• create a flat organizational structure• decentralized decision making process• support initiatives that lever employee involvement (e.g., trainig)• …

stages of growth

1. Ad hoc/emerging

These local governments are new to social media. Individual employees use social media in an uncoordinated way (distributed chaos). There is no strategy for integrating social media in local government.

distributed chaos

stages of growth

2. Experimental

These local governments test, learn and experiment with social media initiatives (in parts of the local government). For example, set up social media pilots, study the needs of users and threats or opportunities of social media (monitoring).

Monitor, listen &

set the stage

stages of growth

3. Integrated

These local governments see the opportunities and challenges of social media for government. Social media use is aligned with government strategy, tactics and operationsIn this stage, borders start to fade within government and between government and ‘outside’ citizens and businesses.

Participate & facilitate

stages of growth

4. Transformative

In this stage local governments focus on optimizing their social media activities.

Social media have transformed local government: it results in new approaches to designing and delivering services, new business models and a cessation of some of the old ways of thinking and of doing things.

Transform & innovate

challenges

Possibility of privacy infringements Balance between opening up and control Challenges of participation & inclusion Issues of trust and reliability

love to get your feedback!

Marijke Lemalmarijke.lemal@lessius.eu

@twitter marijkelemal

eGovernment

Stages of maturity:1. Digital presence & internal communication2. Simple web-based interactions3. Online transaction services4. Transformation: open and social eGov

More efficient, transparent and interactive