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Explore the development of a CoP strategy from initial concepts through to deployment of what is becoming a de facto standard for networking and collaboration across the public sector. It covers the following key points: 1.Developing a trusted environment in an unbounded network. 2.Overcoming the silo mentality. 3.Leveraging Web 2.0 and social media applications for virtual collaboration. 4.What makes a successful CoP and how is success measured? 5.Breaching the digital divide 6.Lessons learnt.
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www.semantix.co.uk
Communities of Practice in the PublicCommunities of Practice in the PublicSectorSector
Steve DaleSteve DaleDirectorDirectorSemantix (UK) LtdSemantix (UK) Ltd4th December 2008
www.semantix.co.uk
What I will coverWhat I will cover
• How social media tools (wikis, blogs etc.) andWeb 2.0 technologies can facilitate moreeffective networking and collaboration acrossthe public sector
•• How virtual CoPs are delivering innovation andHow virtual CoPs are delivering innovation andimprovement to local government servicesimprovement to local government services
•• What does a successful CoP look like and howWhat does a successful CoP look like and howis success measured?is success measured?
•• Lessons learnt from theLessons learnt from the IDeAIDeA CoP ProjectCoP Project
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About Local GovernmentAbout Local Government
•• Local government in England andLocal government in England andWales employs a workforce of 2.1Wales employs a workforce of 2.1million people across 410 localmillion people across 410 localauthorities.authorities.
•• Each authority is working to deliver theEach authority is working to deliver thesame 700 services to their residents.same 700 services to their residents.
•• Has an annual operating budget of overHas an annual operating budget of over££106 billion for delivering services.106 billion for delivering services.
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Localgovernmentservices
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About the Improvement andAbout the Improvement andDevelopment Agency (Development Agency (IDeAIDeA))
•• Receives funding from the Revenue SupportReceives funding from the Revenue SupportGrantGrant
•• Sister organisation of (owned by the LocalSister organisation of (owned by the LocalGovernment Association)Government Association)
•• Works in partnership with councils and regionalWorks in partnership with councils and regionalorganisations to provideorganisations to provide–– Leadership (helping councillors become betterLeadership (helping councillors become better
leaders)leaders)–– Enables and supports councils in sharing goodEnables and supports councils in sharing good
practicepractice–– Incubator for new ideas for improving service andIncubator for new ideas for improving service and
value across the local government sector.value across the local government sector.
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Over 20,000 peopleregistered
570 Communities
109 have IDeAinvolvement
Official launchDecember 2007
Ongoing support toselected communitiesat the IDeA through acoaching andmentoring scheme
Completion ofapplication form to setup a community
First pilot built onDrupal failed
Assisted in runningfocus groups withpotential members ofthe Pilot communities
Introduces atechnology platform tosupport collaboration
Management teamapproval
Developed and runtraining for facilitators
Developedtechnology spec foronline platform
Various iterationsbusiness case to getmanagement backingfor KM strategy,including CoPs
Intensive work withstakeholders
Produced spec for theKM team structure
Sept 05Business
Case
Nov 08People
Dec 07Launch
Sept 06Pilot
Apr 06Planning
Project TimelineProject Timeline
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Step 1Step 1 –– Know your audienceKnow your audience
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This is our audienceThis is our audience
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Step 2: The path to enlightenmentStep 2: The path to enlightenment
Join our list Join our forum Join our community
Increasing collaboration and transparency of process
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Step 3: A different way of workingStep 3: A different way of working
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A communityA community
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A domain of interestA domain of interest
Gosport AllotmentHolders & Gardeners
Association
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A place to meetA place to meet
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Someone to facilitateSomeone to facilitate
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Facilitatinga
community
The key ingredientThe key ingredient -- effectiveeffectivefacilitationfacilitation
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A community of practiceA community of practice
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Why does a person engage with aWhy does a person engage with aCommunity of Practice?Community of Practice?
• Attractive purpose grabs and retains attention• Perceived benefits:
– Socialisation– Co-learning, knowledge sharing and co-production
• Each person chooses to be a member– Volition– Joining in – and leaving!
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A Community of Practice is a network of individuals withcommon problems or interests who get together to exploreways of working, identify common solutions, and sharegood practice and ideas.
• puts you in touch with like-minded colleagues and peers
• allows you to share your experiences and learn from others
• allows you to collaborate and achieve common outcomes
• accelerates your learning
• validates and builds on existing knowledge and goodpractice
• provides the opportunity to innovate and create new ideas
Communities of PracticeCommunities of Practice
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Community TypeCommunity Type
• Helping Communities provide a forum for communitymembers to help each other with everyday work needs.
• Best Practice Communities develop and disseminatebest practices, guidelines, and procedures for theirmembers use.
• Knowledge Stewarding Communities organise,manage, and steward a body of knowledge from whichcommunity members can draw.
• Innovation Communities create breakthrough ideas,new knowledge, and new practices.
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Critical Success factors for a CoPCritical Success factors for a CoP
Do we have a method to collaborate?Mechanism
Does the CoP have the tools to collaborate effectively?Skills
Do I want to be approached?How do I approach thisperson?
Access
Why will I cooperate with thisperson?
Do I want to work withthis person?
Motivation
How do I develop myreputation as a trustedmember?
Will this person help me?Benevolence
How do I advertise my skills?Is this person competent?Competence
How can I become moreknown?
How do I know who is outthere?
Awareness
ContributorsI am someone
SeekersI need someone
Critical Successfactors
Soci
al N
etw
orki
ngC
ultu
reC
olla
bora
tion
Tool
s
Based on a slide by IBM
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CoPs and Social NetworksCoPs and Social Networks
FacilitatorFacilitator’’s CoPs CoP
IDeA Managed andIDeA Managed andFacilitated networksFacilitated networks
SelfSelf--organising networksorganising networks
IDeA CoP Platform: www.communities.idea.gov.uk
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Step 4: Building an environment toStep 4: Building an environment tosupport collaborative workingsupport collaborative working
Find and connect with experts
Find and connect with your peers
Threaded discussion forums, wikis, blogs, document repository
News feeds Event calendar
News and Newsletters
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Step 5: MetricsStep 5: Metrics
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Membership and communitiesMembership and communities
• Over 20,000 registered members• Over 570 communities• Average membership of a community is 50• Highest membership of a community is
over 1400• Over 2700 members are contributing.• Average visits per months over 16,000• Average contributions per month over
1000
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MetricsMetrics –– CoP ActivityCoP ActivityTotal registered CoP members
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Aug-07
Sep-07
Oct-07
Nov-07
Dec-07
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Blogs
0 500 1000 1500 2000 2500 3000
Total blogs
Total posts
Total comments
Forums
0 1000 2000 3000 4000 5000 6000
Total Topics
Threads withresponses
Participants
Responses perthread
Wikis
0 500 1000 1500 2000 2500 3000 3500 4000
Total articles
Total edits
Articles percommunity
Percentage of CoP members who are contributors
11.00%
12.00%
13.00%
14.00%
15.00%
16.00%
17.00%
Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08
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Patterns of contributionPatterns of contribution
Ref: Jacob Nielson http://www.useit.com/alertbox/participation_inequality.html
Number of participants
Num
ber o
f con
trib
utio
nsN
umbe
r of c
ontr
ibut
ions 1% active contributors
9% occasional contributors
90% readers (aka ‘lurkers’)
The 1-9-90 rule
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MetricsMetrics
• Don’t rely on metrics to claim yourcommunity is successful.
• Use metrics to understand yourcommunity better.
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Successful CoPsSuccessful CoPs –– MeasuringMeasuringOutcomesOutcomes
• Mapping Services Agreement (535 members) –joint procurement strategy on target for achievingsavings of over £100m over 4 years.
• NI14 Avoidable Contact (631 members) – highlyactive online conferences
• Policy and Performance (1785 members) –Producing joint policy briefings
• Projects and Programme Management (356members)– Consistent contract templates developedfor all local authorities.
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Lessons Learnt: What went well andLessons Learnt: What went well andnot so wellnot so well
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Lessons LearntLessons Learnt
WENT WELLWENT WELL•• Evidence of greaterEvidence of greater
collaboration acrosscollaboration acrosscouncilscouncils
•• Evidence of more joinedEvidence of more joined--up thinking and new waysup thinking and new waysof workingof working
•• Greater knowledge (andGreater knowledge (anduse) of social media toolsuse) of social media tools
•• Continued and growingContinued and growingenthusiasm for communityenthusiasm for communitycollaborationcollaboration
•Disconnected CoPs - manyCoPs being created that dosimilar things•Poor/little use of tagging•Most self-organisingnetworks do not attendFacilitator training•Management can hamperor kill a community…..itcannot make it thrive!
NOT GONE WELLNOT GONE WELL
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SummarySummary -- Developing a successfulDeveloping a successfulcollaboration strategy with CoPscollaboration strategy with CoPs
• Step 1 – know your audience• Step 2 – develop the business case• Step 3 – plan for culture change - it’s a
different way of working• Step 4 – procure or develop the
technology• Step 5 – Monitor and measure
everything!
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The futureThe future
• Platform expanding to include centralgovernment and third sector
• Breaking down silos through the use ofa shared community space
• Better metrics available for thecommunities
• Blended off-line/on-line training forfacilitators
• Support for mobile working
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A QuoteA Quote
I'm now convinced that sharing knowledge,I'm now convinced that sharing knowledge,information and experience through CoPs is theinformation and experience through CoPs is thefuture of success in local government, and that socialfuture of success in local government, and that socialmedia tools such as those employed within the IDeAmedia tools such as those employed within the IDeACoP platform are the glue that can stick crossCoP platform are the glue that can stick cross--sectorsectorcollaboration projects togethercollaboration projects together
Local Authority CoP facilitatorLocal Authority CoP facilitator
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More QuotesMore Quotes
As a chief executive I tend to think of it (Communities of Practice) as a way of expandingmy organisation, because now I can ask somebody a question about leadership anddevelopment in the region and they can go off and talk to other people on the Communitiesof Practice and come back with an answer. So we are expanding our own organisation’sboundaries to actually help each other across the region". Andrea Hill, Chief Executive,Suffolk County Council
“It’s possible to post something and get responses back from other members over a coupleof weeks. Previously, you would talk to a few confidantes, then share things at conferencesand it might be six months before you have the same level of strength in terms of that idea.James Winterbottom, Performance Improvement Officer at Wigan MetropolitanBorough Council ,:
“We’re all serving the same cause and trying to serve the public. If a document, policy orstrategy on CoPs works in one area, chances are it will work in yours.” Paul Dodds,Performance Officer at South Tyneside Metropolitan Borough Council
“It cuts down on meetings, so in an age when local government is all about value for moneyand efficiency, it fits in well.” Kanza Ahmed, National Management Trainee atWarrington Borough Council
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Recommended ReadingRecommended Reading
• Cluetrain Manifesto – David Weinberger• Cultivating Communities of Practice –
Etienne Wenger, Richard McDermot,William Snyder.
• Community, Ecomic Creativity andOrganization – Ash Amin, JoanneRoberts
• Here Comes Everybody – Clay Shirky
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Steve Dalewww.semantix.co.ukEmail: [email protected]: www.steve-dale.netTwitter: www.twitter.com/stephendale
www.communities.idea.gov.ukwww.communities.idea.gov.uk
