But since starting at the FCO I’ve had my head down. I don’t get out on work time as much as I used to; these days I rely far more on the likes of Twitter and LinkedIn to keep up on what’s what and who’s who. It works, but I miss the face-time with smart, creative people who are as passionate about digital as I am (my wonderful FCO colleagues excepted).
So it was I was really excited to attend UK GovCamp 2011. This was my first time along and tickets were hard to come by, so I thought to record my experiences and observations here to add to the other great commentary from the day and latterly.
It won’t be any surprise that it was a total geek-fest, but it was the number and range of geeks that was impressive.
There were about 200 people there, which I understand was the biggest UK GovCamp to date. Amongst the 200 were local government people, central government people, commercial sector types as well as a few academics and journos. There were developers, policy officials, site managers, CIOs and IT representatives. It was this mixing of the discipline pools that was one of the most interesting aspects of the day.
Format & Venue
I’ve been to one or two unconferences and to be honest attendees sometimes struggle with the participant-led facilitation. But the Barcamp approach was perfect for the attendees and there was no shortage of people stepping up with good ideas for sessions when the grid was opened up. From there it was relaxed and playful but always focussed and meaty.
Microsoft were the hosts, putting us up in their swank Victoria offices. What a place! Loads of room, airy, good meeting rooms and quality breakout areas. Plus a Kinect set up, although I didn’t get time to play.
What a choice! You could go to sessions on AGILE, open data, hyperlocality and an introduction to the new HMG CEO of Digital. Unkindly there were a lot of clashes, but such is the way with unconferences.
I made it to three…
She’s from Seattle (a city I am deeply in awe of ). But more importantly she’s a talented user of watercolours, a medium most of us associate with whimsical landscapes. Stacey is at the other end of the spectrum; I loved the movement in this character, the textures, colours and the combination of Japanese and African mythology. Very eye-catching.
There’s a good interview with the artist on the My Love For You blog.
It’s not just in North Africa that there’s talk of revolution. I understand that over the next three months we should begin to see the Martha Lane Fox review of government digital move from the PDF to the browser.
The review proposed its recommendations were ‘revolution not evolution‘. But in practice expect the proposals to be much more of a progression than a drastic, fundamental restart. That is not to try to kill the buzz; the proposals are exciting, their acceptance at the highest levels is inspiring and there are very smart people running the development. Instead it is to argue that this development has a long lineage.
To demonstrate what I mean let’s compare the recommendations with one contemporary government site – a site I know well – www.fco.gov.uk.
1. Establish one standardised front-end… in 2008 the FCO launched the current fco.gov.uk, which brought 250+ sites and public services on to one platform and one domain. A central team (based in London and 4 regional hubs) was mandated to set standards and manage their development.
2. Become a wholesaler as well as a retailer… although it didn’t launch this way, nowadays the FCO makes its travel advice, news, speeches and other forms of content available as feeds and promotes their reuse.
3. Devolve editorial… FCO directorates and teams who had their sites rationalised still produce and upload content directly as and when they wish. Around 400 staff have the ability to work the CMS while following centrally set objectives, policies and editorial plans.
4. Appoint a CEO for digital… FCO’s digital leadership comes from its Head of Digital, who has responsibility for editorial, engagement and technical aspects.
None of this to say that the FCO site gets it all right; the FCO has a long history of admitting its digital weaknesses and of making concerted efforts to address them, improving or rather adapting steadily to the ever changing environment. As have other departmental and public sector sites.
The intention here is to show the new ‘supersite’ (or, probably more accurately, the new digital service) will inherit features from current sites and services, and in this sense, the products set forth by the review will be ‘evolution not revolution’.
While it will resemble previous generations of government digital undoubtedly it will do the good things even better as a result of its heritage.
Where I hope (and hear) the revolution is more likely will be in the building of the thing.
Expect Agile rather than PRINCE2. More iterations rather than finished products. Prototypes and proofs of concept. User-centred principles and creative over corporate design. A preference for open source and extensibility. Decent, longterm investment.
It can’t be done any other way. Otherwise, today’s revolution will end up being tomorrow’s ancien regime.