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in Empowerment DRAFT
A briefing note for all decision makers, senior managers and elected members regarding
the role of social media in increasing participation in decision making.
Richard Wilson
Stephen Frost Spring 2010
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ABOUT IZWE
We believe that everyone should have a say in how their world works.
Involving people and communities in the decisions that affect them ensures that the decision-makers remain in touch
and that the big issues are dealt with effectively - because everyone has something valuable to contribute. That's why
It's a new platform for decision makers and people like you to come together at your own convenience to create the
izwe is driven by you, our partners and users. You will help decide on our strategy, what we do and how we spend
our profits. At least 15% of our profits will be donated to good causes every year and you will decide where it goes.
izwe is a new kind of organisation dedicated to maximising our positive impact in the world and empowering all who
are part of izwe: the team, our partners, but most of all you, the users. Together we are izwe.
WHAT IS IZWE
We’re a social enterprise made up of researchers, community experts, web
people and policy experts.!
izwe was set up by Richard Wilson, Nick Nielsen and Benoit Thieulin. Richard previously founded the public
engagement think tank, Involve; Nick founded youth empowerment charity Envision which won the Guardian Charity
Award 2008 and Benoit founded La Netscouade who have delivered some of the most successful e-democracy
They are all empowerment enthusiasts, having delivered many high profile community participation projects for local,
national and international governments across the world. Most recently these have included at the UN Conference on
consultations.eu), both of which combined community events with international e-participation. They also delivered
the biggest events for the Swedish and French EU Presidencies and were involved in drafting much of the UK
Now they have decided to pool their experience and build a platform for significant change. This is izwe.
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1. INTRODUCTION
75% of adults in the UK now have access to the Internet1 , and 73% of them use the internet daily2. The
British spend more time online than they do watching TV; they work, play and even fall in love online. The
web is changing almost all parts of our lives and all industries. The closure of many local newspapers, TV
stations and record labels is just the tip of the new media iceberg.
Government is already adapting to this changing landscape. This briefing paper focuses on social media
and outlines what government can do to make the most of the opportunities it creates. It also comes with
a warning that some of the most excluded in society remain offline; however they are probably more likely
to get to you through social media than through any other route.
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2. WHAT IS SOCIAL MEDIA?
Social media is that bit of the internet which is social. If you’re reading this briefing paper chances are
that you already have a Facebook account; 23 million of us already do in the UK, with the over 50s
counting for more than 2 million UK users. Facebook is the world’s biggest social networking site allowing
people to communicate, manage relationships and share things such as video and photos. Many of the
most popular social websites (such as Bebo, Twitter and Google Mail) have a wide range of functionality;
the following five headings cover just the most popular functions:
‣ Instant communication: video, audio and text (e.g. Google Mail, Skype)
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3. HOW CAN SOCIAL MEDIA HELP ME?
In short, social media can help you connect and communicate with more people, more effectively. Ofcom
recently found3 that, in general, people are far more likely to get involved with government related
activities through social media than any other route, and this difference is more pronounced for
traditionally excluded groups. As our lives become busier4 and the internet becomes ever more integrated
into our daily routines through the spread of wireless hotspots and mobile devices, the pressure to
redesign government in response to this has become immense. The main thrust of the argument is that
most people are not prepared to give up their spare time for community forums or consultation events –
unless the issue is important or controversial enough to do so. Many more, however, are happy to spend
a few minutes on a website and get involved, providing the website is well designed.
Be warned though: the competition for people’s attention online is fierce. Your offer must be compelling
When government does it right, and it often does, there are a wide range of substantive benefits
‣ Improving the quality of decisions (e.g. through involving larger numbers of people in key decisions
‣ Improving service quality (e.g. providing simple mechanisms for service user feedback and monitoring)
‣ Making government more transparent (e.g. putting more information online which local communities
can use for other services and to better understand why decisions are made)
‣ Saving money (e.g. social media if used well can reduce the costs of consultation, communications
‣ Building social capital (e.g. encouraging online social networking in your community can translate into
‣ Increasing your democratic legitimacy (providing more opportunities for elected members to interact
with citizens and through tools such as e-petitions – government can become tangibly more open)
‣ Engaging staff (e.g. using social networking in-house to support a more cohesive workforce)
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4. CURRENT LANDSCAPE
Your social media landscape is defined by your interests and location. There are the major global sites,
which have become integral to the social media infrastructure (see 4.1), and then there are local and
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4.2 Local Site Examples
existing decision making processes. Locals also use the website to highlight council services and solve
problems themselves. It is similar to a regular resident's panel but it lowers the barriers to accessing
‣ Harringay Online
decision makers to use Harringay Online to answer questions or post their own thoughts and updates.
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5. WHAT SHOULD I DO?
5.1 Pointers
Don’t get lost in the hype or in confusing descriptions, but concentrate on social media as a
communication tool. However, with any communication method, there are some essential guidelines to
keep in mind:
‣ Listen
Social media has changed the dynamic of communication and engagement from a monologue to a
dialogue. This shift means that it is important to use the opportunity created by these tools to listen to the
community and, in small or big ways, address the topics it wants to discuss.
‣ Respond
To really embrace social media is to respond and use the interactivity it allows for your benefit. This is an
essential and often overlooked component of any social media approach. As Camden Council's Twitter
experience shows , the emphasis is as much on responding to the content and contributions of others as
‣ Engage
There is a general guideline for using social media that at least half of the content you create should be a
response to someone else. This helps to build relationships with the community and makes responses to
‣ Keep it human
Keep communications human, not corporate. Politicians are often gifted at communicating in a highly
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CASE STUDY: CAMDEN TALKING
Camden Council’s approach to Twitter has become a best practice example of how a Council (or any organisation)
can use the site to communicate to its residents and open up a new channel for the community to engage with the
Council.
As well as spreading its news, the Council also uses Twitter to engage with community questions and conversations
on Twitter about Camden. By being responsive and proactive the Council has embedded itself as part of the Twitter
community and created new relationships between users and their services.
USEFUL LINKS
‣ http://www.camden.gov.uk/ccm/content/council-and-democracy/about-the-council/about-this-site/camden-is-
talking-ontwitter/
‣ http://twitter.com/Camdentalking
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5.2 Next steps
‣ Step 1
Search for your organisation or location on Twitter and Facebook and see what is going on and if anyone
‣ Step 2
Set clear objectives for your social media use and create a policy that helps to guide your
communications and staff. Try and do this with as much staff participation as possible – the more it feels
like their own idea the more comfortable they will feel using it. For ideas on how best to write these try the
Foreign and Commonwealth Office’s Digital Diplomacy resource7 and the Civil Service Code8
‣ Step 3
Start doing. Set up accounts on the services you think will be of use to your community and complement
your existing activities. Flickr and YouTube require little maintenance but something like a Twitter account
should be updated daily where possible – the more you use the services the more return you will see from
the community.
‣ And finally
Evaluate your use and seek to identify if your community values the tools and where better use can be
made of them. This is such a new medium that constant evaluation and reflection is invaluable, as is
sharing best practice with other organisations you know who are also using these tools.
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6. WHAT ARE THE CHALLENGES?
Your social media sites will be competing against many other sources (friends, celebrities, news,
entertainment etc.) and, against this background, people need to know your service exists and have a
reason to become part of your community. These may sound like simple hurdles but the number of social
media initiatives which have not achieved this points to a wider misconception that merely starting a
service is enough – this is definitely no longer the case (if it ever was).
‣ Letting go of control
Every organisation (across all sector) that has made use of social media tools, has had to come to terms
with the fact that it may not necessarily have complete control over who engages with them online and
how the content they create is used by others. For some who are used to one-way communication or
more structured decision making processes, this can be one of the biggest challenges of social media.
‣ Embracing Innovation
The use of social media tools in decision making, empowerment and engagement is still a new
methodology, and even though a community of best practice is developing it can be daunting to take
those first few steps. The “beta” tag with which websites approach their functionality and design is often
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7. LOOKING FORWARD
Social media is notoriously unpredictable. Before Facebook took off there was much scepticism as to the
market for social networking. This unpredictability represents the excitement of using these services but
also the challenges. In such an environment, flexibility is key. You must be prepared to change what you
There are six factors which are likely to dominate the emerging field of public sector social media:
Co-production of services (e.g. involving citizens directly in the design and delivery of specific services),
co-production of information (e.g. using online surveys such as Survey Monkey) and other tools to create
‣ Bottom-Up (e.g. new proposals will emerge from the community that were never expected)
‣ Visualisation of governance (e.g. making clear where elected members stand on issues and how they
have voted)
‣ Mobile devices (e.g. the rise of mobile devices such as iPhones will make all of the above ever easier,
One thing is clear in 2010: more and more people will be online using social media and in order to engage
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References
2" Office for National Statistics (2009), “Internet access: Households and Individuals”
4" IIPS (2009),”Henley Planning for Consumer Change Survey” – (2222), Henley Centre
# http://www.creativebrandmarketing.co.uk/blog/2009/10/uk-social-networking-statistics/
# http://digitaldiplomacy.fco.gov.uk/en/guidance/content/social-media/social-guidance/
# http://www.civilservice.gov.uk/about/resources/participation-online.aspx
Credits
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PROGRAMMES Government Interoperability
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Insights
Spring 2010