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In general the work I enjoy doing falls into two categories (well, three if you count public speaking); Advisory and Project work.

If your public sector organization is looking for technology help please feel free to contact me. At this time I am unable to take on new projects, however I am usually able to make time for public sector organizations who are looking for advice.

Advisory Work

Advisory work can mean many things, but for me it means helping organizations understand the technology and context shaping their work. Whether that means reading, understanding and explaining the legislation and regulatory framework impacting organizational activity, or simply helping you understand what’s feasible, I enjoy providing sound advice about how to effectively use technology.

Note: I do not provide advice on government procurement, please don’t ask.

Due to the nature of my work I can’t go into detail about most of the advice I give, suffice to say I work with all levels (from ground level staff to Deputy Ministers and political staff) in different ways to help shape how institutions work with technology. I have one disclose-able example of work I did outside the scope of my official duties as a public servant.

Government advice example: ChangeCamp and GovCamp

I particularly like helping technology people understand government. Technology professionals are enthusiastic systems thinkers and are intensely interested in the public good, however they often do not know why government acts the way it does.

Combining my experience within the Ontario Public Service with my technology expertise I have helped the organizers of ChangeCamp and GovCamp by providing insight on how technology decisions and policy are crafted, as well as helping shape communications to public service professionals.

Project Work

When it comes to project work I’m a starter, I take ideas and get the ball rolling. I build a solid foundation and set the patterns that will dictate how a tool, department, or process will work for years after my involvement is done.

I am not the person you call when you need to “project manage” a huge infrastructure upgrade, instead I’m the person you call when your organization is entering unfamiliar technology territory and you need a guide.

Project Leadership example: OPSpedia

OPSpedia is a social intranet for the Ontario Public Service. Through a subtle blend of technology, policy, and social engineering OPSpedia provides a platform for unstructured dialogue across the organizational barriers. It allows staff from the Ministry of Revenue to comment on blog posts from conservation officers in Ontario’s north, or a Director of Communications to engage in constructive dialogue with non-communications professionals.

My involvement had me working from initial unapproved concepts, through the labyrinthine approvals, and right into managing the details of project execution and the first two years of operations.

Features of OPSpedia

  • Professional profiles and groups
  • Anyone can blog
  • A real wiki that any employee can edit