Kublai Camp was an open government project that saw early success from 2009-2011 with 2500 users and 400 projects, but then faced challenges. It struggled with uncertain planning and budgeting, full transparency being technically difficult, slow decision-making, and barriers between staff and the community. These issues led to a decline in the project despite its transformative potential.

1. Kublai Camp 2009 Kublai Camp 2011 administrative uncertainty starts
WHAT WENT WRONG?
The rise and fall of an open government project – Alberto Cottica, May 2011

2. € 115 bn

3. Impact = LOW

4. Transformative potential

7. !!!
Increased project serendipity

8. Project development in a network

9. Second Life for brainstorming

10. Values
Software
Outreach

11. 2500 400
users projects

17. Kublai Camp 2009 Kublai Camp 2011 administrative uncertainty starts
But then...

18. So, what was the matter?
•uncertain planning horizon
•full transparency technically difficult
•rising costs (and overheads)
•sluggish, uncertain decisions
•impassable barriers between paid staff and community
•no budget for impact assessment

19. What would you do?

20. Legal stuff
This work is licensed under the Creative
Commons Attribution-NonCommercial-
NoDerivs 3.0 Unported License. To view a copy
of this license, visit http://creativecommons.org/
licenses/by-nc-nd/3.0/ or send a letter to
Creative Commons, 171 Second Street, Suite
300, San Francisco, California, 94105, USA.
All photos licensed CC on Flickr.com. Authors (top to bottom):
unknown author, CriticalCity, Alberto Cottica, Alberto Cottica,
Massimo Faccioli Pintozzi, Ballacoicinghiali