2009.12.22

Responsible Journalism as a legal defence

The Ottawa Citizen has reported this morning on a Supreme Court of Canada ruling which offers legal protections to journalists and possibly even bloggers (see Supreme Court establishes new libel defence).

The article suggests that the new defense applies to defamation cases based on “‘responsible journalism’ on issues of public importance“.

It seems the defense will be largely based on the quality of the information being questioned and the steps taken by the reporter to verify the information. Basically, the reporter must practice sound journalism, something most bloggers should be doing better than they are on issues of public interest.

Perhaps the most fascinating point raised in the article is in the last paragraph which suggests bloggers were specifically identified in the ruling:

The Ontario court had called the defence “responsible journalism,” but the Supreme Court said that the title of the defence was too narrow and should encompass communications made by Internet bloggers and others who are not journalists.

You can learn more about journalistic principles and ethics at the following sample links:

Hat tip: Blake Johnston

2009.09.10

Hot and Cold Media (part 2): celebrity and personality

…continued from Hot and Cold Media (part 1): Media in the digital age

Issue #1: Celebrity and personality are two very different things

Media is about relationships.  Relationships depend on individual personalities.  Just because a celebrity is admired by an audience, doesn’t mean the audience will relate to the celebrity.  The audience needs to feel as though the celebrity understands them, not that the celebrity is simply aware of a common person, place or thing.

More importantly, relationships take time to grow.

Radio stations used to break in talent in the overnight timeslot.  Young newcomers that could prove themselves and win an audience overnight would find themselves getting a daytime or evening slot, eventually working up to the coveted morning show.  With each progression, the host would achieve increased celebrity status until they finally became so good that they left the station.  This was the way the host and the listeners became connected in a way that meant radio went on when the host started their shift.

Such was the case with the CBC.  I spoke about this with former CBCer, Jowi Taylor.  We recounted the days when CBC bred cool in house with people like Peter Gzowski and Stuart McLean.  More recently, in an effort to buy what they thought was cool, they hired established celebrities like Jian Gomeshi and Randy Bachman.  Both have proven themselves over time, but in CBCs claim of the hunt for a younger audience, neither is a draw except on the budget.  Don’t get me wrong, I do listen to both because, over time, they’ve become the radio personalities I can relate to.  Basically, they had to earn their chops like anyone else.

On TV, a lot of what we see that makes a splash is hype.  In a few cases, we can relate to the people — people like Susan Boyle.  Notice, though, that Ms. Boyle is an everyday person, even more so because she was clearly the underdog and appeared to be overcompensating for seeming awkwardly out of place.  We don’t relate to the regular hosts of Britain’s Got Talent or American Idol, we’re entertained by them.

Over the spring and summer of this year, I followed the influence peddling trial of Ottawa Mayor Larry O’Brien.  The court granted permission for live text updates to be transmitted from the courtroom.  The most prolific out of the gate was the Ottawa Citizen’s Glen McGregor.  Following his Twitter stream was like watching the tape come out of the court stenographer’s machine.  It wasn’t news, it was voyeurism and Glen was the vessel.  Then, Glen started to inflect his updates with fun comments, observations and even a game with his followers.  He began each day wondering what people would wear to court and offered his thoughts on which celebrities would play the real people in the movie version of the trial.  All of this while covering a very real and very important event.  Suddenly, the people that were following the text updates found themselves connecting with and relating to Glen and all of the people in the courtroom.  The stream became as much of the story as the trial was.

Some may argue (and successfully) that this blurring of the line between reporting and interacting was inappropriate or unprofessional.  I suggest that this made the trial and the people in it that much more relevant for the community.

Suggestion: find a way to breed cool in house and establish a relationship between the content producers and content consumers.

2008.10.20

I worked on The Secure Channel, a $1B ‘boondoggle’

I’m breaking form here to discuss something I have consciously left off of my blog: discussion about my work in Information Security; specifically, my four years working on The Secure Channel.

Saturday’s Ottawa Citizen features an ‘exclusive’ by Kathryn May titled Government to replace $1B online service ‘boondoggle’.  The article is relatively fair in its criticism of several Government departments that oversaw the Government of Canada’s federated online service project called Secure Channel and the private sector consortium that won the contract to deliver it.  However, I feel that Ms. May left out several key points in her piece.

One of the two most significant technology requirements was the capacity requirements of Secure Channel.  The Canada Customs and Revenue Agency (as it was known then) required that the infrastructure be able to accommodate the demands for the final two weeks of tax filing season.  The demands faced by that agency during those 14-days are almost more than most of us can imagine.  And, despite CCRA’s requirement for 99.999% uptime, that agency has (historically) prided itself on exceeding that obligation even during the most demanding of times (unfortunately, they met with some challenges in the last two years of tax filing season).  That means that the Secure Channel infrastructure was over-architected for 50 weeks each year for CCRA, and entirely for all other government departments.

Another big concern for the government was the requirement of cross-departmental anonymity of all users.  That is, each department needs to know with strong assurance which user they are servicing without being able to share information about that user with other government departments or being able to identify the user through any element or elements of information (anonymous or identifiable) from other government departments without the express permission of the user.  This means that each user must be assigned an electronic pass (or e-pass) which uses a Meaningless But Unique Number (MBUN).  The MBUN ensures that each user has a secure and verified identity with the Secure Channel authentication and authorization components, and allows each user to validate themselves to each department/agency it wishes to interact with using an anonymous and unique version of his/her Secure Channel identity.

The MBUN is just one example of the demands for rigorous security.  The Certification and Authorization process (the process of verifying and approving an acceptable level of security risk before putting any technology into production) seemed world class to me.  That’s a good thing for Canadians.  However, that comes at a significant cost and schedule impact.  As Ms. May’s article points out, that amount of rigor that was practiced far exceeds the practical amount of security for any business requirements of many of the departments and agencies expected to use Secure Channel.

The original consortium was made up of seven tier-one partners, several of them otherwise competitors, working together in a delicate agreement.  One of those organizations was both a key contributor to the project while being responsible for management of the consortium and the delivery of the project.  This created an environment in which several of the other partners felt the project office was looking out for its own organization’s interests first and the rest of the consortium second.  The inter-partner relationship felt tenuous at best to me and would have benefited greatly from a team responsible for culture, relationship and partnership.

Another issue on the technology side was the desire of one of the consortium partners to custom build its components instead of integrating as much off-the-shelf software as possible and filling in the holes with custom development.  Most people recognized this as being a way of ensuring a long-term requirement for support, maintenance and management — in other words, recurring revenue.

I always felt that the Government of Canada’s requirements were fairly well itemized even if their merit was open to debate.  My memory is that the consortium frequently questioned specific requirements even if not in writing.  With so many departments involved in identifying their service requirements and still other departments tasked with overseeing the project and the rigorous security validation, I wonder if going through a written business case process would have made much of a difference in the project’s budget and schedule.

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