February 11, 2009

Government 2.0 Transforming Government for the

21st Century: Truth, Tales and Trends

PREPARED FOR:FASTForward ‘09

8403 Colesville Road Silver Spring Metro Plaza 2Suite 400Silver Spring, MD 20910

(301.588.59007 301.588.0390

* info@macf.com 7 www.macf.com

Helen L. Mitchell CurtisSenior Program Director, Enterprise

Solutions

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Biography

Helen L. Mitchell Curtis – Senior Program Director of Enterprise Solutions, Macfadden

• 32+ years at FDA, and led one of the largest enterprise search implementations among Civilian Federal Agencies

• Develop enterprise-wide search strategies & solutions• Integrate search technologies across IT applications and disparate

document repositories• Build governance, management and end user buy-in• Promote collaboration, standards, findability and improved

organization of data and document assets• Passion: to help clients to reduce costs, improve quality and

efficiency, reduce 'pain points' and achieve a positive search experience

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About Macfadden• Founded in 1986 as a small disadvantaged

entrepreneurial company-graduated SBA 8(a) in 1998

• Became 100% employee-owned in 2007, S-Corporation

• Acquired Systems Integration Group, Inc. and Total Security Services International, Inc. (TSSI) in 2008

• 225 employees; projected 2009 annual gross revenues $40 million; $180M in contract backlog; 90% prime contracts; (TSSI sole wholly-owned subsidiary)

CAPABILITIES:• Enterprise Search Solutions• Integrated IT Solutions & Security• Counter Terrorism Planning• Disaster Response Management• Threat & Vulnerability Assessment• Program/Project Management• Intelligence Gathering & Analysis

FAST X10 Partner

Microsoft Certified Partner - Information Worker Solutions with Search Specialization Competency

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Background

What is Government 2.0?Changing trends in government using web technology and design to enhance creativity, communications, secure information sharing, collaboration and functionality between governments, businesses, communities and individuals i.e. social medial tools (wikis, blogs, etc).

Why Shift Direction?This collaboration will demonstrate the

government’s willingness to put the needs and expectations of citizens first.

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Truth or Tale

1. Governments must change or risk losing power, authority, trust and relevance.

• Complex bureaucracy layers are locked into old ‘stovepipe’ ways of working.

TRUTH

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Executive Commitment“My Administration is committed to creating an unprecedented level of openness in Government.  We will work together to ensure the public trust and establish a system of transparency, public participation, & collaboration.  Openness will strengthen our democracy and promote efficiency and effectiveness in Government.”

-President Barack Obama (MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES published in the Federal Register)

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Government Should Be…

• Transparent • Put operations and decisions info online and readily available to the

public• Solicit public feedback to identify info of greatest use to public

• Participatory• Offer more opportunities for Americans to participate in policymaking• Provide benefits of their collective expertise and information• Solicit their input how to increase and improve opportunities for public

participation in government• Collaborative

• Use innovative tools, methods, and systems to cooperate internally, intra-agency, with nonprofits, businesses and individuals in the private sector  

• Solicit public feedback to assess and improve levels of collaboration and identify new opportunities for cooperation

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Truth or Tale

2. Most governments are embracing social & collaborative technologies to encourage change.

• TALE

• Despite the wealth of new services, government itself has not been transformed. The bureaucracy seems more interested in preserving itself than serving its constituency.

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Communication is CRITICALMeaningful Collaboration

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Social Computing – Web 2.0 Era

(Source: “Leveraging Web 2.0 in Government” - E-Government Technology Series, IBM Center for the Business of Government, by Ai-Mei Chang and P. K. Kannan)

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Truth or Tale

3. In Gov 2.0 space, there are very few experts. Claiming to be one may doom your ability to work in the sector.

• Most of the so called experts recently appeared on the scene, read the blogs, brushed up on their govt, probably from traditional or social media commun. backgrounds, working with small companies in the web space. Their self-branding poses the risk of hurting their business. Govt understands that Gov 2.0 is new & very few people are experts. They’re looking to partner with people who have the chutzpah to become experts.

TRUTH

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What’s Changing?• Relationships Between

• Governments – Businesses – Communities • Citizens and other stakeholders

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• Focus Shift• From personal websites to individual users and their networks

DIMENSION GOV 1.0 GOV 2.0Operating model • Hierarchical

• Rigid• Networked• Collaborative• Flexible

New models ofservice delivery

• One-size-fits-all• Monopoly• Single channel

• Personalized• Choice-based• Multi-channel

Performance-driven • Input-oriented• Closed

• Outcome-driven• Transparent

Decision-making • Spectator • Participative

1 Deloitte Research

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Transformation is Inevitable

Transition: Gov 1.0 to Gov 2.0 & (G)overnance-Webs

Areas GOV 1.0 GOV 2.0Technology • Publish & Browse

• Idle Surfing• Passive Reading

• Participatory Web• Peering, Sharing• Socializing, Collaborating

Demographics • Baby Boomers• Ingrained Cultural & Instit. Legacies• Pressure to change

• Net Generation(N-Geners)• Expect responsive, customizable public svcs.• Innovative, agile decision-making processes

Social • One way info flow• Closed processes

• Co-innovate w/citizens• Share Gov't resources• Integrated organ. behavior

Organizational • Monopoly on planning, problem-solving, policies

• Seek broader participation• More responsive, efficient & accountable

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Future Vision(P)roblem & (R)ecommendation

“Putting Citizens First: Transforming Online Government” – Federal Web Managers Council

• (P): Websites viewed as IT projects, not core business functions

• (R): Develop and enforce web policies and publishing standards so gov’t sites help people find needed info

Easily find relevant, accurate and up-to-

date information

• (P): People can’t efficiently accomplish basic gov’t tasks online (i.e., forms, loans or checking program eligibility)

• (R): Identify core tasks and standards, use social media, not just to create transparency, but to help accomplish tasks

Complete common tasks efficiently

• (P): Too much content, duplication, no comprehensive system to manage or archive it

• (R): Appoint lead agency to coordinate online “information lane” and post relevant content, establish archiving standards, ensure accuracy, mission-related, written in plain language

Get same answer via the web, phone, email, live chat, a

brochure, visit

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Future Vision(P)roblem & (R)ecommendation

•(P): Insufficient resources to effectively manage customer input, outdated clearance policies to survey public, often no response to public feedback or ideas•(R): Require and fund Agencies to regularly solicit public opinion, analyze customers’ online preferences, publish a summary of common customer comments, explain actions taken in response to the feedback

Provide feedback and ideas, hear

what government will

do with them

• (P): Lack funding, training or resources to provide online information readily accessible by people with disabilities or who lack English proficiency

• (R): Fund Agencies so websites made fully accessible to people w/disabilities, establish standards for multilingual websites staffed w/bilingual web content professionals

Ensure underserved

populations can access critical

information online

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Barriers to Change• Legal/Policy – implications publishing drafts, informal

conversations, FOIA, governance framework, free tool offers

• Leadership/Champions - funding, reinforcement, behavior support, recurring engagement w/audiences

• Resources – shortage of Subject Matter Experts (SMEs)

• Culture – punishes risk-takers, innovators not rewarded

• Divergent Roles - don’t recognize need for Subject Matter Experts

• Multiple Missions – silos, legacy systems• Operational Diversity – lack infrastructure standards• Changing Technology – inflexible complex systems• Adapt to Change Limited – no strategy plan, vision

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Truth or Tale

4. Developing a Government 2.0 culture can be as simple as setting up a wiki or a blog.

• TALE

• It requires devoted leadership, strategic investments in technology, organizational change and risk taking to overcome the cultural, process, technology and policy hurdles that can hold governments back.

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Practicing ‘Open Government’

• Watch: Open Government at its Best

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Gov 2.0 Examples

• State Dept’s Public Diplomacy 2.0- encourage people globally to find peaceful outlets for their political grievances via YouTube, FaceBook, Twitter, etc. to globally persuade individuals to find peaceful outlets for their political

• MySociety.org – runs most of the UK’s best known democracy websites, i.e., Report Streets to be fixed - 200,000 people wrote their MP for the first time, over 8,000 potholes/broken things have been fixed, nearly 9,000,000 signatures have been left on petitions to Prime Minister

• Texas Virtual Border Watch - asks the public to report signs of illegal immigration or drug crimes by viewing live video feeds

• Intellipedia – Intel Community can look up employee’s profiles & contact info, author blogs, tag news articles, etc.

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Gov 2.0 Examples (cont.)

• D.C. Apps for Democracy: www.appsfordemocracy.org -Open innovation contest where talented technologists & creatives battled it out to create the most useful applications from DC's Data Catalog (mashups)

• Ex. U.S. PTO Peer to Patent www.peertopatent.org - Opens the patent examination process to public participation for the first time

• GPO’s Federal Digital System (FDsys) - http://fdsys.gpo.gov/fdsys/search/home.action -Provides public access to Government info submitted by Congress & Federal agencies, preserved as technology changes.

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GPO Fdsys

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Felon Search – SharePoint Webparts

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Truth or Tale

5. The GOVERATI is made up of people with first-hand knowledge of how the Govt operates, understands how to use social software to accomplish a variety of Govt missions, & want to use that knowledge for the benefit of all.

• TRUTH

• The goverati includes Govt employees, people from think tanks, trade publications, & non-profits plus high-profile thinkers outside of the Govt with an interest in a more open, transparent, & efficient Govt. Using formal/ informal social networks, they’re networking, sharing info & changing how parts of the Govt interact with each other and with citizens.

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Gov 2.0 Search Trends• Integrate Enterprise Search (ES) w/ECM

& KM• Ex. Consumer Prod. Safety Comm. (FAST ESP &

SharePoint)• Promote Collaboration• Personalize Search for ‘Communities of Practice’• High Precision & Recall

• Integrate ES & IT Applications via web services - Ex. FDA FAST ESP Prototype (Transparency)

• Integrate Information Discovery & Collaboration Tools - Ex. CPSC (MOSS & ESP)

• Provide Trend Analyses - Ex. USDA (FAST ESP)

• Build Federated Search w/3rd Party Social Media products – Ex. ConnectBeam, Traction Software

• Integrate Knowledge, Resource DBs, & People to Forecast Staffing

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Gov 2.0 & FAST

• Wiki’s & Blogs• Providing tools to search and analyze the text and metadata content• Mining blog content for sentiment indicators about products, brands,

corporate political activity or executive behavior• Sentiment analysis - the raw material for predictive market intelligence

and proactive Web counter-intelligence programs • Social Search Technologies

• Can leverage the opinions of a group to provide guidance for recommendations or suggestions of what a member would find most useful

• Video & Audio Communities (ex. YouTube)• Highly accurate, socially conditioned search for clip collections• Direct video and audio mining approaches enhance findability

• Search Connection Services• Search-delivered filters separate the “signal” of interest from the

“noise” of overwhelming quantities of Web content

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SharePoint Portal – People Search

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Best PracticesLeverage lessons learned to reduce project cycles, increase trust and empower communities

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Keys to Success

• Educate the organization• Develop a strategy plan• Initiate a pilot project• Evaluate existing enterprise technologies

compatibility with Web 2.0 strategy• Create policies that maximize the benefits of

adopting Web 2.0• Embrace a culture of collaboration by continually

evolving how interaction happens with internal and external stakeholders

• Measure results by establishing key performance indicators

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How To Define Success?

• Policy outcomes improved• Govt information & resources used more effectively• Internal Operations Streamlined• Attracting top talent• Culture Wars Diminish• Faith in Government Restored• Approp. Authority Levels implemented to gain Citizens Trust• Change Management is ‘way of life’

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Conclusions

Plan & implement initiatives to engage & service citizens (ex. EPA http://www.slideshare.net/levyj413/mixing-web-10-and-20-for-earth-day-presentation.com) Resolve Legal/Privacy Issues & Policies to empower collaboration

Engage the public like never before

Foster better communication & allow people to participate in improving Govt operations

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Conclusions

Listen to our customers to provide better services, focus on their most pressing needs, & wisely spend tax dollars

Understand & capture citizens perceptions interacting w/Govt for services & civic engagement

Train & Educate Govt Decision Makers & Stakeholders

Make Govt more transparent & accountable to their citizens

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Top Ten To Watch in Govt

• According to Gartner the technologies listed are:

• Virtualization• Cloud computing• Servers -- Beyond Blades• Web-Oriented Architectures• EnterpriseMashups• Specialized Systems• Social Software & Social Networking• Unified Communications• Business Intelligence• Green IT

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Additional Gov 2.0 Examples

• Agencies Using Online Content & Technology to Achieve Mission and Goals

• www.usa.gov/webcontent/documents/ExamplesofUsingTechnologyandContenttoAchieve%20Agency.pdf

• Future Melbourne - A Wiki for Citizens to Design a Better Melbourne• www.futuremelbourne.com.au/wiki/view/FMPlan

• Business Gateway – www.business.gov• Its grown from a portal focused on providing small business owners

info about start-up & operational sustainability to one-stop access to regulatory compliance info, forms & Gov’t contacts to obtaining federal/state permits to Mashups linking maps with Gov’t office locations to powerful search tools thanks to user feedback.

• Power of Prosumption - www.dellideastorm.com• Example Agencies can mimmick – where it asks customers for ideas

to improve service quality, community votes, popular ideas rise to top, enabling Agencies to act.

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References

• “Leveraging Web 2.0 in Government” - Ai-Mei Chang & P. K. Kannan, The Univ. of MD, on behalf of IBM Center for The Business of Government

• “Recruiting the Next Generation of Government Using Web 2.0” - A Mind & Media white paper by Wes Alwan, Jay Ferrari, and Jill Nienhiser

• “Change your world or the world will change you - The future of collaborative government and Web 2.0” – Deloitte

• “Putting Citizens First: Transforming Online Government” A White Paper Written for the 2008 – 2009 Presidential Transition Team by the Federal Web Managers Council

• President Barack Obama (MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES published in the Federal Register)

• “Government 2.0: The Rise of the Goverati” – Mark Drapeau

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THANK YOU!

Helen L. Mitchell CurtisSenior Program Director, Enterprise Solutions

hmitchell@macf.com

240-247-1946 (w)240-743-7975 (m)

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MACFADDEN

Delivering Results. Exceeding Expectations.