A blog about government-to-citizen digital communication and engagement, Government 2.0, GovDelivery, and other e-government issues
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Changing the government IT landscape with CloudStore

February 22nd, 2012 | Posted by Mary Yang for GovDelivery in Cloud Computing | Compelling Content | E-Government | GovDelivery | Government 2.0 | Government Success Stories | Local Government - (0 Comments)

On Sunday, February 19, the Government Procurement Service officially launched CloudStore for UK central government and local authorities.

The UK government first proposed the G-Cloud initiative over two years ago with the goal of bringing a wider range of cloud suppliers to the public sector while increasing the flexibility of procurement contracts. The programme wanted to create an online store that public sector organisations could use to find services and supplies without the restriction of lengthy contracts and complex procurement. The system is being modelled after application online stores, similar to the Apple Mac App Store and Android Market, and is currently offering more than 1,700 services from 258 suppliers.

The G-Cloud initiative focuses on the need for public sector organisations to adopt more cloud-based IT services and supplies, which costs less and can be deployed quickly, versus traditional IT hardware and software. To this end, CloudStore is organized by four service genres:

  • Infrastructure as a service (IaaS)
  • Platform as a service (PaaS)
  • Software as a service (SaaS)
  • Specialist cloud services

Since last week, UK media have been buzzing with news on the G-Cloud initiative, especially as reports from the Cabinet Office relayed information on the launch of CloudStore. So, what’s the big deal?

The truth is that, while the private sector has long seen the benefits of cloud computing, government is still slow on the uptake. A government employee based in Canada shared his frustrations with the lack of technological advancement in government with a recent blog post on GovLoop. He writes: “In 2012, there are many public servants whose computers simply run Microsoft Outlook and Microsoft Office. In many cases we are still running the 2003 version of each piece of software.  A majority of the work of the public service is still done by traditional desktop or local server based software and e-mail clients. For much of the public service, the reality faced is one where work is conducted on 5-6 year old desktop tower computers in localized applications using outdated desktop software that stifle collaboration, create version control problems and ultimately cost the government more money to run and administer.” While our personal lives are dominated by mobile technology (iPads and tablets) and cloud-based software like Gmail, those who work in government find that their professional technology environment is simply outdated.

UK Government agencies and organisations are under more pressure than ever to deliver services under increasingly reduced budgets. Moving IT infrastructure and software to cloud-based suppliers can have a significant impact. In fact, in the Guardian’s latest article on the G-Cloud the newspaper quotes Francis Maude, minister for the Cabinet Office, as saying: “By creating a competitive marketplace, the G-Cloud framework will constantly encourage service providers to improve the quality and value of the solutions they offer, reducing the cost to taxpayers and suppliers. And it gives SME suppliers of niche products the same opportunities as bigger organisations supplying services.”

The G-Cloud initiative outlined the UK Government’s belief that cloud computing is a necessary next step in government IT evolution. But the launch of CloudStore provides the framework and foundation for central government and local authorities to begin to reap the benefits of cloud-based software and services. It is a giant step in the right direction.

As a cloud-based, government-focused communications software supplier, GovDelivery has always felt strongly that cloud computing can increase government efficiency while reducing cost. Thus, it was an honor to be included as a supplier in the G-Cloud catalogue with the launch of CloudStore. With over 500 government clients using GovDelivery software to manage their communications, we witness how impactful cloud-based software is on a daily basis with government organisations. Here are two UK government organisations that are already benefiting from cloud-based software:

Driving Standards Agency (DSA) has seen enormous success in using Digital Communication Management, a cloud-based solution that is scalable, easily implemented and updates regularly to take advantage of emerging technologies. DSA uses this solution to connect to nearly 47,000 citizens currently. For instance, DSA uses this tool to integrate their communications with the most popular social media networks. As other social media channels develop or gain prominence, this cloud-based software can update to include those channels without disrupting DSA’s regular usage. Read their story online.

Norfolk County Council is using the same solution to help manage their digital communications efforts and is now reaching nearly 35,000 residents and stakeholders directly. Norfolk County Council also predicted a savings of £20,000 per annum by publishing electronic committee reports to County Councilors instead of providing printed reports. Norfolk County Council is not only reducing communications costs but also delivering these committee reports more quickly through email, increasing the local authority’s efficiency. Read the story online.

What are your thoughts on the G-Cloud framework and the launch of CloudStore? Please leave your thoughts in the comments!

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Social media is more than just followers

February 21st, 2012 | Posted by GovDelivery in Federal Government | Government 2.0 | Government Success Stories | Social Media - (0 Comments)

By John Simpson, Federal Consultant

It’s a given that social media and its wide reach with the public has revolutionized how organizations and companies interact with their stakeholders. Communicating to citizens through channels like Facebook and Twitter allows for a free, easy and more direct connection. Much of the government has embraced social media, working to integrate their communication efforts with these new tools to better reach the public. However, outreach through social media cannot stop with the simple re-posting of press releases or resting on the laurels of a large number of “followers.” As budgets shrink and offices are forced to justify initiatives, wasting or ignoring that opportunity to engage with your audience on a personal level is not an option.

An organization needs to know its community. Why are these people signing up to read your posts and tweets in the first place? Likely it isn’t for only site updates or press releases. Your organization provides a basic service they need to know about, research information related to their major, or resources to help build up their small business. When you send out newsletters, you work to craft articles or emails to a certain group of stakeholders. It should be the same for your tweets and posts. The attention span of someone surfing their Twitter feed through a smart phone won’t have time for an ill-targeted or uninteresting tweet.suggestion box

Once you understand the needs of your followers, solicit their feedback or comments. Posting general information about upcoming programs, events or blog entries is important, but social media was built as a tool of engagement. Ask for their advice on how to improve a program or how to better serve a need. Take questions on an upcoming tax deadline, inquire what they spent their tax return on or pose trivia questions on national forests. Build relationships with your followers so that they are actually looking for your next post instead of dismissing it after a quick glance. Stakeholder feedback is an invaluable resource for any organization and social media makes it easier than ever to solicit. Some public organizations fear that asking for feedback can only lead down a dark road of criticism and unregulated commentary. Sometimes your biggest critic can turn into your best resource. The Department of Veterans Affairs went so far as hired one of its sharpest critics to become a blogger on their site.

fist bumpOutreach is a two-way street. Your followers may communicate to you questions or concerns around a recent initiative. Just like the private sector, customer service is crucial to any successful company. You should respond completely, accurately and turn that inquiry into a real connection. If someone tweets your profile a question or places a question on your Facebook page, that is a sign that some of your audience is actually invested in what you’re posting. When Japan was scrambling in mid-2011 to handle the disaster at the Fukushima nuclear plant, some U.S. west coast residents were concerned if any possible fallout could affect them. The Environmental Protection Agency (EPA) posted clarifying content and fielded questions on both Twitter and Facebook to answer the questions of concerned citizens and calm those who weren’t necessarily looking for press releases.

Luckily, any public organization looking to expand into social media doesn’t have to reinvent the wheel. An agency can look to the work of other government offices to see what they’re doing to be successful. A nonprofit group, Expert Labs, has created a dashboard measuring the success of federal agencies based on their public engagement on Twitter. Although not a complete picture of an agency’s digital interaction with their stakeholders, the rankings of organizations and offices gives a view of who is regularly asking questions and receiving answers back on Twitter. This dashboard also illustrates that you don’t necessarily need a staggering amount of Followers to effectively communicate to the public. NASA is often listed as one of the most engaging agencies.

Interactions through social media must not be a second thought nor “might as well” automation. Like any communications strategy, there must be an endgame and a method for measuring success. Having 20,000 followers who aren’t truly invested in the information you’re posting means you’re wasting both your resources and your time. Doing something just for the sake of doing it is always a poor plan. Only when you actively interact with your subscribers will you turn Twitter followers into an engaged community.

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APIs and Tax Season

February 16th, 2012 | Posted by GovDelivery in GovDelivery | Government 2.0 | Mobile - (0 Comments)

By Richard Fong, Technical Implementation Consultant

Have you wondered how your organization can step into the mobile world? Do you want to extend your reach and drive more engagement with the general public wherever they can consume your content – whether that’s from a desktop or a mobile device such as a smartphone?

The Internal Revenue Service (IRS) stepped more firmly into the mobile device arena, recently announcing an update to their IRS2GO 2.0 app on iOS and Android platforms. This update adds new features to their previous app, such as access to their YouTube channel. In addition, IRS2GO allows app users to enter in their email address to receive “simple, straightforward tips and reminders” from the IRS. This helps extend the IRS’s reach by encouraging app users to also sign up to receive emails from the IRS, specifically from the “Tax Tips” topic. The sign up portion of the app was built using a Subscriber API (application programming interface) within GovDelivery Digital Communication Management (DCM).

IRS2Go app

This integration isn’t as complicated as it seems. In fact, many GovDelivery clients are already using APIs to help integrate a number of processes. Examples of current API integrations include:

  • The State of Michigan is using our API to capture subscribers for their Fall Colors eNewsletter.
  • A large Federal agency is using our API to sync their internal grants database with GovDelivery to ensure grantees get the most recent and relevant information.
  • San Francisco Bay Area Rapid Transit (BART) sends out email and SMS alerts about elevator service availability on a daily basis via our Send Bulletin API.

Many private companies (Google, Yahoo!, Amazon, Twitter, etc.) have APIs available to build out an automated integration, and GovDelivery is no different. An API is made up of resources that are available programmatically. With a library of industry standard RESTful APIs that clients can use to make requests to GovDelivery DCM – from creating and assigning subscribers to sending a message – your organization can automate manual processes and free up times and resources.

If you have any questions about how your organization can use APIs or integrate with GovDelivery DCM, contact us at info@govdelivery.com.

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9 Effective Engagement Tactics Utilized at the DC One City Summit

February 14th, 2012 | Posted by Joseph Porcelli for GovDelivery in Government 2.0 | Local Government - (0 Comments)

As an engagement strategist still recovering from chronic burnout as a result of my organizing efforts for the Boston Police Department and Neighbors for Neighbors (facilitating 250+ meetings a year for many years), I avoid spending entire Saturday afternoons at civic events like the plague.

To my surprise, something extraordinary happened this past weekend. I ended up staying at a civic event for 7 hours and had a productive and fun experience.

The event I’m referring to was Washington, DC’s One City Summit. The Summit, facilitated by AmericaSpeaks, explored the question, “How can we become more of One City?”

Here is my professional take on why this summit, unlike other civic experiences I’ve participated in, was so effective at engaging citizens and why other cities should pay close attention:

1) Ground rules were clearly stated:

2) A strong vision that resonated with participants presented:

One City is a place where every resident:

  • Participates in a diverse, thriving economy with equality of opportunity
  • Lives in a safe neighborhood free from crime
  • Accesses quality public or public charter schools no matter what neighborhood he or she lives in
  • Enjoys a high quality of life that includes access to quality healthcare, recreation, transportation, and retail choices in every ward of the city
  • Finds affordable housing options throughout the city in ways that advance the racial and economic diversity we cherish
  • Receives a solid return on investment and high-quality customer service from their government
  • Lives in the most environmentally sound, sustainable city in the world
  • Has a voice that counts – including a vote in Congress

3) Challenges supported by data clearly laid out:

  • Unemployment: As of December 2011, Wards 2 and 3 have the lowest unemployment rates (5.0% and 2.6% respectively). Wards 7 and 8 have the highest (16.7% and 24.8% respectively). The overall unemployment in the District stands at 10.4%.
  • High School Graduation Rates: For the latest data available (2009), the high school graduation rate in the District was approximately 51.6%.
  • Illiteracy: Approximately 19% of District adults are functionally illiterate.
  • HIV/AIDS: The District has an infection rate of 3.2% (for adults and adolescents), far higher than the national rate although comparable to U.S. cities of the same size.
  • Disparities in Per Capita Income: DC has wide disparities of per capita income – more than $60,000 per year in Wards 2 and 3, and under $20,000 per year in Wards 7 and 8.
  • Children Living in Poverty: In 2010, Wards 7 and 8 had the highest percentage (29.3% and 35.5%, respectively) of children under age five living in families at or below 200 percent of the federal poverty level; Wards 3 and 4 had the lowest percentages, at 2.1 percent and 11.9 percent respectively.
  • Obesity Rates: As of 2007, Wards 2 and 3 had the lowest adult obesity rates (12.5% and 11.7% respectively) while Wards 7 and 8 had the highest (39.9% and 41.9% respectively)
  • Budget Challenges: An uncertain economy and the specter of significant federal budget cuts have created a challenging and unpredictable budget climate. The District heads into FY13 facing potential budget cuts, and over the longer term, two of the biggest budget areas (Medicaid and health care) are growing far faster than the rate of inflation.

4) Pre-developed strategies presented (as opposed to asking the audience, whom may or may not have subject matter expertise, may or may not have access to supporting data nor analytical skills to make sense of it, to come up with strategies in one day’s time to solve pressing challenges):

  • Diversifying and Growing our Economy
  • Early Success: Thriving in the First Years
  • Educating Our Youth for the Economy of Tomorrow
  • Aligning Residents’ Job Skills with Our Growing Economy

5) Technology used to complement and facilitate in-person engagement:

Program format:

  • Facilitated Table Discussions. You will be seated with a group of D.C. residents to discuss plans and policies the District has developed, and to provide comments and recommendations. A trained facilitator at your table will keep the conversation moving and, importantly, make sure every voice at the table is heard. A note-taker will record the conversation on a computer.
  • Discussion Guide. This discussion guide has helpful background information on the issues that will be discussed today and lists the questions you will be asked. You will have time to read each issue section before the discussion takes place.
  • Keypad Voting. Throughout the day, you will use the keypads on your table to answer questions and vote on your preferences. You will see the results of the voting on the large screens and will know right away how everyone in the room feels about these issues.
  • Theming. Notes from your table conversations will be transmitted electronically to a team of people who will review them, pull out common themes, and summarize them. You will see this information on the large screens, and it will be used to help make final recommendations.

6) For those who could not participate in person, the summit was live-streamed and tweeted:

7) Results for each completed module were immediately published on the screens:

8) Dance party:

9) At the conclusion of the Summit, aggregated results of the findings were distributed in person and online:

One City Prelim Report FINAL

Outcomes:

  1. Trust was created by using technology (facilitated by a neutral party with facilitation expertise) to reflect back how participant voices through real-time polling and feedback
  2. 2,000 residents learned about what the city plans to do to address challenges, while giving their input and weighing in on which priorities to tackle first
  3. Residents, city employees, and other stakeholders are energized, excited and ready to get to work

Interesting facts I learned about DC:

  • It’s experiencing its first net population growth in decades
  • DC grew faster than any other state last year
  • Last year, for the first time in four years, the city added to its reserve fund
  • 6 of the 8 wards have seen increases in mean income
  • First the first time in a long time, no single race dominates the percentage breakdown of the DC population

The next questions I recommend be asked are:

  • How and where will the conversation continue?
  • What actions can residents take beyond “voicing their opinions” that is meaningful to them and have short term and long term impact?
  • How will progress be measured and communicated?
  • What can reasonably be accomplished by next year’s summit?

These 9 engagement tactics resulted in a productive and fun experience. They can be utilized offline, online, and, as I saw at the One City Summit, as a combination. When thinking about producing civic engagement experiences, the rule of thumb is to ask yourself and your team, “What would result in meaningful and valuable experiences that respect the intelligence, experience, and time of the participants and that has impact on what we are trying to accomplish?”

Let’s discuss:

  • If you were at the Summit, did you have a similar productive and fun experience – why or why not?
  • Are there any tactics you would add, or one you disagree with?
  • If you have ideas for answers on the next questions I recommend we ask, I’d love to hear them.

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Public sector subscriptions – 5 myths busted

January 31st, 2012 | Posted by GovDelivery in Compelling Content | Social Media - (1 Comments)

By Dave Worsell, Director, Government Solutions, GovDelivery UK

We live in the “Information Age”.  We clamour for information. We want it now in bite-sized, personalised chunks.  We demand it in the format we want, on the device we want, when we want it…often before we even know we want it. More, more, more…

Amazon sees the value in this demand.  They encourage you to subscribe to the things you’re interested in.  They even suggest other items based on your previous purchasing habits.  This allows them to send you highly targeted information based on your personal preferences.  It works.  You value the personal service. You buy more.

The concept is simple and can easily apply to public sector communications.  The public subscribes to services that are important to them.  You give them lots of choice by offering specific topics for subscription so it’s highly personalised.  You deliver timely updates on services, e.g. community events, missed bins, school closures, trading standards alerts, and more.  The public are better informed, more satisfied and self-serve using the cheapest channels.  You save more £££.

Despite the proven benefits of subscriptions to public sector information, I frequently hear reasons why government shouldn’t be offering these types of services.  Here are my thoughts on these top 5 myths.

1) People won’t subscribe to public service updates.

Wrong.   People do sign-up – in the thousands, often at the most unexpected times and to the most unusual or obscure services.

While I was tucking into my Christmas lunch, 154 people across the UK where subscribing to notifications on road closures, highway code updates, missed bins, school closures and HGV vehicle safety information.  Even at Christmas, the public was online, subscribing to information that was useful to them, highlighting that you can’t always predict demand.

The public also subscribe to the most unusual topics.  One small UK local authority has more than 70 residents subscribed to their “Pest Control Fees”.  Who’d have thought it?

2) Our information doesn’t change enough.

That’s the point.  If your information changes on a regular basis, residents know they need to go back regularly and look for changes.  I have a handful of websites I visit every day, come hell or high-water, because new things are posted daily.  Other websites are quickly forgotten.

If your information changes infrequently, subscription services are even more important.  Without a notification to tell residents something has changed how will they know they need to go back for important information about the services they consume?   For example, council tax changes occur, at most, once per year. Yet this topic is still one of the most popular subscription items a local authority can offer.

3) Residents already receive our newsletters.

So? I receive lots of e-newsletters each week.  I don’t read them.

I often wonder if newsletters are developed to feed the creative juices of the author, not the requirements of the reader. They certainly have a role to summarise activities but I question their ability to inform large numbers of residents proactively.

My broadband supplier sends me a colourful monthly e-newsletter which I’ve never read.

Some of the information might be really useful, but I’ll never know because 90% the editorial is completely irrelevant, and I don’t have time to trawl through for the interesting stuff.

My broadband supplier also sends me service updates, electronic bills and payment confirmation.  I read these because they impact me personally.  They get my full attention.

Give people what they need, not what you think they want. Often the two are very different.

4) People won’t like receiving lots of messages.

Wrong. If residents have opted-in to receive updates you aren’t spamming them.

Definition of “spam”: Irrelevant or unsolicited messages sent over the Internet, typically to large numbers of users, for the purposes of advertising, phishing, spreading malware, etc.
- Oxford English Dictionary.

If the information you provide has been requested and provides highly personalised service information, it effectively becomes a “pull” rather than a “push” message.

If you’re still worried, give residents the ability to digest messages by letting them control message frequency themselves, e.g. receive one consolidated message per day or per week.  Importantly, give residents the option to unsubscribe and make it as easy as possible.

Remember, unsubscribe rates for personalised notifications are significantly lower than for e-Newsletters.

5) We use Twitter and Facebook to send out communications already.

Are you really connecting with all your residents and stakeholders on Twitter and Facebook?  Hundreds of millions of people use Twitter and Facebook, but how many of them are connected to you?  Please don’t fall into the trap of thinking that, just because millions of people use these channels, that they will follow you or want become you’re biggest fan.

I see a failure across government, in the UK and abroad, to fully capitalise on the undoubted power of social media.  It’s not for the want of trying; government is desperate to engage with the public.  The problem is the public isn’t so keen to return the favour.

Arms length engagement is often the starting point of a strong relationship.  Let the public subscribe for simple but effective notifications.  Give them what they want, build trust and demonstrate value.  Once you have their trust encourage subscribers to get more involved, provide feedback and converse.

Subscription services can be 300% – 1,100% more effective at engaging residents than social media tools alone.  Use subscriptions and e-mail alerts to drive traffic to the social networks once you’ve established your credentials.

 

What do you think about these 5 myths? Please leave your thoughts or stories in the comments!

 

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5 Tips on a Website Redesign

January 23rd, 2012 | Posted by GovDelivery in Compelling Content | GovLoop | Web/Tech - (0 Comments)

By Steve Ressler, GovLoop Founder

Last week GovLoop, the online knowledge network for government employees, launched a redesign where we redesigned our home page and launched 7 new sub-communities.

The purpose of the change was to increase the overall readability of the site and organization of the site.   We had been hearing from our members over the last 6 months that the site had become overwhelming with more than 15,000 blog posts, 6,000 forums, and 900 groups.  Our members were having a hard time finding relevant discussions and content that they cared about.  Thus, we set out to develop a streamlined home page and 7 focused “hubs” on the site for the topics:

  • Acquisition
  • Careers
  • Communications
  • Human resources
  • Leadership
  • Project management
  • Technology

As many of you in government probably know, a project of this magnitude takes energy, time, and consensus. Now that we completed the initial redesign I wanted to give my 5 tips on a website redesign:

1) Put someone in charge – In a website redesign, everyone on the team has opinions. The website is something that affects everyone. Plus, design is a skill that everyone has an opinion about. (People wouldn’t give a developer feedback on their code, but they usually have an opinion based on their design tastes; thus, the phrase “design by committee.”) For your website redesign, put someone in charge who is a good project manager and knows design. For our redesign, we made sure that everyone understood that the project was led by Jeff, who was chosen to lead the project because he is skilled in both design and project management.

2) Communicate, communicate, communicate – One leadership tip is to communicate a message until you are sick of it. Then communicate that message 5x more. This rule is even more true in a redesign. With such a big project, everyone wants to know the latest.  So, make sure you are giving constant updates to the rest of the team.

3) Gather data and feedback – Before starting our redesign, we collected a lot of information on what people wanted on GovLoop.  We spent time analyzing our Google Analytics data to understand what people were currently reading on the site and where they navigated to around the site. We also collected qualitative feedback, from discussion threads on GovLoop to one-on-one discussions. For the past year, every time I was with a GovLoop member, I’d ask them what they liked and didn’t like about GovLoop. All of this information was compiled and helped us make decisions, with the ultimate goal of providing a streamlined process for our users to find the content they wanted more easily. Finally, in addition to the data and feedback, it’s important to remember what your vision for a redesign is, ultimately. For us, it was critical to “grow big, stay small,” so we knew the importance of creating something like sub-communities even if our members didn’t articulate it exactly in those words.

4) Put a time scope on it - We knew we only had 2 months to complete our redesign, from project start to when we needed to go live.  While the time pressure limited us from doing some things we wanted, it also provided a clear deadline which forced us to keep our project in scope.

5) Do it right - We’ve redesigned parts of our site before on GovLoop, but the projects were often piecemeal or run by interns. This time, we made sure to do it right; we partnered with the folks at Forum One who brought in a range of skills (front-end developer, interactive designer, project manager) and pushed us to do the redesign the right way. Small decisions made a big difference, like deciding to take a little more time to use an API instead of an RSS feed to bring in pictures and comments to our communities.  All that little bit of extra effort truly made all the difference.

Have you been a part of a redesign? What are your tips? Have you seen the new GovLoop? What do you think of it?

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5 Discussion Topics to Drive Activity in Your Online Community

January 20th, 2012 | Posted by Lauren Modeen for GovDelivery in Government 2.0 | GovLoop | Web 2.0 - (0 Comments)

Do you know the biggest killer for an online community? Yep, that’s right. It’s boorrrriinnnggg. So how do you keep a community alive? Good discussions. Here are five fail safe discussion threads to keep the fire burning. These are some of the most popular discussion topics on GovLoop, an online community of 53,650 members, boasting 5,769 total discussion topics to date since the community’s inception in summer of 2008.

5 Discussion Topics to Keep Your Community Alive:

1. A Question Everyone Can Answer

Example: “Introduce Yourself”

Total comments to date = 2,745.

Why it Works: this thread was created on June 15, 2008 and had activity as recently as January 19, 2012. That’s pretty impressive. Why is this topic so sticky? It’s a question everyone can answer, and it makes it super easy for a new member to contribute in a non-threatening way. They can dip their toe into the conversation of the community, get confidence, and begin contributing in more comprehensive ways later.

2. A Timeless Topic

Example: “Favorite Quotes?”

Total comments to date = 520.

Why it Works: this is a timeless topic that doesn’t go out of style or relevance. It’s also another easy “dip toe in the water” topic for a new member to contribute their voice without having to express too much until they get comfortable.

3. Something Competitive

Example: “Vote on $25,000 GovLoop Scholarship”

Total comments to date = 389.

Why it Works: there is real money on the table with this discussion, and people get to vote. People can express themselves through their voting, and feel like they are part of making something happen. Same reason we vote for anything.

4. A Creative Challenge

Example: “In 7 Words or Less, Explain What You Do”

Total comments to date = 378.

Why it Works: it’s creative, and makes people think. They get to read what other people describe in 7 words or less, and try a spin on their own. It’s also another way of expressing themselves in a way that makes them feel part of the larger community, and they can connect with others based on what they do. It’s not political, or opinionated, just lets people be themselves.

5. Something That Personally Affects a Huge Population in Your Community

Example: “Sound Off – Your Thoughts on the Federal Discretionary & Pay Freeze”

Total comments to date = 177.

Why it Works: this topic affects a huge population in the GovLoop community, and possibly for the negative. Plus, it’s a potentially really strong negative – it’s their livelihood. It hits on a major nerve, and generates a ton of energy. For those who are not directly affected through their livelihood, it’s a super controversial topic that gets blood flowing.

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GSA Launching 12-week Pilot Training Course on Social Media in Government

January 19th, 2012 | Posted by Lauren Modeen for GovDelivery in Government 2.0 | GovLoop | Social Media | Web 2.0 - (1 Comments)

Starting February 7, the General Services Administration will be piloting a 12-week course centering on social media in government. The course “aims to help new and aspiring social media practitioners understand the strategy and tools that will help them succeed in their roles” as described by Gadi Ben-Yehuda, who will be leading the charge. Each of the 12-week sessions will be 90 min in duration and divided into three parts: 1) a class discussion of an assigned reading; 2) a presentation by a guest lecturer; and 3) hands-on training on some type of social media tool or practice. You can download the full syllabus here.

What will you walk away with at the end of 12 weeks? You’ll learn how to:

  • Evaluate the capabilities and limitations of social media generally and within government specifically
  • Access and articulate the value of social media to leadership
  • Determine the best social media channels for your organization based on goals and objectives
  • Create, engage, and manage online communities

As participants begin to grasp new ways of thinking and begin to brew ideas for new initiatives in their own agencies, they can socialize their thinking in the GovLoop community and get real-time responses, support, and a sense of whether something might really float in the real-world.

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Sift Through Big Data to Find Real Insight

January 18th, 2012 | Posted by Dennis Still for GovDelivery in Analytics/Data | Compelling Content | Email Communication | Federal Government | GovDelivery | Government 2.0 - (0 Comments)

There is a ton of talk today about “big” data.  The concept comes from our ever increasing ability to collect, store, and manage larger and larger datasets full of vast amounts of information – customer information, habits, purchasing patterns, social media visits, and so on.  Unfortunately, I think many private and public organizations have become much like the Once-ler in Dr. Seuss’ Lorax:

I had to grow bigger so bigger I got. I biggered my factory, I biggered my roads, I biggered the wagons, I biggered the loads…

I biggered my datasets because that is what everyone, everyone needs…

The true test of an organization’s ability to use any data effectively is in the analysis of that data.  What can you understand from “big” data and how can it help government organizations achieve greater efficiencies, effectiveness, and engagement with the citizens they serve?  I think the answer is in the smaller, localized, actionable gems that you sift out of the ever-growing big data.

GovDelivery recently published the 2011 Federal Digital Communications Report in which we reflect on the breadth and depth of digital communications across governmental agencies.  We leveraged big data to highlight actionable information that can provide important insights for government agencies, including what topics were important to citizens.

  • 28% of governmental messages sent out via the GovDelivery platform dealt with Health & Health Care in 2011.  It was a critical topic focused on by the national media, and this report shows that all levels of government agencies provided further analyses, clarifications, policies, and follow-up through their digital communications.

  • Over 25% of governmental messages dealt with Business & Small Business and Jobs & Employment.  Again, the economy has been a major focus throughout the world.  This has given government organizations the opportunity to get out timely information to help its citizens cope as well as help support increased economic activity by educating and encouraging entrepreneurs and small businesses.
  • IRS, National Weather Service, FEMA, and USDA had some of the highest shared content across all Federal agencies that use the GovDelivery digital communications solution.  This list shows the specific messages from government agencies that citizens felt compelled to share with family and other social networks. It demonstrates immediate mission value for government while also providing agencies with information that can help them tailor their future communications. Many shared important updates and news alerts related to subjects like:
  1. SAMHSA – Facebook’s First-of-a-Kind Service to Help Prevent Suicides
  2. USDA – New Food Icon to help consumers make healthier food choices
  3. USA.gov – Moment of silence in remembrance of 9/11
  • By identifying some detailed data, we were able to highlight the incredible growth of specific topics that showed growing public interest. The report showed that the SSA’s W-2 News, FEMA’s Updates During Disasters, and AHRQ’s Patient Safety grew the most by number of subscribers over 2011.

The study overall provides remarkable proof that governments are providing relevant, topic based, and insightful information for their citizens.  GovDelivery is proud to partner with government organizations to help get the word out about the kind of information that impact all of us.

Theoretically, the idea of big data for government sounds valuable, but in reality, big data doesn’t provide the insight that helps you communicate better with the public.  It is not just about “biggering” your data; it is about leveraging specific data to lead to greater wisdom and insights.  If you ever need help seeing the detailed trees through the ever-growing data forest, contact us at GovDelivery.

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The changing role of government

January 10th, 2012 | Posted by GovDelivery in Government 2.0 - (1 Comments)

By Mark Capaldini, GovDelivery

The role of government has evolved over time as citizen needs have changed. Today, government is being called on to do more with less. But with limited resources and a need to focus those resources on critical needs, the role of local government must evolve yet again.

In Governing’s November 2011 edition (p 20), there was an article entitled “Full-Service Government Comes to an End,” by Paul W. Taylor. The article focused on the many requests that come through for government employees to resolve. In particular, he noted that in Longmont, CO, “an internal analysis showed that up to 38% of the police departments calls for service did not need a uniformed officer – they needed a neighbor.”

This is only one example, but it raises a large question: Should government become an “information clearinghouse,” helping citizens find and act on information, as well as be a service provider? Should local government become a significant information and services hub, linking citizens to the most appropriate community resources for their needs?

For many years, government has been a “services provider.” But maybe that role needs to expand to “a services and information provider“? For some issues, precious government resources aren’t the best or most cost-effective solution. Other service providers, including neighbors, community groups, civic organizations, churches, non-profit organizations, etc., may be able to provide faster, better, and less expensive solutions.

We all have an interest in government cost-efficiency. When problems or challenges can be resolved faster and better, regardless of who is delivering the service, everyone benefits from a win-win situation.

This, of course, implies an expanded role for government websites – assuming that they can provide the most cost-effective channel for connecting the public to answers and resources. In addition to posting information on the website, subscription alerts, delivered by email, SMS text messages, RSS feeds, and other digital channels, can provide very specific, highly tailored, fast, and inexpensive options for fulfilling the “information clearinghouse” role.  Note that such offerings provide information proactively, not relying solely on Web searches and website visits by the public. In fact, such alerts may increase website visits by providing links that make finding specific information more easy.

Is “service and information provider” a potential new role for government? Would you like to see your local government provide a way to connect with your neighbors and other local residents to help resolve concerns or problems? What do you think of the ideas in the Governing article mentioned above? I’d love to hear your thoughts.

 

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