How can you make Web 2.0 work for your government agency? Is standing up individual tools (blogs, wikis, social media site pages, etc.) enough? In this session, we talked about how to transform the successes of individual tools into a cohesive Web 2.0 strategy that reflects the needs of citizens and the goals of stakeholders. We provided actionable tips about how to get started, and how to frame the issues for agency leadership.
•Smart city and energy efficiency related citizen engagement
•Identified levels of citizen engagement
•Practical examples, tips and tools for each level
•Existing frameworks for citizen engagement
•Future perspectives
Written as part of an assignment for EU Smart Cities project REMOURBAN - www.remourban.eu
Citizen Engagement & Urban Transformation: the REMOURBAN projectAlec Walker-Love
Initial discussion document for good practices in Citizen Engagement (*edited/selected slides*).
Our objective: develop a successful framework for citizen engagement strategies for 3 lighthouse & 2 follower cities engaging in major renovation, energy efficiency and smart city works. www.remourban.eu
Green Digital Charter Workshop - Working with citizensAlec Walker-Love
This document discusses citizen engagement in three levels: inform and consult, include and collaborate, and empower and co-create. Inform and consult involves one-way communication methods like websites and public meetings to share information. Include and collaborate builds trust through workshops and social media for joint work. Empower and co-create gives citizens real participation through design workshops, participatory budgeting, and handing over control of communications. The overall goal is to incorporate public perspectives into decision-making at different stages.
Social media conference - Matt Poelmans Opening-up.eu
This document outlines a new model of engagement between the public sector and civil society called "Citizenvision 2.0". It proposes new rules of engagement that shift from a supply-oriented model to one focused on demand, interaction, and citizens as co-producers. The model is based on defining quality requirements, measuring citizen satisfaction, and facilitating participation. This will help reform public services to be more collaborative and solve issues like debt through innovative solutions and social support. The lessons are that social media should be used to listen to society rather than just disseminate information, and that citizen views should be considered equally valuable to expert opinions.
The document discusses how to unlock the skills of local innovators through collaborative online tools. It proposes developing a platform with three sections: 1) allowing residents to submit and share ideas/innovations to improve services; 2) connecting users with skills to share and those seeking skills; and 3) enabling citizens to build support coalitions on issues. The goal is to develop skills in enterprise, innovation and intermediaries by democratizing tools and connecting supply and demand through community empowerment and participation.
Understanding the small hurdles that block community engagement, with behavio...mysociety
This was presented at mySociety's TICTeC Show & Tell event, which was held virtually on 20th April 2021. More details on the event can be found here: https://tictec.mysociety.org/showandtells/2021
This document provides an overview of civic tech, including:
1. A top-line definition of civic tech as the use of technology for the public good. It distinguishes public good from personal or private interests by dealing with shared public challenges.
2. A list of over 30 common types of civic tech tools and their functions, such as crowdfunding platforms, issue reporting platforms, and sensors.
3. Examples of common social processes in civic tech like convening groups, informing the public, building projects, and codifying best practices. This illustrates that civic tech involves both tools and people working together.
4. Different ways civic tech can be organized based on the degree of change sought,
The document analyzes examples of community engagement from 14 U.S. cities and identifies lessons learned and best practices. It finds that successful community engagement involves involving diverse groups of community members, using new tools like technology to draw in citizens, and focusing on sustainable efforts using multiple strategies. Key tactics for building community engagement include using open data, bringing different sectors together for problem solving, participatory budgeting, and developing civic skills in community members. The largest challenges are achieving broad participation, overcoming community divisions, and ensuring initiatives can continue with leadership and policy changes.
•Smart city and energy efficiency related citizen engagement
•Identified levels of citizen engagement
•Practical examples, tips and tools for each level
•Existing frameworks for citizen engagement
•Future perspectives
Written as part of an assignment for EU Smart Cities project REMOURBAN - www.remourban.eu
Citizen Engagement & Urban Transformation: the REMOURBAN projectAlec Walker-Love
Initial discussion document for good practices in Citizen Engagement (*edited/selected slides*).
Our objective: develop a successful framework for citizen engagement strategies for 3 lighthouse & 2 follower cities engaging in major renovation, energy efficiency and smart city works. www.remourban.eu
Green Digital Charter Workshop - Working with citizensAlec Walker-Love
This document discusses citizen engagement in three levels: inform and consult, include and collaborate, and empower and co-create. Inform and consult involves one-way communication methods like websites and public meetings to share information. Include and collaborate builds trust through workshops and social media for joint work. Empower and co-create gives citizens real participation through design workshops, participatory budgeting, and handing over control of communications. The overall goal is to incorporate public perspectives into decision-making at different stages.
Social media conference - Matt Poelmans Opening-up.eu
This document outlines a new model of engagement between the public sector and civil society called "Citizenvision 2.0". It proposes new rules of engagement that shift from a supply-oriented model to one focused on demand, interaction, and citizens as co-producers. The model is based on defining quality requirements, measuring citizen satisfaction, and facilitating participation. This will help reform public services to be more collaborative and solve issues like debt through innovative solutions and social support. The lessons are that social media should be used to listen to society rather than just disseminate information, and that citizen views should be considered equally valuable to expert opinions.
The document discusses how to unlock the skills of local innovators through collaborative online tools. It proposes developing a platform with three sections: 1) allowing residents to submit and share ideas/innovations to improve services; 2) connecting users with skills to share and those seeking skills; and 3) enabling citizens to build support coalitions on issues. The goal is to develop skills in enterprise, innovation and intermediaries by democratizing tools and connecting supply and demand through community empowerment and participation.
Understanding the small hurdles that block community engagement, with behavio...mysociety
This was presented at mySociety's TICTeC Show & Tell event, which was held virtually on 20th April 2021. More details on the event can be found here: https://tictec.mysociety.org/showandtells/2021
This document provides an overview of civic tech, including:
1. A top-line definition of civic tech as the use of technology for the public good. It distinguishes public good from personal or private interests by dealing with shared public challenges.
2. A list of over 30 common types of civic tech tools and their functions, such as crowdfunding platforms, issue reporting platforms, and sensors.
3. Examples of common social processes in civic tech like convening groups, informing the public, building projects, and codifying best practices. This illustrates that civic tech involves both tools and people working together.
4. Different ways civic tech can be organized based on the degree of change sought,
The document analyzes examples of community engagement from 14 U.S. cities and identifies lessons learned and best practices. It finds that successful community engagement involves involving diverse groups of community members, using new tools like technology to draw in citizens, and focusing on sustainable efforts using multiple strategies. Key tactics for building community engagement include using open data, bringing different sectors together for problem solving, participatory budgeting, and developing civic skills in community members. The largest challenges are achieving broad participation, overcoming community divisions, and ensuring initiatives can continue with leadership and policy changes.
The document outlines The Social Enterprise Seed Project, which aims to build a connected national social enterprise sector through establishing local support ecosystems. It will conduct a yearlong survey to comprehensively understand the existing social enterprise landscape and gaps. The survey will engage stakeholders to analyze conditions, understand goals and challenges, and address opportunities to increase the sector's reach. The project will identify connectivity gaps between stakeholders and provide them with resource-rich tools to pursue goals and partnerships more effectively.
Grounds for objection to the ICANN application for the .nyc top-level domain, focusing on the absence of civic engagement in the preparation of the application, and its lack of integration into a vision of .nyc as a catalyst for a commitment to vision and commitment for New York City as a state-of-the-art digital city.
The document discusses research on using ICT tools to improve governance and policy modeling. It proposes:
1) Developing advanced tools and new governance models to engage citizens and groups in policymaking through mass collaboration platforms.
2) Creating real-time opinion visualization and policy modeling based on simulating people's behavior and wishes to develop next-generation public services.
3) Building a participatory roadmap on ICT for governance and policy modeling through discussion.
The document discusses a web-based tool called CommunityNotes that was developed by Rüppells Griffon to improve the process of community engagement for projects. CommunityNotes allows project owners to more easily inform and gather feedback from stakeholders online. It provides features like maps, forms, and transparent discussions. This increases participation and transparency compared to traditional offline methods. Rüppells Griffon created CommunityNotes to address common complaints that community engagement takes too long, costs too much, and lacks information exchange.
Smartphone applications (apps) are growing in popularity and offer potential benefits for local councils. Developing a smart app involves conducting analyses to understand costs and benefits, the local app market, target customers and their smartphone usage, and resource requirements. It also requires engaging app developers, raising public awareness, involving relevant council teams, and collaborating with companies that enable app development. The goal is to test and pilot apps that could improve public services in an innovative and cost-effective way.
The Collaboration Project: Building Open, Participatory and Collaborative Gov...Franciel
This document discusses how government can build a more open, participatory and collaborative model using Web 2.0 technologies. It argues that government should engage citizens and stakeholders by pulling them into the process rather than just pushing information out. Examples are given of how tools like wikis, blogs and social networks can foster more transparency, collaboration and civic participation. The document concludes by recommending that government build an open infrastructure, treat data as a national asset, and create a culture of collaboration.
The City that NetWorks: Transforming Society and Economy Through Digital Exce...Daniel X. O'Neil
The document summarizes the vision and recommendations of the Mayor's Advisory Council on Closing the Digital Divide in Chicago. The Council's vision is for Chicago to achieve universal "digital excellence" through five key drivers: effective network access, affordable hardware, suitable software, digital education, and evolving mindsets. This would lead to "digital transformation" through improved education, community, commerce, and government. To achieve this vision, the summary recommends launching a large-scale "Campaign for Digital Excellence" involving the public, private, and nonprofit sectors. It also recommends creating a new institution called the "Partnership for a Digital Chicago" to oversee and coordinate the campaign citywide.
This document discusses various ways that governments are engaging citizens through online tools and technologies. It provides examples of different countries and organizations using the internet to facilitate citizen participation in government processes. Some key initiatives mentioned include the UK's e-petition system, Estonia's online civic engagement platform "My Better Estonia", Brazil's experiments with participatory lawmaking and budgeting, and the US government's use of social media and online town halls under the Obama administration. The document emphasizes that while technology enables new forms of engagement, in-person interactions remain important for civic participation.
1) The document proposes several ideas for community initiatives, including a device to help elderly people make emergency calls, a community garden for growing food, and a local digital newspaper.
2) Other ideas involve creating a website to help people invest their money, a mobile app to provide locally relevant news, and a community center offering activities and services.
3) The proposals aim to bring community members together, share information, and support health, education and local businesses.
Opportunities for Leadership: Meeting Community Information Needs 2011Ed Dodds
The Community Foundation for Greater Buffalo took on a leadership role in the Western New York environmental movement by facilitating collaboration between 150 nonprofit organizations and creating an online information hub called GrowWNY.org. This allowed nonprofits to better connect and share information, leading to increased coordination and impact on issues like toxic contamination, green space, and public health. The foundation transformed itself by integrating community information into its work and taking a more hands-on role in community change beyond grantmaking.
e-Democracy Conference 2011 presentation titled 'Open Government is here' by Jeff
Kaplan, Managing Director, Open ePolicy Solutions | Twitter: @jeffkaplan88
The Open Group Panel Explores Ways to Help Smart Cities Initiatives Overcome ...Dana Gardner
Transcript of a discussion on how The Open Group is ambitiously seeking to improve the impact of smart cities initiatives by easing the complexity and unique challenges inherent in public sector digital transformation projects.
The document discusses the importance of public engagement through social media for police forces. It notes that social media allows police to engage with communities, especially younger people, in online spaces where conversations are already happening. The document argues that by having a presence on social media, police can build public confidence, improve visibility within communities, and enhance listening and relationship-building with the public. However, it also cautions that police must develop social media strategies thoughtfully and address potential risks to their reputation.
Osimo - presentation at Administracao 2.0 iGov event - Lisboaosimod
The document discusses the use of Web 2.0 technologies in government. It begins by asking what Web 2.0 is, if it matters, and why governments should adopt it. It then discusses how Web 2.0 has been used in areas like regulation, service delivery, and citizen monitoring of government activities. The document argues that governments should not try to heavily control Web 2.0 initiatives but should instead enable others and actively promote skills development and funding of bottom-up projects. The overall message is that Web 2.0 can increase transparency, accountability, and citizen engagement with government if adopted in the right way.
The Now Wave to the Next Wave: public service delivery in a networked worldDominic Campbell
Mobile technology and networks are opening up new opportunities for public service delivery through personalization, co-production, and cost reduction. The "now wave" involves experimenting with web tools and social media, while the "next wave" will see the blending of traditional and participatory models through approaches like crowdsourcing, location-based services, and augmented reality. For government, the challenge is supporting social innovation while ensuring services remain inclusive and accessible to all.
This document discusses the potential for government 2.0 and openness in government. It begins by noting that while ICT was expected to make government more transparent, efficient and user-oriented in the 1990s, by 2005 there was disillusion as bureaucracy had not changed much. The document then examines several cases of web 2.0 applications in government activities like regulation, cross-agency collaboration, knowledge management and public services. It discusses lessons learned and concludes that there is a gap between web 2.0 openness and government approaches to security and privacy that needs to be bridged to realize the potential of government 2.0.
Social media and networking are driving changes in financial services. Customers are increasingly using social media and expect tailored online banking services available anywhere. This has led to the rise of social lending platforms that operate outside traditional banks. While this poses risks and challenges to banks, there are also opportunities to partner with social lending platforms to offer new services or provide payment processing and risk management. Banks will need to differentiate their offerings and rebuild customer trust to remain competitive as networking continues to change customer expectations and behaviors.
This document discusses measuring government 2.0 initiatives. It explains that benchmarking is a policy tool used to stimulate progress. Benchmarking should reflect a vision of making government more transparent, efficient and user-oriented. The document then discusses how government 2.0 can increase civic participation through open data, visualization, and reducing information asymmetries. However, transparency alone may not generate change without attention and civic culture. The document proposes benchmarking open government data as a way to encourage more transparent and democratic societies.
This investment deck summarizes thrdPlace, a digital network that provides crowdsourcing and project management tools for community-based projects. It connects people, organizations, and their collective resources to accomplish local projects. The deck outlines thrdPlace's business model, financial projections showing rapid growth and profitability, and case studies demonstrating benefits for both non-profit and for-profit partners. It requests a $1.2 million convertible note to fund further product development and hiring to achieve profitability.
This document discusses embracing Government 2.0, which leverages Web 2.0 and social networking technologies to drive transformative change in the public sector. Government 2.0 harnesses knowledge, participation, and collaboration through social networks to improve results for citizens. It advocates employing effective change management skills to help government organizations transition to more open and collaborative models. The document provides examples of Government 2.0's benefits and discusses challenges public sector leaders may face in adopting new approaches.
The document outlines The Social Enterprise Seed Project, which aims to build a connected national social enterprise sector through establishing local support ecosystems. It will conduct a yearlong survey to comprehensively understand the existing social enterprise landscape and gaps. The survey will engage stakeholders to analyze conditions, understand goals and challenges, and address opportunities to increase the sector's reach. The project will identify connectivity gaps between stakeholders and provide them with resource-rich tools to pursue goals and partnerships more effectively.
Grounds for objection to the ICANN application for the .nyc top-level domain, focusing on the absence of civic engagement in the preparation of the application, and its lack of integration into a vision of .nyc as a catalyst for a commitment to vision and commitment for New York City as a state-of-the-art digital city.
The document discusses research on using ICT tools to improve governance and policy modeling. It proposes:
1) Developing advanced tools and new governance models to engage citizens and groups in policymaking through mass collaboration platforms.
2) Creating real-time opinion visualization and policy modeling based on simulating people's behavior and wishes to develop next-generation public services.
3) Building a participatory roadmap on ICT for governance and policy modeling through discussion.
The document discusses a web-based tool called CommunityNotes that was developed by Rüppells Griffon to improve the process of community engagement for projects. CommunityNotes allows project owners to more easily inform and gather feedback from stakeholders online. It provides features like maps, forms, and transparent discussions. This increases participation and transparency compared to traditional offline methods. Rüppells Griffon created CommunityNotes to address common complaints that community engagement takes too long, costs too much, and lacks information exchange.
Smartphone applications (apps) are growing in popularity and offer potential benefits for local councils. Developing a smart app involves conducting analyses to understand costs and benefits, the local app market, target customers and their smartphone usage, and resource requirements. It also requires engaging app developers, raising public awareness, involving relevant council teams, and collaborating with companies that enable app development. The goal is to test and pilot apps that could improve public services in an innovative and cost-effective way.
The Collaboration Project: Building Open, Participatory and Collaborative Gov...Franciel
This document discusses how government can build a more open, participatory and collaborative model using Web 2.0 technologies. It argues that government should engage citizens and stakeholders by pulling them into the process rather than just pushing information out. Examples are given of how tools like wikis, blogs and social networks can foster more transparency, collaboration and civic participation. The document concludes by recommending that government build an open infrastructure, treat data as a national asset, and create a culture of collaboration.
The City that NetWorks: Transforming Society and Economy Through Digital Exce...Daniel X. O'Neil
The document summarizes the vision and recommendations of the Mayor's Advisory Council on Closing the Digital Divide in Chicago. The Council's vision is for Chicago to achieve universal "digital excellence" through five key drivers: effective network access, affordable hardware, suitable software, digital education, and evolving mindsets. This would lead to "digital transformation" through improved education, community, commerce, and government. To achieve this vision, the summary recommends launching a large-scale "Campaign for Digital Excellence" involving the public, private, and nonprofit sectors. It also recommends creating a new institution called the "Partnership for a Digital Chicago" to oversee and coordinate the campaign citywide.
This document discusses various ways that governments are engaging citizens through online tools and technologies. It provides examples of different countries and organizations using the internet to facilitate citizen participation in government processes. Some key initiatives mentioned include the UK's e-petition system, Estonia's online civic engagement platform "My Better Estonia", Brazil's experiments with participatory lawmaking and budgeting, and the US government's use of social media and online town halls under the Obama administration. The document emphasizes that while technology enables new forms of engagement, in-person interactions remain important for civic participation.
1) The document proposes several ideas for community initiatives, including a device to help elderly people make emergency calls, a community garden for growing food, and a local digital newspaper.
2) Other ideas involve creating a website to help people invest their money, a mobile app to provide locally relevant news, and a community center offering activities and services.
3) The proposals aim to bring community members together, share information, and support health, education and local businesses.
Opportunities for Leadership: Meeting Community Information Needs 2011Ed Dodds
The Community Foundation for Greater Buffalo took on a leadership role in the Western New York environmental movement by facilitating collaboration between 150 nonprofit organizations and creating an online information hub called GrowWNY.org. This allowed nonprofits to better connect and share information, leading to increased coordination and impact on issues like toxic contamination, green space, and public health. The foundation transformed itself by integrating community information into its work and taking a more hands-on role in community change beyond grantmaking.
e-Democracy Conference 2011 presentation titled 'Open Government is here' by Jeff
Kaplan, Managing Director, Open ePolicy Solutions | Twitter: @jeffkaplan88
The Open Group Panel Explores Ways to Help Smart Cities Initiatives Overcome ...Dana Gardner
Transcript of a discussion on how The Open Group is ambitiously seeking to improve the impact of smart cities initiatives by easing the complexity and unique challenges inherent in public sector digital transformation projects.
The document discusses the importance of public engagement through social media for police forces. It notes that social media allows police to engage with communities, especially younger people, in online spaces where conversations are already happening. The document argues that by having a presence on social media, police can build public confidence, improve visibility within communities, and enhance listening and relationship-building with the public. However, it also cautions that police must develop social media strategies thoughtfully and address potential risks to their reputation.
Osimo - presentation at Administracao 2.0 iGov event - Lisboaosimod
The document discusses the use of Web 2.0 technologies in government. It begins by asking what Web 2.0 is, if it matters, and why governments should adopt it. It then discusses how Web 2.0 has been used in areas like regulation, service delivery, and citizen monitoring of government activities. The document argues that governments should not try to heavily control Web 2.0 initiatives but should instead enable others and actively promote skills development and funding of bottom-up projects. The overall message is that Web 2.0 can increase transparency, accountability, and citizen engagement with government if adopted in the right way.
The Now Wave to the Next Wave: public service delivery in a networked worldDominic Campbell
Mobile technology and networks are opening up new opportunities for public service delivery through personalization, co-production, and cost reduction. The "now wave" involves experimenting with web tools and social media, while the "next wave" will see the blending of traditional and participatory models through approaches like crowdsourcing, location-based services, and augmented reality. For government, the challenge is supporting social innovation while ensuring services remain inclusive and accessible to all.
This document discusses the potential for government 2.0 and openness in government. It begins by noting that while ICT was expected to make government more transparent, efficient and user-oriented in the 1990s, by 2005 there was disillusion as bureaucracy had not changed much. The document then examines several cases of web 2.0 applications in government activities like regulation, cross-agency collaboration, knowledge management and public services. It discusses lessons learned and concludes that there is a gap between web 2.0 openness and government approaches to security and privacy that needs to be bridged to realize the potential of government 2.0.
Social media and networking are driving changes in financial services. Customers are increasingly using social media and expect tailored online banking services available anywhere. This has led to the rise of social lending platforms that operate outside traditional banks. While this poses risks and challenges to banks, there are also opportunities to partner with social lending platforms to offer new services or provide payment processing and risk management. Banks will need to differentiate their offerings and rebuild customer trust to remain competitive as networking continues to change customer expectations and behaviors.
This document discusses measuring government 2.0 initiatives. It explains that benchmarking is a policy tool used to stimulate progress. Benchmarking should reflect a vision of making government more transparent, efficient and user-oriented. The document then discusses how government 2.0 can increase civic participation through open data, visualization, and reducing information asymmetries. However, transparency alone may not generate change without attention and civic culture. The document proposes benchmarking open government data as a way to encourage more transparent and democratic societies.
This investment deck summarizes thrdPlace, a digital network that provides crowdsourcing and project management tools for community-based projects. It connects people, organizations, and their collective resources to accomplish local projects. The deck outlines thrdPlace's business model, financial projections showing rapid growth and profitability, and case studies demonstrating benefits for both non-profit and for-profit partners. It requests a $1.2 million convertible note to fund further product development and hiring to achieve profitability.
This document discusses embracing Government 2.0, which leverages Web 2.0 and social networking technologies to drive transformative change in the public sector. Government 2.0 harnesses knowledge, participation, and collaboration through social networks to improve results for citizens. It advocates employing effective change management skills to help government organizations transition to more open and collaborative models. The document provides examples of Government 2.0's benefits and discusses challenges public sector leaders may face in adopting new approaches.
navigating the new social: Gov 2.0 and community engagementPatrick McCormick
This document summarizes a presentation about navigating government 2.0 and community engagement. It discusses how governments are evolving to become more open, collaborative and co-productive by utilizing new technologies and tools. It explores how citizen expectations have changed with the rise of the internet and how governments need to adapt to better meet public needs and build trust through open engagement and sharing information and data. The presentation provides examples of how governments can foster collaboration internally and with citizens by encouraging content creation, gathering ideas and feedback openly, and working across boundaries to solve problems.
This document discusses transparency in government through the use of web 2.0 technologies. It begins with examples of existing government 2.0 transparency initiatives and explores why transparency matters. A new vision is emerging of a more open and collaborative government that builds on citizen knowledge and participation. The document recommends that governments do no harm, enable others, and actively promote web 2.0 approaches to increase transparency, accountability, and civic engagement.
This presentation was given as the guest keynote for NeMa 2012 in Budapest. It discusses the elephant in the boardroom - why is the B2B social media market developing so slowly. It looks at the change in consumer behaviour, the generational impact of changing behaviours and how technology creates useful data. It also links cakes, to phones and televisions and how this social world is becoming a multi billion dollar economy
Government 2.0: Cutting-Edge Solutions For Communication, Collaboration, Serv...Booz Allen Hamilton
Government’s ability to deliver optimally transparent, productive, online communication and interaction at all levels is key to our nation’s future success.
17 Visionaries 2010 Predictions for Enterprise Social NetworksCSRA, Inc.
The document summarizes predictions from 17 enterprise executives about social networks and Web 2.0 in 2010. Key points include:
- Enterprise adoption of social business tools will continue but face obstacles as most want solutions, not just technologies.
- New private social networks will siphon value from services like Bing by enabling trusted knowledge sharing within organizations.
- Transformation takes time and public agencies will slowly take more risks to engage users, hindered by risk aversion.
- Adoption is increasing in industries like commercial real estate as professionals leverage networks like LinkedIn for their work.
- Subscription models may replace advertising as users demand high quality experiences and are less tolerant of poor service.
- Marketing will undergo a seismic shift
Like marketers, eGovernment agencies seek to
connect with their audiences online to serve
them better and build strong relationships.
From blogs to social networks to Twitter,
governments are testing social media channels to encourage participation. But will tactics that work for consumers succeed with citizens?
The document discusses the concepts of Web 2.0 and Government 2.0, and how large organizations like the ABC can adopt Web 2.0 approaches. It notes that Web 2.0 is characterized by collaboration over control, with users helping to build value. For Government 2.0, this is even more difficult but follows similar principles. The ABC is encouraged to make more content openly available, engage communities around programs, and get more community-generated content while reducing barriers to online engagement.
This document discusses how web 2.0 technologies are impacting government activities and policies. It begins by providing examples of how citizens are using web 2.0 tools to monitor government activities and provide feedback. This includes projects like Peer-to-Patent, Patient Opinion, and farmsubsidy.org. The document then argues that governments should embrace these grassroots initiatives rather than try to control them. It suggests governments should promote digital literacy, publish open data, and support bottom-up projects through funding. Finally, it presents a vision for a more transparent and participatory model of e-government that leverages web 2.0 approaches.
Change is everywhere. Technology has accelerated the change. Government needs to adapt its thinking and strategy to these new realities. This document is primer to decision makers to trigger their thinking in that direction. The future of Government is Open, Collaborative and Social.
The Collaboration Project: Building an Open, Participatory and Collaborative ...Dan Munz
The document discusses how government can build a more open, participatory and collaborative model using new technologies. It argues that Web 2.0 allows for more interactive engagement between government and citizens. This can help address challenges of outdated bureaucracies by pulling citizens into the process. Examples provided include programs run by TSA, DHS and the White House that engage the public. The document advocates defining problems where new perspectives could help, identifying relevant communities, and establishing feedback loops to create problem-solving partnerships.
Misra, D.C. (2009) Government 2.0_The Hype and the Reality_ 11.9.2009Dr D.C. Misra
The document discusses the concepts of Government 1.0 and Government 2.0. Government 1.0 refers to a traditional top-down model with one-way communication from the government to citizens. Government 2.0 aims to be more collaborative and transparent by leveraging tools of Web 2.0 like blogs, wikis and crowdsourcing to bridge the gap between governments and citizens and encourage two-way participation. While Government 2.0 aims to transform governance, some experts argue it may have limited impact on empowering citizens or changing how governments function substantially in reality. However, moving towards more open and collaborative models remains an important ideal for democracies.
Presentazione di Roberto Bigotti per "I giovedì dell'agenda digitale" di Bologna del 05/04/2012. http://iperbole2020.tumblr.com/post/19626226816/open-data-a-bologna-come-dove-perche
This document outlines best practices for social media. It defines social media and provides key statistics on usage. The best practices include knowing the platform, being visually inspiring, engaging users purposefully, acting in line with your brand values, running contests to engage users, connecting different platforms, using direct messages strategically, participating in industry discussions, and having a plan for crisis management. The overall goal is to understand and apply these social media best practices to clients of the advertising agency BBDO.
Introduction to Apply Social Networking for Goverment Agencies in Thailandsiriporn pongvinyoo
The document discusses introducing social networking for government agencies. It covers defining social networking and how its use has rapidly increased. It then outlines strategies for government agencies to effectively utilize social networking, such as using it to update the public, engage in discussions to find solutions, and create a central hub for issues. The document also notes policies, monitoring, content creation, and safety should be considered to reduce risks when using social networking.
Social Media: Current and Emerging Technology and Applications for Government...PeopleBrowsr
The document discusses social media monitoring tools from PeopleBrowsr. It describes how the PeopleBrowsr platform allows users to search social media conversations, engage with influential social media users, and analyze key metrics and trends from social networks. The tools provide functionality for sentiment analysis, comparing keywords, and identifying influential social media users.
The document discusses the concepts of Web 2.0 and how it has led to the development of social media technologies and online communities. It notes that Web 2.0 facilitates communication, information sharing, collaboration and interoperability on the World Wide Web through technologies like social networks, blogs, wikis and multimedia sharing sites. The document also addresses some of the cultural challenges that organizations may face in adopting social media tools and the importance of implementation strategies that benefit both individuals and the organization.
Similar to Government 2.0: Whats Your Strategy For Public Engagement? (20)
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Small business owners
Developers
Technical decision makers interested in Drupal
Web Managers
Topics Covered
R.J. Townsend, the NavigationArts Drupal Practice Lead presents along with Jon Riekse, the NavigationArts Director of Business Analysis. The two discuss:
Lessons learned from past Drupal projects
How a Business Analyst role can complement a project team
How to think about functionality and requirement reuse when applicable
How can requirements help the business (non-technical) community understand how Drupal can help their organization succeed?
Attracting, Engaging and Converting in the Buyer 2.0 WorldNavigationArts
NavigationArts’ Senior Consultant Mark Davenport shows you how to optimize your website for an effective online marketing and sales funnel. Learn how to attract, engage, and convert prospects.
Mobile Trends & Innovations: What Your Business Needs To KnowNavigationArts
The document summarizes key trends in the mobile industry and provides recommendations for businesses on developing a mobile strategy. It covers the growth of smartphones and tablets surpassing PCs, the shift to mobile internet usage exceeding desktop usage, and dominant players in the smartphone market. It then discusses considerations for organizations in implementing a mobile strategy, including determining if mobile is a good fit, options to explore, and how to get started. Finally, it outlines current and future mobile user experience trends such as cloud computing, location awareness, payments, and wearable computing.
Using Ethnographic User Research to Drive Knowledge Management and Intranet S...NavigationArts
Is your organization leveraging its intranet for the bottom line?
Nearly 97% of all pharmacological research experiments fail to make it to human trials. If lessons learned from these failed experiments are not shared effectively, researchers continually recreate failed experiments resulting in great costs to organizations and their customers.
Topics covered:
* Types of user research
* Persona development
* Intranet adoption strategies
* Knowledge management strategies
* Best practices
Bruns and his team shadowed research scientists to learn how and why they shared - and didn't share - their knowledge with their peers. He will discuss findings of how researchers used (and did not use) their existing knowledge management systems, personas of the different types of pharmaceutical researchers (The Conductor, The Expert, The Advice Seeker, The Hermit, The Human Robot, and The Collaborator), strategies for enlisting the participation of the various personas within the organization, recommendations for how to create the next generation of the client's knowledge management intranet, lessons learned from this study, and best practices on conducting ethnographic user research to guide the success of your organization's intranet.
User Research & Usability Testing, The Key To User-Centered Web Site DesignNavigationArts
The most successful Web sites are those that put the user's needs, rather than the organization's, at the center of its design. But without User Research and Usability Testing, how can you have a user-centered design?
In this presentation to the Potomac Forum, Director of User Research, Toral Contractor, and Information Architect, Kirsten Miller, outline the following major methods of user research and usability testing, providing case studies for each method with tips and important discoveries. And help you understand how each method fits in to the project lifecycle.
Leveraging the Web to Extend Global Reach: SHRM India Case StudyNavigationArts
If your organization has audiences or objectives that extend beyond U.S. borders, have you created a Web strategy that supports them? Have you considered users’ needs and expectations through different cultural lenses? Does your site have the content, functionality, and visual cues that will drive success in international markets? Join NavigationArts and the Society for Human Resource Management (SHRM) for answers to these questions and more – as these experts discuss the strategy, design, and development behind SHRM’s global expansion online.
To accomplish their objective of becoming the leading HR member association in India, SHRM realized that the most powerful platform they could leverage was the Web. While their existing Web site was optimized for their core membership base in the United States, they realized they needed to tailor the Web site so that the content and design would be engaging for an Indian audience. Learn how NavigationArts designed and developed an India-focused extension of their global Web presence, and the user research that supported their effort.
This presentation will supply key insights on how to create a user-centric Web site for international audiences – how to align with cultural expectations and present an experience that an international community can identify as theirs.
Building a Better Web Enterprise for Colleges and UniversitiesNavigationArts
This document discusses building a better university web enterprise. It recommends understanding target audiences and their needs instead of trying to be everything to everyone. A unified strategy should have separate internal and external-facing sites with consistent branding. The primary goals are strengthening the online brand, creating an intuitive user experience, and optimizing resources. It provides best practices for universities which include evaluating the competitive landscape, analyzing site usage data, conducting user research, and understanding technical infrastructure requirements.
To learn more about the user experience design process, and how to evaluate a web design, you'll want to watch Matt Schleyer's presentation. During the session you'll learn: 1) Best practices in web design
2) Common mistakes in web design
3) The right questions to ask about an existing design, or a proposed design
4) The role evolving technology can --and should-- play on your site
Share Point, The Right CMS For Your Website?NavigationArts
Learn about how to evaluate content management systems (CMS) and select the right tool for your business. If you're considering either Microsoft SharePoint or Sitecore for your CMS, you'll want to see how these tools stack up in the evaluation process.
Creating Hospital Websites that Drive Value: M. D. Anderson Case StudyNavigationArts
This document summarizes an effort by M.D. Anderson Cancer Center, Tower Strategies, and NavigationArts to redesign M.D. Anderson's website to be more user-centered and drive organizational goals. User research identified key audience types and priorities. A new governance model was established to prioritize projects. The redesigned site launched in 2009 and led to increased traffic and self-referrals while balancing user and business needs. Challenges included overcoming resistance to change and integrating new systems. Lessons included the importance of executive support, building alliances, and maintaining flexibility during complex projects.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Government 2.0: Whats Your Strategy For Public Engagement?
1. Government 2.0:
What’s your strategy for
Public Engagement?
Kirsten Miller, Information Architect
June 9, 2009
2. Government 2.0: What’s your Strategy for Public Engagement?
What is Web 2.0?
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3. Government 2.0: What’s your Strategy for Public Engagement?
Is it about technology?
http://en.wikipedia.org/wiki/Web_2.0
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4. Government 2.0: What’s your Strategy for Public Engagement?
Web 2.0 isn’t really about technology…
nor is it about publishing…
connectivity
networks
publications
readers
editors
content
expert recommendations
critical ratings
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5. Government 2.0: What’s your Strategy for Public Engagement?
Web 2.0 is really about people
connections
networking
conversations
relationships
collaborators
user-generated content
peer recommendations
consumer ratings
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6. Government 2.0: What’s your Strategy for Public Engagement?
Web 2.0 is really about people
Conversation
Collaboration
Community
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7. Government 2.0: What’s your Strategy for Public Engagement?
Government 2.0?
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8. Government 2.0: What’s your Strategy for Public Engagement?
Government 2.0: The Challenge
January 21, 2009: President's memorandum on Transparency and Open
Government:
We will work together to ensure the public trust
and establish a system of transparency, public
participation, and collaboration. Openness will
strengthen our democracy and promote efficiency
and effectiveness in Government.
whitehouse.gov/open/innovations
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9. Government 2.0: What’s your Strategy for Public Engagement?
Government 2.0: Before and After
Pre-Obama election:
we’re not going to be the first
but
Sure, it sounds like a great idea –
agency to do it.
Post-Obama election:
we'd better not be the last
Gosh, look what they're doing –
agency to do it.
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10. Government 2.0: What’s your Strategy for Public Engagement?
Government 2.0: In the Clouds
http://www.whitehouse.gov/ope
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11. Government 2.0: What’s your Strategy for Public Engagement?
So, if you build it, they will come, right?
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12. Government 2.0: What’s your Strategy for Public Engagement?
Not so fast…
What’s your strategy for
Public Engagement?
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13. Government 2.0: What’s your Strategy for Public Engagement?
First, understand what Gov 2.0 is about:
From the home page of the new White House Office of Public Engagement
http://www.whitehouse.gov/ope
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14. Government 2.0: What’s your Strategy for Public Engagement?
First, understand what Gov 2.0 is about:
Establishing a dialogue and listening to it
Helping individuals with common interests come together to learn from
each other
Aggregating, vetting, and distributing the “wisdom of crowds”
Dissolving silos of information and “command-and-control” thinking inside
organizations
Recognizing that most Web 2.0 value actually lives outside of your IT
enterprise
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15. Government 2.0: What’s your Strategy for Public Engagement?
Next, think from the perspective of
They want to feel they have a voice and a stake in their government
They want to feel connected to their government
They want a dialogue with and about their government
They want to know that their government is responsive to their needs
It's about TRUST
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16. Government 2.0: What’s your Strategy for Public Engagement?
Now, start strategizing
Goals & values
Express the specific goals you are trying to accomplish and their value to both the
organization and the public.
Role models
Study examples and model successes.
Brainstorm
Imagine the possibilities; then define a concept.
Technology
Choose the appropriate application(s) for your goals and audiences.
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17. Government 2.0: What’s your Strategy for Public Engagement?
Define user profiles…
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18. Government 2.0: What’s your Strategy for Public Engagement?
Then consider the opportunities for reaching them
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19. Government 2.0: What’s your Strategy for Public Engagement?
Finally, remember to frame issues for leadership
Plan
Build in flexibility and scalability, and prepare for the unexpected; remember that in
order to succeed you must relinquish some control.
Resources
The technology may be free or cheap, but designing, implementing, and managing
your project will require staff knowledge, skills, and time.
Privacy
Anticipate the privacy question and address it in your plan and terms of service.
Marketing
Most Web 2.0 initiatives do not go viral overnight; expect to promote these new
projects
Metrics
Define how you will measure success
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20. Government 2.0: What’s your Strategy for Public Engagement?
Hits and Misses
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21. Government 2.0: What’s your Strategy for Public Engagement?
2.0 Ways and Means
Some Web 2.0 concepts Examples you may have heard about
Wikis
* Blogs
* Social bookmarking
* Tweeting, a.k.a., micro-blogging
Social photo sharing
* Social video sharing
* Social networking
* Crowdsourcing
* Mashups Housingmaps.com
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22. Government 2.0: What’s your Strategy for Public Engagement?
Examples: Blogs
Broadcast: whitehouse.gov/blog
Participatory: blogs.state.gov
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23. Government 2.0: What’s your Strategy for Public Engagement?
Examples: Social Bookmarking
Anywhere you see something like this:
blogs.fco.gov.uk/roller/miliband
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24. Government 2.0: What’s your Strategy for Public Engagement?
Examples: Twitter
Broadcast: twitter.com/USDOL
Conversational: twitter.com/USGS
And if you want to do more, just go and LISTEN to what's going on.
Check out the "Trending Topics" feature
Search hash tags (example: #passport, #emergency, #aviation) to filter
on topics of interest to you and your organization
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25. Government 2.0: What’s your Strategy for Public Engagement?
Examples: YouTube
Broadcast: youtube.com/ukforeignoffice
Participatory: youtube.com/davos
Participatory with stakes: youtube.com/democracychallenge
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26. Government 2.0: What’s your Strategy for Public Engagement?
Examples: Social Networking
Presence on an existing site: Careers in Foreign Affairs group on Facebook
Custom-designed and built to draw a specific audience (using Ning
platform): connect.state.gov
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27. Government 2.0: What’s your Strategy for Public Engagement?
Examples: Crowdsourcing
White House question-gathering site for President's March 27 online town
hall meeting (used Google Moderator): whitehouse.gov/openforquestions
Current White House site for generating ideas to improve our government
(using IdeaScale): opengov.ideascale.com
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28. Government 2.0: What’s your Strategy for Public Engagement?
Examples: Mashups
Hybrid crowdsourcing + mashups: appsfordemocracy.org
Hybrid public data + private entrepreneurship: flutracker.rhizalabs.com
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29. Government 2.0: What’s your Strategy for Public Engagement?
Further exploration
Start with the case studies on whitehouse.gov/open/innovations
See also mashable.com for social media news, both commercial and
government; Mark Drapeau covers government for Mashable:
mashable.com/author/Mark-Drapeau
Another crowdsourcing site, Our Open Government List by the Sunlight
Foundation: feedback.sunlightfoundation.com/oogl
Join the conversation on govloop.com
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30. Government 2.0: What’s your Strategy for Public Engagement?
But…Fear of trolls?
• Structure the conversation by soliciting answers to specific questions, setting
up focused categories, and using polls.
• Employ the same techniques for controlling trolls that have worked, more or
less successfully, on the Web for years.
• Allow users to:
Flag posts as off-topic, redundant or inappropriate
Hide unwanted posts or users from their own view
Rate posts on a scale
Tag posts using a moderated tagset
• Consider reward and promotion systems
• Take advantage of anti-troll tools like selective invisibility
• Encourage positive interaction by having moderators post responses to
select posts that are on the right track: respectful, mature, constructive.
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31. Government 2.0: What’s your Strategy for Public Engagement?
Proof that Government 2.0 is not about technology:
Dominicans to the USA web forum: dominicanstotheusa.com/forum
Visa Chief at U.S. Embassy Santo Domingo joins the forum, listens to user
complaints and ideas, and responds. He gladly agrees to host a weekly
"Ask the Consul" topic in the forum.
Ongoing dialogue improves visa processing efficiency and public trust.
Public gratitude and respect:
http://dominicanstotheusa.com/forum/index.php/topic,4416.0.html
Time commitment of one government official:
http://dominicanstotheusa.com/forum/index.php?action=profile;u=205;sa=statPanel
1996 technology + active, productive dialogue between government and
constituents = Gov 2.0!
Openness will strengthen our democracy and promote
efficiency and effectiveness in Government.
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32. Government 2.0: What’s your Strategy for Public Engagement?
Pitfalls to Avoid
• Focusing on technology at the expense of users and goals
• Using Web 2.0 tools for the sake of it, without Web 2.0 goals and
strategies
• Failing to frame important issues for, and anticipate questions from,
organizational leadership
• Failing to obtain input/feedback from your audience
• Assuming your Web 2.0 project won't require human resources, or
assigning community management duties to staff who won't be
around long
• Failing to keep the dialogue going: users must know that you are
listening, and they will only know if you are responding
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33. Government 2.0: What’s your Strategy for Public Engagement?
Go Forth…
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34. Government 2.0: What’s your Strategy for Public Engagement?
Continuing the conversation
• Download this presentation at navigationarts.com
• Will also be posted on Slideshare.net
• Discuss further in govloop.com group "Gov 2.0 Club"
Contact us!
Kirsten Miller, Information Architect
Kristin Hodgson, Manager, Marketing Communications
703-584-8920
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