A How-to guide for Creating Open Government Harnessing technology to forge a new partnership between government and citizens. • The opportunity of open government • Making government more participatory • How technology enables open government • Making government more collaborative • Making government more transparent Produced by For additional copies or to download this document, please visit: www.govtech.com/opengov © 2010 Government Technology. All rights reserved. Adobe, the Adobe logo, Acrobat, Reader, Flash, Flash Player, LiveCycle, Connect, Captivate, Presenter and ColdFusion are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States and/or other countries. Topic here A How-to guide for Creating Open Government Table of Contents Introduction to Open Government..................................................................... 4 How Technology Enables Open Government..................................................... 9 Creating Transparent Government.................................................................. 11 Creating Participatory Government................................................................. 16 Creating Collaborative Government................................................................ 20 The Future of Open Government...................................................................... 25 Open Government Websites............................................................................. 26 A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 3 Introduction to Open Government Introduction to Open Government The Opportunity Governments today have a remarkable opportunity to revitalize themselves and respond more fully to citizens’ needs. They can tap new sources of information and ideas to assist in their work, and do this on a much larger scale than ever before. The opportunity arises from the notion that a government belongs to the people it serves. Citizens want to become active in the business of governing. Of course, “government of the people, by the people, for the people” is a basic principle of democracy. In the U.S., we have always tried to live up to that ideal. Today, though, government institutions and their constituents are better equipped to work together than at any time in the past. A wealth of new technologies, continually evolving and becoming more powerful, is encouraging citizens to engage with government. Individuals can make their influence felt more quickly, more easily and in much greater numbers. The movement to take advantage of this opportunity is known as open government. Open government certainly is not a new concept. In the 1960s, many states passed laws giving the public greater access to records of government activities. President Lyndon Johnson signed the Freedom of Information Act (FOIA), allowing individuals to access U.S. government records upon written request, in 1966. One aspect of that law is especially critical: It assumes that government information should be open to the public. Agencies must comply with information requests unless the information falls under one of nine very specific exemptions. Today’s open government movement is an attempt to better fulfill the spirit of FOIA and related legislation, taking advantage of new tools that allow information to flow more easily among government institutions and the citizens who own them. What Is Open Government? In January 2009, just a few days after his inauguration, President Barack Obama published a memorandum on “Transparency and Open Government.” It instructed the departments and agencies of the U.S. government’s executive branch to start implementing the principles of open government. These principles, the memorandum said, are designed to produce government that is transparent, participatory and collaborative. Transparent Government A transparent government agency informs the public about its activities, using broadly available technologies to provide this information in formats people can use. The material it shares might include: data on revenues, spending and program performance; information on contracts and grants; community data such as school test scores and crime statistics; environmental data; and a great deal more. In the old days, government agencies stored data in massive banks of file cabinets. They shared selected bits of information only on request, or when someone forced the agency’s 4 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Introduction to Open Government hand. Even when agencies routinely made information available, getting hold of it wasn’t easy. A citizen who wanted information on, say, the latest defense appropriation bill, or local property assessments, had to visit an office to file a request with a clerk or page through thick record books. If an in-person visit wasn’t feasible, the citizen might pay a public servant or commercial service to retrieve, copy and mail the information. Those days are gone. Today, citizens increasingly expect governments to share information routinely, promptly and conveniently. Participatory Government Citizens of a democracy have always participated in government. In the past, they have done this by voting, of course, and by volunteering in political campaigns. They also wrote letters and placed phone calls to representatives, voiced their opinions at public meetings, sent letters to newspapers, staged demonstrations and used other tactics to share ideas and influence government decisions. Today’s brand of open government continues to encourage those activities. But it also harnesses technology to give citizens new ways to participate in policymaking. This kind of government actively seeks expertise and information to help it carry out its mission — perhaps asking citizens to suggest cost-cutting measures or report derelict properties. An open government also provides tools that help individuals engage more easily with public agencies. When citizens need to get services or fulfill obligations, they don’t have to stand in long lines or wait on the phone for the next available operator. Often, they can serve themselves — be it from a PC while sitting at home or from a cell phone while walking down the street. They can conduct these transactions at their own convenience — during lunch hour, on the weekend or even in the middle of the night. Collaborative Government The terrorist attacks of Sept. 11, 2001, demonstrated how ineffective government can be when it operates in silos. Because the various intelligence agencies charged with protecting the United States did not have the capacity to share information about possible terrorist activities, they were unable to foil the 9/11 hijacking plot. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 5 Introduction to Open Government Institutional boundaries have long kept information from flowing among the divisions that make up an agency, among the agencies and departments that make up a government and among different levels and jurisdictions of government. Open government strives to make those boundaries porous, so public servants can collaborate to achieve the public good. An open government also teams with the private and nonprofit sectors to accomplish common goals. Other Characteristics of Open Government It’s an attitude, not an initiative. Treating open government as a discrete agenda item — developing a program plan, naming a director of open government, assigning it a budget line — may be a mistake. Open government is too important to be treated as a stand-alone activity. It’s a philosophy that should permeate the entire enterprise. It is not optional. Governments are starting to view open government as a basic principle that forms part of every process they conduct. It provides a new way of thinking about the relationship between government and citizens. Government does not “own” the information it produces and stores. It should not merely parcel out information on a need-to-know basis. Public information belongs to the public. Citizens have a right and duty to use it in their partnership with government agencies. It should come first. An agency should not design a business process and later figure out how to share information about that process with constituents. Mechanisms for information sharing should be treated as part of the process design from day one. Why Strive for Open Government? Government belongs to the people. The idea that citizens should understand how their government works and should participate in its functions is fundamental to our democracy. Although the Obama administration’s memorandum covers only federal departments and agencies, many state and local governments are applying the principles of open government. They understand that this philosophy offers serious benefits to both the agencies and their constituents. How Open Government Helps Government Agencies It makes government more responsive to genuine citizen needs. Citizens who are armed with the facts about government activities, and who have convenient communication channels, are more likely to make their needs known on a broad variety of issues. It encourages effective government. A government that shares its data with the public can’t sweep problems under the rug. Citizens who know the details of the county budget, for example, and also understand how well various county programs have performed, will 6 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Introduction to Open Government reward their representatives for success and take them to task for failures. It encourages efficient government. When a government publishes data on its expenditures, it may uncover many redundant purchases. For example, why procure three document management systems for three agencies, when one enterprise system could serve them all more effectively? Open government creates opportunities for agencies to pool resources and save tax dollars. It helps government provide better services in tough times. When constituents can find the information they want online, agency staff spend less time answering phone calls or responding to FOIA requests. When individuals can easily conduct routine business with government through a Web portal, there’s less need for employees to staff service counters, conduct intake interviews or enter data from paper forms. It helps government tap new sources of expertise. Stakeholders with access to government information are happy to offer feedback through platforms such as social networking sites. Some of these respondents provide valuable insights that an agency might miss on its own. Individuals with access to public data might also build it into new applications — everything from transit schedule lookup tables to tools for tracking public spending. Citizen volunteers and entrepreneurs create useful new services for the public without costing agencies a cent in software development. It helps cultivate trust in government. When an agency makes itself accountable to the public, the public knows the agency has nothing to hide. Citizens who can access data on agency activities better appreciate the thinking behind policy decisions. People who can get involved in the governing process of are more likely to view government as an ally rather than an adversary. How Open Government Helps Citizens It allows them to participate more actively in our democracy. Access to government data helps citizens fine-tune their opinions about public issues. Open government encourages these well informed individuals to voice their opinions and work to influence government policy. Citizens gain better services. Open government helps constituents tell government agencies what they really need, and it encourages agencies to listen to and act on those suggestions. It may give them tools for tracking how quickly the government responds to citizen complaints. It also helps them find government services more easily and conduct transactions more conveniently. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 7 Introduction to Open Government Citizens gain better government. When government becomes transparent, citizens can ensure that their representatives make sound decisions and spend tax dollars wisely. They know there’s far less opportunity for waste, fraud or abuse. They also gain more useful information. For example, when citizens can access, analyze and compare data on crime rates, school performance, taxes, health care and environmental quality — to name just a few items — they can make better decisions about where to live or where to locate a business. Citizens are empowered to create better communities. Open government provides a forum in which public agencies, individuals and organizations from the private and nonprofit sectors can collaborate on issues that affect them all. Open Government in Tough Economic Times Today, with governments at all levels strapped for cash and forced to make painful budget cuts, an open attitude toward governance is especially critical for maintaining public trust. When citizens don’t understand the thinking behind a set of budget decisions, they may regard those decisions as capricious, unfair or downright corrupt. Protesters flock to state capitols and city halls demanding that the government restore funds for schools, hospitals, libraries and parks. Other protesters make equally loud calls for government to shrink its operations and decrease taxes. Constituents who know all the facts behind government decisions might still disagree with those choices, but they are likelier to believe that legislators acted in good faith. And if the government invites citizens to suggest better ways to balance the budget and keep vital services intact, many will be happy to respond. 8 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t How Technology Enables Open Government How Technology Enables Open Government Governments have used information technology for decades to automate their processes and store information, allowing them to operate more efficiently and effectively. But only in recent years have governments started using technology to break down boundaries between public institutions and the people they serve. Low-cost, easy-to-use computing devices have become widely available, and the infrastructure for accessing information electronically — including broadband devices and Internet services — has become ubiquitous. In a survey conducted in late 2009, the Pew Research Center’s Internet and American Life Project found that 74 percent of American adults are Internet users. With information technology in the hands of so many users, individuals have become an increasingly important focus for government technology strategy. As agencies choose technologies, they should ask not just how new tools will improve internal processes, but also how they can use technology to empower citizens. Empowering citizens means far more than simply publishing public information on a website. It means giving citizens tools for understanding and participating in government processes at every stage. By leveraging widely available, easy-to-use technologies, governments can: • Create platforms that allow citizens to access public information whenever and wherever they need it. • Help citizens quickly find information that is most important to them. • Provide forums in which many participants can interact and collaborate on public issues. • Offer access to repositories of raw data that citizen developers can use to create useful applications. • Offer easier, more convenient ways to conduct business with government agencies. Principles for Harnessing Technology There is no simple formula for using technology to serve the aims of open government. This is an evolving concept, and governments around the world continue to experiment to learn what works best. But based on some early successes, solid principles are starting to emerge. For example: Users are accustomed to getting information quickly, easily, and when and where they want it. Access to powerful search engines, content delivery services, social networking sites and mobile applications has created extremely high expectations. What citizens get from the commercial world, they also demand from their government. It’s not enough to make information available. Governments need to make sure that when citizens access public information or interact with agencies, they have an easy, engaging experience. Effective tools are already available. There’s no need to reinvent the wheel. Technologies such as HTML, Adobe® PDF and Adobe Flash® offer highly effective ways to reach just about A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 9 How Technology Enables Open Government everyone, and users don’t need to be particularly computer savvy to enjoy the benefits they offer. It’s a multimedia world. Governments should take advantage of the full range of electronic communications formats available, including text, photos, audio, video and geospatial presentations. Think beyond the desk. People are using a wide range of digital devices to access information — not just PCs, but also mobile phones and tablets. Governments need to design information services and applications that work well on all of these platforms. 10 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Transparent Government Creating Transparent Government “Transparency promotes accountability and provides information for citizens about what their government is doing,” wrote Obama in his “Transparency and Open Government” memorandum. Citizens have a right to know what their government is doing and a duty to hold government accountable for its actions. Governments that share information about policies, decisions, programs and funding expose both their successes and their mistakes. In doing so, they trigger frank discussions with stakeholders, which help government agencies learn, evolve and improve. Transparency also makes citizens better informed about the workings of government and the health of their communities. In the era of Google, Twitter, Wikipedia and blogs, individuals no longer rely purely on official sources and news organizations to tell them what is going on. And they no longer wait passively to be informed. Citizens use all the digital tools at their disposal to pursue and share information about matters that affect their lives. When government opens itself to citizen inquiry and provides convenient tools, citizens are better equipped to make decisions and become more effective participants in democracy. Varieties of Transparent Government Online Tools One way in which a government can make itself transparent is to provide online tools that citizens can use to look up data that interests them. The federal government’s Recovery.gov site, for example, provides a vast amount of searchable information on the money states received under the American Recovery and Reinvestment Act of 2009. Along with listing the amounts dispensed, the site gives details on how states have used that money and what effect those expenditures have produced. Many state and local governments have created similar tools to track their use of federal stimulus funds. Some governments have gone further, shedding light on their entire budgets. For example, “Where the Money Goes,” a tool included on the Texas government’s Open Book Texas portal, promises to tell users “where your state dollars go — down to the pencils.” Governments also have created sites that track government effectiveness. New York City, for example, offers the Citywide Performance Reporting tool, which allows citizens to look up current performance measurements for more than 40 city agencies. The District of Columbia’s TrackDC site provides budget and operational information, key performance indicators and rankings on a responsiveness and quality assurance scale for individual city agencies. It includes information about the agency directors and tools for contacting them. A third kind of transparency lets users search for facts about activities or conditions in a jurisdiction. The police departments of Los Angeles, San Francisco, Baltimore and Chicago, for example, all provide map-based tools for displaying information about crime in those cities. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 11 Creating Transparent Government Data Repositories Governments may also increase transparency by creating large repositories of public data available in machine-readable form. Developers may then incorporate that data into applications and distribute their applications to the general public free of charge, or they may offer them for sale. Well known examples of such initiatives include: the federal government’s Data.gov; the District of Columbia’s Data Catalog and its Apps for Democracy competition; and San Francisco’s DataSF. Some governments are even collaborating on standard ways to access government data. The Open 311.org application programming interface is one example of this. Best Practices for Achieving Transparency in Government Maximize ubiquitous technologies. Since the development of the Web, technologies such as HTML, PDF and Flash have evolved to make information broadly available on a wide variety of platforms. When a government harnesses technologies the public already uses, it can reach nearly everyone, and it can do so without spending large amounts of money and time. When a government relies on technologies that aren’t widely used, only citizens with the means and computer savvy to employ specialized software can access government services. Capture and publish information regularly. Every time a government process creates new information, there should be a built-in mechanism for making that information public. Updates should become available automatically through online reporting tools, social networking sites or other channels the government uses to communicate with citizens. Users shouldn’t need to take extra steps or install new technology to obtain these continual updates. Make data available for manipulation. When members of the public can query public data, sort the results, mash up information from multiple sources and incorporate it in new applications, the power of that data grows exponentially. Remember to retire old information. Plans change, programs evolve and new facts supersede old ones. But information published on the Web tends to hang around forever. Besides publishing updates continually, agencies need to find tools that allow them to mark no-longer-relevant information as “expired.” Solicit feedback in context to make the feedback relevant. Whenever an individual comes in contact with government, he or she should have a chance to provide feedback on the spot. Government should capture that response accurately. Using social media channels such as Twitter, blogs and YouTube, governments can encourage citizens to say what’s on their minds. They can capture every response and route those comments to public employees who can put that information to work. Use information-level controls — not system-level controls — to safeguard sensitive data. Traditionally government agencies have used firewalls to protect sensitive data and safeguard citizen privacy. That could mean locking up a disk, a network or a 12 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Transparent Government physical computer. But when you barricade data within your own four walls, it’s hard to be transparent. A better approach is to use encryption or other tools that allow data to move outside of government control while ensuring that private data remains protected. Making Sure the Public Can Use Public Information Just because you build a service for distributing government information doesn’t mean your constituents will use it. Consumers have spent many years enjoying content online, and commercial services have bred high expectations. Fail to meet those expectations and you’ll lose your audience. Best practices for creating usable information services include: • Make the service interactive. Don’t simply give your users static pages with information to read. Online consumers want to query databases, sort the results, view maps, ask questions, post comments, vote on issues and forward information to friends and colleagues. Make sure you give them a chance to do so. • Provide access in multiple formats. Whether they’re working at home on a laptop PC, using a workstation at the public library, sitting in a café with a wireless tablet or riding on a bus with a mobile phone, citizens need their information tools to be engaging and usable on the device at hand. • Leverage existing technology. Users expect to access information with technology that’s already on their devices. Agencies can’t expect citizens to buy and install new software to access government services. Fortunately most computer users already have easy access to technologies that cost them nothing, that support engaging, interactive content and provide a satisfying experience on any platform. For instance, the Adobe Flash Player is installed on 99 percent of Internet-enabled desktops, and users employ it on a wide variety of other devices as well. The Flash Player allows users to view video — a rich medium for government transparency — on many different devices. Today, most of these devices are powerful enough to support video received over wired or wireless broadband channels. Another technology already in the hands of most computer users is Adobe Reader®, which is used for viewing PDF documents. Many government agencies already use PDF documents to make information available to citizens on virtually any platform. Beyond that, the PDF format lets governments capture and distribute information in video, audio and geospatial formats, conveying a great deal of content in a rich but compact form. Making Sure the Public Can Find Public Information Governments often make the mistake of using their own organizational charts to organize information for the public. A user who is starting a business, for example, might go to one A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 13 Creating Transparent Government department’s page to register a company name, a second to get information on local sales taxes and a third to start an account with the municipal power company. But what if the entrepreneur doesn’t know which departments perform which functions, or isn’t aware of all the services the government provides? Also, many government agencies provide content that is flat and functional. The main Web page doesn’t offer features to engage users and draw them further into the site. Those users have no incentive to keep looking for information that is relevant to them or to discover ways to engage with their government. Government Printing Office: Transparency, Simplicity and Security As the official publisher of U.S. government documents, the Government Printing Office (GPO) disseminates publications for the U.S. Congress and for 130 federal departments and agencies. Its products include the Daily Digest of the Congressional Record, the Federal Register and the annual Budget of the U.S. Government. The GPO receives a huge number of requests for documents in digital format. It must make sure to deliver those electronic documents securely, and it must verify that they are authentic and unchanged. To meet this demand, the GPO has worked with application developer 4Point to create a solution to generate, authenticate and disseminate documents electronically. Based on Adobe LiveCycle® Enterprise Suite (ES) and Adobe Acrobat® technology, the system meets several important criteria. It is easy to use, available to end-users at no charge and doesn’t require users to download special software. It supports the authentication of millions of documents per year. It also supports strong security, including the use of hardware security modules that allow cryptographic digital signatures. In addition, it provides persistent authentication that travels with the documents, no matter where they are transmitted. When a member of Congress or member of the public requests an electronic document from the GPO, the system converts that document to a PDF. Using LiveCycle Digital Signatures ES, it places an electronic seal on the file to ensure its authenticity. Document controls assure the recipient that the document has not been modified in any way since its certification. Users need only the free Adobe Reader to view documents on any computer platform. By using this solution to distribute just one kind of document — the federal budget — electronically, the GPO expects to save 20 tons of paper and nearly $1 million over five years. As the GPO applies this delivery system to all requests for digital documents, it will realize ever-greater savings, while providing a secure and convenient way to keep citizens informed about government activities. 14 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Transparent Government A truly open government organizes information according to users’ interests and provides cues to help users find the information they want most. Take, for example, the website of the National Aeronautics and Space Administration (NASA). Its home page includes a sidebar called “What are people interested in?” with links to features that are receiving the most attention from visitors. One tab provides links to the most-viewed stories, images, videos and interactive features. Another links to the features that visitors have ranked as the best on the site. The agency is capturing real-time feedback about its site and responding accordingly. NASA also makes its site relevant to users by providing a menu based on visitors’ roles (“For Public, For Educators, For Students, For Media, For Policymakers, For Employees”) and another based on topics of interest (“Shuttle and Station, Moon and Mars, Solar System,” etc.). Making Sure the Public Can Trust Public Information While transparency demands that government allow information to travel beyond its own control, openness also increases the risk that citizens will encounter inauthentic information. Clever hackers may tamper with legitimate government websites. Scammers may use e-mails, blogs and Facebook postings to lead users to counterfeit sites that seem to belong to real agencies. People with an ax to grind may distribute bogus “government” documents or alter details on copies of real public records. If citizens can’t trust the information they receive, government can’t realize the goals of transparency. A security infrastructure that uses tools such as encryption can protect data as it travels outside the firewalls of government agencies. The Government Printing Office (GPO) used this approach when it distributed the official copy of the U.S. government’s Fiscal Year 2010 budget in a digitally certified PDF document. This document is fully searchable and accessible to anyone who has downloaded free Adobe Reader software. The electronic signature assures readers that the document is genuine and unaltered. The National Geospatial-Intelligence Agency (NGA) also uses information-level security controls to ensure the information it distributes can be trusted. The NGA uses PDF documents to share, distribute and protect sensitive maps and other geospatial data. It provides these maps to allies, including agencies in other countries, but it can restrict access to certain maps based on the needs of the relationship. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 15 Creating Participatory Government Creating Participatory Government According to Obama’s memorandum on open government, “Public engagement enhances the government’s effectiveness and improves the quality of its decisions.” In the old days, governments assumed they would perform all their functions on their own. If government didn’t perform a public service, it wouldn’t get done. The latest generation of technology tools, however, allows government to enlist the aid of citizens. When a government opens itself to public participation, it benefits from experience and expertise far beyond what it can marshal internally. It also gains thousands, or millions, of eyes and ears on the ground — people who know which buses always run late, which waterways are polluted or which neighborhoods suffer from lack of services. Participatory government is good for democracy. Citizens join in the public enterprise not only by voting for representatives, but also by sharing information and ideas to meet current challenges. Participatory government also empowers individuals to get all the information and services they need, often by helping themselves at their own convenience. That’s a real boon to those citizens, and it benefits government as well. In an era of budget cuts, employee furloughs and scaled-back hours at service windows, the savings that agencies realize by allowing citizens to serve themselves are especially important. Varieties of Participatory Government Capturing and responding to citizen feedback By providing comment areas on their own websites, and by using popular social networking tools, many governments actively solicit compliments, complaints, questions and suggestions from constituents. Based on this feedback, an agency may discover that it needs to revise a service or that it needs to communicate more clearly about its activities. San Francisco’s Bay Area Rapid Transit (BART), for example, uses Twitter, Facebook and its own blog to encourage citizen participation. At a conference in the fall of 2009, a BART official told audience members of a rider who posted a message to BART’s Twitter site complaining that the train car he or she was riding on was incredibly hot. BART soon posted a message on its blog explaining why the transit system’s air conditioning sometimes malfunctions on extremely hot days, and offering tips on how to stay comfortable while riding BART during the summer. 16 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Participatory Government Recruiting citizens to help shape policy Electronic media provide an excellent way to capture suggestions for dealing with critical public problems. In 2009, for example, California Gov. Arnold Schwarzenegger created a Twitter account, Myidea4ca, to collect solutions to the state’s ongoing budget crisis and other concerns. Schwarzenegger says he closely follows postings on the site. Last year, for example, as the state was making plans to liquidate surplus property on eBay and Craigslist, one poster suggested that the movie-star-turned-governor autograph the visors of state vehicles that were going up for sale. Schwarzenegger did exactly that and thanked the poster for his idea. Helping constituents help themselves Obtaining public services can be extremely frustrating. An individual might have to take time off from work to visit several offices, sit for hours in waiting areas, fill out numerous, redundant forms, submit to interviews, make follow-up phone calls and wait weeks to actually obtain the services he or she needs. Customer-centric electronic services empower citizens to get the help they need faster and more easily. Because they don’t need to take time off from work or travel to conduct their transactions, citizens save money and time. Government saves too: citizen-centric services place fewer demands on employees. New York City’s ACCESS NYC is a prime example of a citizen-centric design for government services. Through a single portal, individuals can learn about more than 30 city, state and federal human services programs and find out if they might be eligible for those benefits. For some of the programs, applicants can use the site to apply for or renew their benefits; for others, they can start the application process. Helping far-flung individuals participate together Another aspect of participatory government is allowing government employees and others to work together even when they’re not located in the same place. The Graduate School of the U.S. Department of Agriculture, for example, uses several online tools to provide engaging, interactive Web-based courses to government employees and others. Students from across the country who enroll in these courses view live presentations, access video and audio files, conduct discussions and take tests online. To stimulate discussion on important topics, the U.S. Department of State operates Co.Nx, a program of live multimedia Web chats with experts on topics of interest. One recent event, for example, focused on World Press Freedom Day. Best practices for achieving participatory government Make sure the design is intuitive. Florida’s butterfly ballots, which caused so much trouble in the 2000 presidential election, provide a classic example of what can happen when A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 17 Creating Participatory Government Graduate School, USDA: Interactive, Engaging and Available to All The Graduate School of the U.S. Department of Agriculture provides continuing education and career development programs for government employees, federal contractors and members of the private sector. It offers nearly 1,000 courses and serves 200,000 students per year. In this era of tight budgets and increased workloads, government employees find it difficult to travel to attend courses. Recognizing the need for effective but economical training, the Graduate School has embraced Web-based technologies to support distance learning. Among the technologies the Graduate School employs are Adobe Connect™, Adobe Flash Professional and Adobe Captivate®. These help the school deliver courses designed for both asynchronous learning — when students and teachers interact at different times — and synchronous learning — when students and teachers interact in real time. One example of distance learning at the Graduate School is a customer service class that includes real-time meetings with instructors, class discussions and interactive polls. Videos delivered in Adobe Flash let students see examples of customer service interactions and discuss their quality. Another course on Earned Value Management uses a combination of audio and Microsoft PowerPoint slides. Course developers use Adobe Presenter to create courseware and build presentations from within Microsoft PowerPoint. They produce movies that are compatible with Adobe Flash Player and use Adobe Captivate to produce audio recordings. Because Flash Player already is installed on nearly all computers connected to the Internet, students can access these course materials without spending money on new applications. Nor do students who work at security agencies need to worry about violating rules against downloading applications to their computers. Web-based courses built on Adobe software help the Graduate School provide an engaging, interactive learning experience, overcoming the limits of distance and cost that used to keep some students away. By increasing the number of courses it offers online and making it easy for more students to participate, the school has created new sources of revenue. It also has empowered more individuals to advance in their careers. 18 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Participatory Government it’s hard to determine how to conduct a transaction correctly. If citizens who try to interact with government have a difficult, complicated and unpleasant experience, they may make errors or give up entirely. But if the experience is simple, logical and engaging, transactions will go smoothly, and citizens are likely to return again and again. Make the interface citizen-centric, not government-centric. Don’t make citizens figure out ahead of time which government agencies they need to contact to obtain the services they need. A main menu that asks, “What do you want to do?” is more effective than one that simply provides a list of agencies and their divisions. A single portal for one-stop shopping makes business easier for citizens and conserves government resources. When multiple agencies within the same government independently put up their own portals, they waste valuable resources and risk confusing constituents. One especially interesting example of citizen-centric design is Utah’s portal, Utah.gov. When a user visits this site, the system uses Geo-IP technology to determine whether the visitor is physically located in Utah, and if so, in which part of the state. Each visitor lands on a home page tailored to his or her geographic location, with relevant local content. The site defaults to Salt Lake City for out-of-state visitors. The site also determines if the user’s computing device is equipped with Adobe Flash. If it is, the site delivers animations created using Flash technology on the home page. The 3 percent of visitors who don’t have Flash installed automatically get a simpler interface. Make the experience engaging. When a site interests, entertains and involves users, they are more likely to participate, come back in the future and recommend the site to others. GoArmy.com, the U.S. Army’s recruiting site, provides a strong example of an engaging online experience. Among the site’s features is a virtual Army post, where visitors can see the facilities, equipment and technology that a soldier would find on a real Army post. The site also offers videos, games and applications, points visitors toward the Army’s social networking sites and lets them download Army ringtones for their mobile phones. The Army site’s developers clearly understand the features that delight their young target audience. They have created an experience that encourages users to interact with the site, stay there a long time and return often. Go where your constituents already are. That means developing a presence at popular destinations such as Twitter, Facebook, LinkedIn, YouTube and Flickr. Also, be sure to steer visitors to all the locations where you engage with the public. Your government website should encourage users to join your Facebook page and follow you on Twitter; your social networking sites should link to your official website. Also, be sure to take full advantage of the multimedia capabilities available on social networking sites. The city and county of San Francisco’s Facebook page, for example, includes links to YouTube videos and a space for accessing live webcasts. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 19 Creating Collaborative Government Creating Collaborative Government The third aspect of openness that Obama highlighted in his 2009 memorandum is collaboration. “Executive departments and agencies should use innovative tools, methods, and systems to cooperate among themselves, across all levels of government, and with nonprofit organizations, businesses and individuals in the private sector,” he wrote. Collaborative government describes two kinds of working relationships: among public servants within different government organizations, and among the public, private and nonprofit sectors. Both kinds of collaboration get information moving around in constructive ways and foster innovation. Collaboration across traditional boundaries makes government more efficient and effective. An agency doesn’t need to spend resources solving a problem from scratch when a sister organization already has tackled the issue and created a solution. Agencies within the same government — or across federal, state and local government — can share information and ideas to better deal with problems that concern them all. Collaborating with businesses and nonprofit organizations gives government access to even greater pools of information and creativity. Together, partners in the three sectors can develop more powerful solutions than any of them can develop on their own. Varieties of Collaborative Government Overcoming obstacles of organization, distance and incompatible technology It used to be less common for employees of different government organizations to work together. Serious obstacles kept those employees from cooperating toward a common goal. They might have to travel from different locations to hold meetings, a difficult prospect for employees constrained by tight schedules and budgets. Also, incompatible information systems made it hard for agencies to share data. If collaboration occurred at all, it was a special event, not an everyday practice Today, though, low-cost, pervasive computing and communications technologies make it much simpler for public employees, in numerous agencies and in numerous locations, to work together. The Defense Information Systems Agency (DISA), for instance, makes collaboration possible through its Defense Connect Online (DCO) system. DCO allows deployed troops, supporting personnel and military leaders in all branches of the U.S. Department of Defense to communicate and work together from locations throughout the world. The system consists of two solutions, both based on Adobe Connect technology; one supports classified communications and the other unclassified. Both solutions enable activities such as briefings, mission rehearsals, one-on-one and group collaboration, training and e-learning. 20 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Collaborative Government Kane County, Ill., Circuit Court: Collaborating Electronically to Protect Vulnerable Citizens The Circuit Court of Kane County, Ill. — the state’s fifth-largest county — manages more than 150,000 cases per year. One of the duties of its staff is responding to requests for orders of protection, usually related to domestic violence. Various people, including staff at domestic violence shelters, legal aid attorneys, court personnel and individuals seeking protection, can initiate these orders. A request for an order of protection in Kane County used to start with a paper form, which could run as many as 17 pages. The form had to be routed to judges, court clerk staff and sheriff’s department employees, and also to the victim and his or her legal counsel. Advocates reviewed the form, the judge signed it, court clerks certified and filed it, and then it was transferred to the sheriff. The process took up to six hours and often increased stress on already-anxious victims. To speed the process and better serve petitioners, Kane County implemented an online wizard that staff at shelters now use to provide information to initiate an order. Once a user enters the required data, it’s saved in the court clerk’s secure database and imported into PDF forms. When people initiate requests at the judicial center, they use an Adobe LiveCycle application on the county’s information systems to enter the data directly into intelligent forms. Thanks to the PDF forms, it takes as little as 30 minutes, rather than hours, to enter the necessary information. Data is typed in once and automatically populates the correct fields in other parts of the form where the data is needed. Besides saving time, this reduces the chance of human error. Once the form is complete, the domestic violence victim and his or her advocate can sign it electronically before transmitting it to the clerk’s office. Judges review petitions online and send them back for more information or approve them by signing electronically. Approved forms then move to the court clerk’s office, where they’re electronically stamped and certified. Then they’re e-mailed to the sheriff and legal counsel. Allowing all the parties to collaborate electronically has cut the time it takes to produce an order of protection by as much as 50 percent. As they build a direct connection between the application and their record keeping system, officials at the Circuit Court expect to make the process even more efficient and improve service even more. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 21 Creating Collaborative Government Breaking down institutional barriers among independent organizations Many front-line government employees understand very well the advantages they can gain by collaborating with counterparts in other organizations. Rather than wait for their leadership to develop large, agencywide initiatives, they may use widely available technology tools to develop their own collaborative relationships. That kind of grass-roots innovation was the force behind Operation Against Smugglers Initiative on Safety and Security (OASISS). Two employees of the U.S. Border Patrol decided that they needed better tools to help them collaborate with colleagues in Mexico to deter human trafficking. They taught themselves an open source development language and created an application that field workers could use to enter information on their laptop computers. The data is uploaded to the Border Patrol’s central information systems, where it also becomes available to border agents in Mexico. By sharing information, agencies on both sides of the border can better coordinate their enforcement efforts. Presenting a single face to citizens When a citizen tries to obtain services from the government, all too often that person gets bounced from office to office. The various agencies, departments or divisions that play a role in delivering the service operate different information systems that cannot share data. So the citizen must meet with multiple service representatives, answer the same questions over and over and fill out numerous forms with much the same information. Collaborative tools help government capture information once and then distribute it to everyone who needs it. Transactions happen quickly, with less drain on agency resources and on everyone’s time. In Kane County, Ill., for example, the County Circuit Court has developed an online “wizard” that staff at domestic violence shelters can use to initiate orders of protection. Once an employee enters the necessary data, the system automatically routes the information to everyone who needs it, including judges, clerk staff, sheriff’s department employees, victims and their attorneys. Tapping broad expertise toward a common goal Government employees don’t know everything, and governments can’t accomplish everything on their own. For every public challenge, there’s a broad community of stakeholders who are eager to pool their expertise and share their opinions. Pervasive computing technology makes it possible to assemble great minds from the public, private and nonprofit sectors to work together on matters of mutual interest. The U.S. Environmental Protection Agency (EPA) took this approach when its chief information officer at the time, Molly O’Neill, invited attendees at the 2007 Environmental Information Symposium to take part in a two-day online event to find ways to protect the environment of Puget Sound. Using a popular collaborative format — the wiki — the 22 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Creating Collaborative Government FoodSHIELD: Breaking Barriers to Protect the Nation’s Food Supply It takes a vast degree of cooperation to protect the nation’s food supply. One of the most effective tools in this effort is FoodSHIELD, a Web-based system that allows individuals with federal, state and local governments, the food industry and emergency response testing laboratories to collaborate no matter where they work. FoodSHIELD is sponsored by the National Center for Food Protection and Defense (NCFPD), a Department of Homeland Security National Center of Excellence, and the Association of Food and Drug Officials (AFDO), as well as by grants from the U.S. Department of Agriculture. Its applications help users prevent threats against the food supply, respond to possible dangers, manage risk, communicate among themselves, coordinate assets and educate the public. Users of FoodSHIELD include: government health inspectors and laboratory analysts; agricultural regulators; epidemiologists and public health officials; researchers with academic institutions and the government; state and federal officials in public safety and emergency preparedness; food industry officials; and members of the public. Built on Adobe ColdFusion® technology, FoodSHIELD supports a broad array of uses. Members of the food safety community can hold ad hoc or formal Web meetings or conduct online training. They can collaborate securely in groups of any size, sharing data, putting up notes on virtual white boards and chatting in real time. Users can share data, reports, wireframes and videos and conduct online demonstrations. The system also lets them distribute calendars and notices and broadcast information on food protection, product recalls and contamination outbreaks. Users can access these powerful applications from any kind of computer system, including a mobile device, without downloading any new software. FoodSHIELD includes two databases with details on all of the agriculture, health, environmental and emergency response agencies, plus laboratories, involved in food protection in the United States. Community members use the system to quickly locate people with particular expertise and organizations with particular capabilities, and to stay updated on the latest activities in their fields. Should an outbreak occur, for example, users can quickly discover whether any lab has already developed a method of testing for that contaminant. Users expect that in the future, FoodSHIELD will drastically reduce the time it takes to complete food product recalls. Using technology to break down organizational and geographic barriers, FoodSHIELD is helping ensure a safer food supply for everyone. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 23 Creating Collaborative Government site obtained content through RSS Web feeds and from Flickr, YouTube and other social networking sites. The Puget Sound Information Challenge drew 175 contributions and received more than 18,000 page views. Contributors included individuals from public agencies, nonprofit organizations and academia. Best practices for achieving collaborative government Use widely available technologies so people can participate easily. By taking advantage of the infrastructure that the public is already using, governments can reach the broadest possible variety of partners. Neither the government nor its potential collaborators will need to spend money or install new technologies; they can simply sit down and start working together with the tools at hand. This kind of thinking guided the Library of Congress when it chose an electronic platform for an archive of photos from its collections. Instead of building its own platform, the library created a photostream on Flickr. Members of the public can find the photos easily on this popular photo site and add comments that sometimes shed new light on the images. Encourage public servants to innovate. Agencies that encourage front-line employees to experiment with new ways to accomplish their missions can propagate successes and abandon failures more quickly than agencies that rely purely on large projects managed from the top. A management that encourages employees to determine new methods for achieving agency goals will foster collaboration and empower workers to use technology creatively. Provide a common platform for accessing multiple services in one place. This helps users find what they need easily and also encourages collaboration. The federal government’s Grants.gov site, for instance, provides a portal for accessing information on more than 1,000 grant programs. Users can complete applications online in PDF format. Partners who are applying jointly can work together on applications from different locations and at different times. Provide a platform where a broad variety of stakeholders can work toward a common goal. The EPA’s use of the wiki platform is a good example. Another is the Transportation Security Administration’s blog, a public forum created, as the TSA puts it, “to facilitate an ongoing dialog on innovations in security, technology and the checkpoint screening process.” On the local level, the Planning Department in the town of Dennis, Mass., uses a blog and a wiki to share information about planning and zoning issues, conduct polls on some of these issues and solicit comments from stakeholders. 24 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t The Future of Open Government The Future of Open Government By making themselves more transparent, more participatory and more collaborative, governments gain tremendous opportunities to tap the creativity of their employees and their citizens. Engagement is no longer restricted to people who have the time to attend meetings, the means to travel to the state capitol or the know-how to negotiate complex bureaucracies. Anyone who can operate a computer, or even a mobile phone, can access rich sources of public information and take part in conversations on important public issues. Any individual can contribute information and ideas that make a real difference. The partnership between government and its constituents can grow broad and deep because open government so often leverages technologies that individuals already use and understand. Becoming a partner in open government can be as simple as joining a citysponsored Web chat, alerting your Facebook friends to a YouTube video on state education issues or filing your taxes by completing the form online in PDF format. An agency that wants to embrace the principles of open government should look beyond its traditional enterprise architecture and consider how to take best advantage of these pervasive technologies, which are continually evolving and improving. The quest for open government succeeds best when government puts technology users — both its own employees and members of the public — first. The goal is to choose technologies that support the needs of users, not to support the systems that currently run government operations. Public agencies continue to refine the definition of open government, experimenting with new approaches and techniques. As they discover new ways for governments and constituents to work together, they find that they can fulfill their missions more successfully, become better stewards of public resources and pave the way for a more complete democracy. A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t | 25 Open Government Websites Mentioned in this Guide Baltimore Police, Crime Maps: www.baltimorepolice.org/your-community/crime-map California Twitter account, Myidea4ca: http://myidea4ca.com Chicago Police, Crime Maps: http://gis.chicagopolice.org/CLEARMap/startPage.htm Dennis, Mass., Planning Department wiki: http://dennisplanningdepartment.wikispaces.com District of Columbia, Apps for Democracy: www.appsfordemocracy.org District of Columbia, Data Catalog: http://data.octo.dc.gov District of Columbia, TrackDC: http://track.dc.gov FoodSHIELD: www.foodshield.org Kane County, Ill., County Circuit Court: www.cic.co.kane.il.us Los Angeles Police, Crime Maps: www.lapdcrimemaps.org New York City Citywide Performance Reporting: www.nyc.gov/html/ops/cpr New York City: ACCESS NYC https://a858-ihss.nyc.gov/ihss1/en_US/IHSS_homePage.do Open311.org http://open311.org San Francisco Bay Area Rapid Transit, blog: http://sfbart.posterous.com San Francisco Bay Area Rapid Transit, Twitter site: http://twitter.com/sfbart San Francisco City and County, Facebook page: www.facebook.com/SF San Francisco Police, Crime Maps: http://sf-police.org/index.aspx?page=1618 San Francisco, DataSF: www.datasf.org Texas, Open Book Texas: www.window.state.tx.us/openbook U.S. Government, Government Printing Office: www.gpo.gov U.S. Government, Recovery.gov site: www.recovery.gov U.S. Government, Army recruiting site: www.goarmy.com U.S. Government, Data.gov: www.data.gov U.S. Government, Department of State, Co.Nx: www.facebook.com/pages/CoNx-See-the-World/26365096875 U.S. Government, Environmental Protection Agency, Puget Sound Information Challenge: http://pugetsound.epageo.org U.S. Government, Graduate School of the U.S. Department of Agriculture: http://graduateschool.edu U.S. Government, Library of Congress photostream on Flickr: www.flickr.com/photos/library_of_congress U.S. Government, National Aeronautics and Space Administration: www.nasa.gov U.S. Government, Transportation Security Administration blog: http://blog.tsa.gov Utah, state portal: www.utah.gov 26 | A H ow-to g u i d e F o r C r e at i n g O p e n G ov e r n m e n t Topic here For additional copies or to download this document, please visit: www.govtech.com/opengov
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