UTG2011 from Utah Interactive on Vimeo.

I know I’m a little late in writing about this so I’ll try not to repeat all the stuff that Alex, Andy, Luke, Abhi, and Kristy have already said. Take a look at their posts below – lots of good stuff in these links.

• New Utah.gov website takes risks
• Utah.gov 2.0: personalized, search-centric design, real-time content
• Bing Bing: Re-designed Utah.gov goes live
• Top 5 Features of new Utah.gov
• A Beautiful New (Government) Website

Instead of providing another review of Utah.gov, I’ll instead give you the five things that I hope federal government sites learn from this newest state government site.

1. Topics not org charts. After eight years of working with federal government clients, one of the things that always drove me nuts has been the prevalence of the “don’t forget about my team” attitude. You know what I’m talking about – you’re working on a new website and everyone on the org chart wants to make sure there’s a link to a his team’s site on the front page. They want their logo added; they want the name of their program/team/initiative/effort front and center. It becomes a very public ego battle instead of a website focused on the user, the members of the general public.
2. Fast and Accessible. Go ahead and perform a search on Utah.gov. Notice the real-time search like you see on Google? Now try the site from your mobile or tablet device. As I mentioned in a previous post, technology has to be fast, accessible, and reliable before any of your users will care about the cool new features.
3. Integration. Active participation (and actual engagement!) in social media isn’t an experimental pilot program or one-off effort by the innovation group here. It’s been fully integrated into the website. In some government agencies, the team that controls the website is totally separate from the team that controls the social media accounts. On Utah.gov however, this has all been integrated into one digital presence.
4. Technology can’t solve all your problems. Let’s go back to that search box. Try a search for the word, “Hunting.” See those first results that come up? Those aren’t generated by Google. Those were generated by the Utah.gov web team after hours of analyzing web metrics and user search trends. While Google’s famed link-based search algorithm may be the ideal solution for crawling the web, it doesn’t always produce the best results when incoming and outgoing links aren’t used as much, like on individual websites and Intranets. Realizing this, the Utah.gov team supplemented the technology with some old-fashioned common sense, and ensured the website users were able to find exactly what they were looking for, even if they didn’t use the precise terms the technology required.
5. Hits don’t equal success. Utah’s Chief Technology Officer, Dave Fletcher, said that five years ago, Utah.gov had 700,000 unique views a month.  Last month, they had 1.4 million unique views. However, when asked how many unique views they were aiming for with this new site, Fletcher said, “our goal isn’t necessarily to get 2 million or 3 million unique views. I’m not nearly as concerned about traffic numbers as I am about creating an “experience that our citizens will be responsive to, and will enjoy. We are focused on supporting the business objectives of the governor – we want it to be easier for citizens to interact with their government.” Success is being measured by dozens of different metrics including the adoption rate of individual services, e.g., the % of people who are registering their vehicles online vs. offline, etc.

We’re less than 48 hours into the launch of the new site and I’ve already seen Hillary Hartley and other members of the Utah.gov team out there addressing some of the feedback they’ve been getting so I know there will be some changes taking place over the next week or so. That’s why I’ll be keeping tabs on Utah.gov from 2,000 miles away – I’ll be interested to see how their users have reacted to the new site and how they are (or aren’t) using it.

Numbers And Finance

To be successful over the long-term, Open Government efforts can't be a separate line item on the balance sheet

With the recent news that several major Open Government efforts including USASpending.gov, Data.gov, and FedSpace may be shut down due to budget cuts and that the Pentagon has disbanded their social media office, many people in the #gov20 community started wondering if their social media, Gov 2.0 and Open Government programs might be next. People rushed to their dashboards to develop PowerPoint slides that illustrated the impact that their social media and open government efforts.

• “We have 5,000 Facebook fans – an increase of 143% over last year!!”
• “Our retweet % has increased by 45% since last month!”
• “Half of our web traffic results from click-throughs on our Twitter posts!”
• “Our Open Government site is one of the Top 5 most popular open government sites!”
• “Our datasets have been downloaded more than 1,000 times this month!”

Here’s the thing – if you’re only using metrics like these, you’re probably next on the chopping block. While they may be impressive to you and to others in the #gov20 community, this approach only marginalizes the impact of open government, making it something that’s a nice-to-have instead of a must-have. Guess which one gets the money when budgets are tight? Social media and open government will only be successful over the long-term if and when it becomes integrated with larger organizational efforts.

The problem is that most open government initiatives have been stood up and led by separate teams – the social media office, the New Media Director, the Open Government Team – rather than by existing functions within the enterprise. This makes open government and/or social media a separate line item in the budget – something that can literally be crossed off on the balance sheet when budgets are tight.

Instead of bragging about having the best blog, open dataset, Facebook page, or Twitter account, try pointing to the impact you’ve had on other people’s ability to do their job. Five thousand Twitter followers don’t mean a whole lot to senior leadership, especially when they don’t even know what Twitter is. However, if the customer service department can point to a 20% increase in customer satisfaction because they’ve integrated Twitter into their processes, simply cutting “social media” becomes less of an option. Instead of pointing to how many times your open datasets have been downloaded, try showing how the number of FOIA requests your organization has received has declined because the data are now freely available.

If you want to ensure the long-term viability of your open government and social media efforts, you have to demonstrate the impact you’ve had on other areas of the organization and how you’ve saved them money and/or improved their performance. Cutting an “Open Government Team” is pretty easy if that’s the only reason for its existence. However, what if:

• the FOIA team stepped up and said that if the the Open Government Team were cut, their budget would have to increase to handle the corresponding increase in FOIA requests;
• the customer service team says that customer satisfaction has increased because they’re using the social media channels established by the Open Government Team;
• the public affairs department can point to a 20% decrease in negative press because they’re using Twitter to engage proactively with the media;
• that recruiting says that the number of recruits has increased by 22% since they started using Facebook;

To insulate your Open Government efforts, stop talking about Open Government and start talking about how your efforts have positively impacted other areas of your organization. Integrate your open government efforts into other parts of your organization instead of building your open government empire. It’s a lot easier to cut something that’s contained within one team than something that’s pervasive throughout the organization.

*Image courtesy of Flickr User KenTeegardin

We've got a long way to go...

In 2010, the position of “New Media Director” within the government has become almost commonplace. From governors to senators to Departments and Agencies, now you can attend a GovUp and leave with more than a dozen business cards, all containing the title of New Media Director. Some may herald this as a sign that yes, the government finally “gets it!”  Some may even look at a role like this as the pinnacle for a social media professional in the DC area.

The role sure sounds enticing to anyone working in the social media community (the below represents a composite job description that you might see):

Job Title: New Media Director
Department: Department of Take Your Pick
Grade: GS-14 or GS-15
Salary Range: $100,000+
Job Summary: Oversee the development and implementation of a new media strategy;  respond to public information inquires via new media outlets; serve as an agency liaison for new media relations; electronically manage the marketing of agency press releases; responds to various important agency and departmental priorities and events; coordinate video and audio production of content and upload to Agency web sites; develop and implement a process for creating and posting content to multiple Agency websites.

Unfortunately, as many of the people with this title have discovered this year, there are some not so minor details that aren’t talked about as often. Let’s read between the lines of the job description -

Job Summary: Oversee the development and implementation of a new media strategy (by yourself, with no staff or budget);  respond to public information inquires via new media outlets (but make sure every tweet gets approved by public affairs first); serve as an agency liaison for new media efforts across the Agency (create Facebook pages and Twitter accounts for people); electronically manage the marketing of agency press releases (make our stuff go viral!); respond to various important agency and departmental priorities and events (get media coverage for our events); coordinate video and audio production of content and upload to Agency web sites (get us on YouTube and create viral videos, but make sure they’re approved by General Counsel and Public Affairs); develop and implement a policy and a process for creating and posting content to multiple Agency websites (but without any actual authority- just get buy-in from all of the public affairs officers – I’m sure they’ll be happy to adhere to your new policy).

Sounds a little less glamorous now, right?

Here’s the problem.  As Gov 2.0 and Open Government became buzzwords within government, more and more senior leaders decided that they needed to have someone in charge of that “stuff.”  Thus, the “New Media Director” was born.  Despite their best intentions, this role has too often become a position that not many people understand, with no budget, no authority, and no real support beyond the front office.  Unfortunately, by creating this separate “New Media Director” position, these agencies have undermined their own public affairs, IT security, privacy, and human resources efforts. The “New Media Director” position has allowed social media to become this separate, compartmentalized thing. Rather than public affairs officers learning about how to use social media because they it’s just part of what they do, they can say, “well, that’s not in my lane.”  Instead of HR learning how to handle employee use of social media, they can say, “well, the New Media Director is handling that Tweeter stuff.”  The law of unintended consequences has struck again.

As these New Media Directors have found out, social media doesn’t exist in a vacuum – there isn’t one person or team that can own it. The position of New Media Director then is just a means to an end. It’s just a phase. No, the end state shouldn’t be when every Agency has a New Media Director, but when every Agency has Communications Directors, Directors of Human Resources, Chief Information Officers, Office of General Counsel who are all knowledgeable about social media and its impact on their specific area of expertise. Teaching a New Media Director how to get the UnderSecretary’s buy-in for some social media effort is just a stepping stone. The real change will come when that New Media Director IS the UnderSecretary.

We should stop aspiring to become New Media Directors where we have to fight for leadership buy-in, and instead aspire to become the leaders ourselves. Otherwise, we risk marginalizing the very movement we’re trying to create.

• Facebook, the behemoth of a social network with 500 million worldwide users, was founded by a college student and his buddies.
• Google, the search engine that processes  more than a billion searches a day, was founded by two graduate students.
• Apple, the ubiquitous electronics company behind the iPhones and iPods we all carry around with us, was started by three guys building computers in their basement.
• eBay, the most successful online auction site in the world, was started when someone bought computer programmer Pierre Omidyar‘s broken laser pointer on his personal auction site.

Read Fast Company. Read Wired. Read Inc. It’s not hard to find hundreds more stories just like these  – entrepreneurial people who have an idea, take a risk and build a business to scale that idea to the public.  Most of these ideas flame out, some become massive successes, but almost all will, at some point, go back to the drawing board and try to do it all again. There’s no shortage of opportunities to fix something or improve on something else, and the beautiful thing about America is that there will always be someone, somewhere, thinking of a way to fix it.

As this year’s Gov 2.0 Summit and Gov 2.0 Expo have shown, this spirit of entrepreneurship has spread to the DC area as well, prompting some to ask if DC can become the next Silicon Valley and Mark Drapeau to wonder about the long-term vision for for open government entrepreneurship. However, what struck me as I read through Mark’s article and GovFresh’s “10 Entrepreneurs Changing the Way Government Works” was they they focused entirely on people working in the private sector. Can civil servants not be entrepreneurs as well?

“One who organizes, manages, and assumes the risks of a business or enterprise.”

Does this not apply to those working IN government too? While they may not be entrepreneurs in the traditional sense, the spirit of entrepreneurship is certainly alive and well among those in the federal, state, and local government.  Unfortunately, while entrepreneurs who identify problems, take risks, and build businesses are celebrated and featured in glowing articles in magazines, those in the government who identify problems, take risks, and drive innovative changes usually toil in virtual obscurity at best, or are reprimanded at worst.

Dilbert.com

True open government entrepreneurship isn’t just about open data or mashups or social networking platforms or DC start-ups. It’s about those civil servants who organize, manage, and assume the risks of changing the way our government works. It’s about those analysts who create a platform that changes the way intelligence analysis is done. It’s about two State Department staffers fundamentally changing how diplomacy works.  Just because they’re not starting a business doesn’t make them any less of an entrepreneur.

Unfortunately, most civil servant entrepreneurs are hidden away from public view and recognition. For every Alec Ross and Sean Dennehy, there are ten other entrepreneurs who instead of being celebrated for their ambition, are penalized for their ambitions. Rather than New York Times articles or speaking slots at O’Reilly conferences, civil servant entrepreneurs instead hear:

• “You can’t talk directly to the Director – you’re not high enough on the totem pole”
• “That’s something that will have to be decided above your pay grade”
• “Make sure you get approval from public affairs before you talk about that. And oh by the way, that process could take 1-2 weeks.”
• “That’s not your job – let so-and-so deal with that”
• “Sure, we might become more efficient, but that means we may also lose 2-3 billets and/or funding”
• “According to policy X, that’s not allowed”

The long-term success of open government entrepreneurship lies not with more open government business models from the private sector, but within the government itself. We must do a better job of creating an environment where innovation and entrepreneurship is encouraged and rewarded. Government isn’t lacking for entrepreneurship opportunities, ideas, or ambitious people – it’s lacking the processes to do something with those ideas and people. Instead of relying on open government entrepreneurs in the public sector, let’s do a better job of encouraging and empowering the entrepreneurs within.

Image courtesy of O'Reilly Conferences on Flickr

As I’ve said many times before, Government 2.0 isn’t about technology, but what that technology enables. When the TSA rolls out an initiative like the IdeaFactory, developing and implementing the technology is the easy part (disclosure: my company has supported the IdeaFactory project).  When the GSA implements the Better Buy Project, getting UserVoice up and running was probably one of the easiest tasks on the whole project.  No, when a government agency decides to use technology to try to become more transparent, participatory, and/or collaborative, the technology isn’t what’s keeping the project leads up at night.  The hardest part of all of these initiatives is figuring how to change the way the government operates.

Managing change in the government is HARD, much harder than in the private sector. Leadership and, consequently, leadership priorities are constantly changing as administrations change. Because of this, employees suffer from change fatigue (if you don’t like how your department was reorganized, wait a year and it’ll change again), middle managers don’t invest in the change themselves, and leaders all too often push forward with their own agendas and goals, current organizational culture be damned. It’s no wonder we’re still talking about how the best way to create Government 2.0 – we’ve been way too focused on the easy part of this, the technology.

But if changing the government is so difficult, then why have some government leaders succeeded in bringing effective changes while so many others have failed?

To try to answer this question, Booz Allen Hamilton teamed with Harvard University Professor of Public Management, Steven Kelman to identify the common methods—the best “leadership practices”—used by successful government executives to transform their agencies and achieve mission goals. By studying 12 federal cabinet and sub-cabinet level agencies from the administrations of former President Bill Clinton and former President George W. Bush, the study determined which organizational strategies worked best for delivering effective, meaningful change in government—and which did not.  More than 250 interviews were conducted with federal agency leaders and their employees, career executives, congressional staff, unions, media, customers, and interest groups.

So, why are some government leaders able to innovate and reinvent themselves and others stagnate?  At this year’s Gov 2.0 Summit in Washington, DC, some of the findings from this study were discussed at the “Do You Have What It Takes to Change Government?” session. If you’re responsible for a Gov 2.0 initiative, here are some of the key findings that you should keep in mind as you attempt to change government.

• Use a collaborative strategic planning process - This isn’t going to happen via a memo or directive alone.  If you believe that your employees will become more open or collaborative because the boss said so, think again. Involve your employees in the strategic planning process. Sure, it takes a little longer, but you’ll be surprised at what you’ll learn and your employees will have some ownership in the change instead of feeling like they’re being told what to do.
• Develop performance measures – what does success look like?  Can you explain how becoming more open and collaborative will help your agency/team/department/group/division better achieve its mission?  Ten thousand Facebook fans isn’t a goal – your goals should be tied to your organization’s goals and objectives, and your employees should be judged on their ability to achieve those goals.
• Be proactive in building relationships with external groups – Your agency doesn’t exist in a vacuum.  Identify other groups who may be impacted, positively and negatively, and proactively go and meet with them.  Talk with them, listen to them, and involve them wherever and whenever you can.
• Re-organize if you need to – Assess the current organization and determine if you can achieve your goals within the current structure. Are there impenetrable stovepipes? Are there too many layers of middle management? Are there personality conflicts and “turf-guarding?”  Don’t be afraid to shake things up and move people around.
• Focus on 2-3 goals – The majority of successful leaders in the study had 2 or 3 goals that were action-oriented and quantifiable. Unsuccessful leaders typically had jargon-filled, tactical, action-based goals that described the effort, rather than the outcome. Gov 2.0 goals should be focused on an outcome – improving customer satisfaction levels or decreasing FOIA requests by making more data available online, etc.  Unsuccessful leaders typically use goals focused on an action – “implement a new knowledge management system” or “use social media more effectively.”

Here’s the full presentation as it was given at the Summit:

These are purposely ridiculous questions – wouldn’t the best developers use the actual tools they’re responsible for building?  Wouldn’t they do their job more effectively if they were actually a user of the product they’re developing? Doesn’t the product have more credibility if the people behind it are believers in the product’s features?  Out of everyone, shouldn’t the development team, at least, be the biggest advocates of the very software they’re implementing?  Shouldn’t they be the ones drinking the Kool-Aid?

Unfortunately, IT departments at large companies and government agencies are too often doing the equivalent of developing Android apps at work and using the iPhone at home. Sharepoint developers implement Sharepoint, yet they don’t use it to manage the implementation. The guys installing your organization’s blogging software don’t realize that the “Add a Picture” button doesn’t work because they don’t have blogs.  The team responsible for increasing awareness of your Enterprise 2.0 platform haven’t even created profiles of themselves.

Now, take a look at the official support areas for WordPress, Telligent, MindTouch, Jive or any of the dozens of social software vendor sites.  Notice anything? The developers are often the most active members of their respective communities and they’re using their own software day after day in the course of doing their jobs. If there’s a glitch involved with posting a new comment to a forum, they’re going to be the first ones to see it, diagnose the problem and fix it.

Sadly, I’ve been seeing these situations increase with the emergence of the Enterprise 2.0 and Government 2.0 initiatives. IT departments are increasingly being asked to implement wikis, blogs, social bookmarking, video-sharing, and dozens of other varieties of collaboration software – software they may know how to code, but often have no idea how to actually use.  They’re just told to “give us a wiki” or “develop a blog for me.”  Actually using the blog or wiki isn’t a requirement.  As as I was told by one programmer a year or so ago when I recommended he start a blog to inform the rest of the community about the latest enhancements and maintenance activities,

“Every hour I spend playing around on a blog post is an hour I spend away from coding!”

Well, that was helpful – thanks! Instead of getting frustrated and ending the conversation, I should have instead elaborated on the benefits that a developer enjoys when he becomes a user instead of just a developer.

• Higher quality product – you can identify bugs and feature improvements before they become problems for other users.
• Increased credibility – If, as a user,  I ask how to upload my photo, guess whose response I’m going to be believe – the guy with an empty profile or the guy who’s been active on the community for the last year?
• Increased “forgive-ability” – Look, we know that these sites will go down occasionally, especially when they’re first being developed.  We can deal with that…if we’ve been reading your blog and know that it’s down this Saturday night because you’re installing the new widget we’ve been asking for. If the site goes down and all we get is a 404 error page stating that the site is down for maintenance…again, we’re going to be less than pleased.
• Content Seeding – Clients are always asking,  “how are we going to get people to actually work on this site and add content?”  Well, before you even launch, if your project team (including developers, community managers, comms people, etc.) actually use the site you’re building, you’ll create a solid base of content before you even start to open it up to more people.  Adding to existing content (even if it’s not related) is always easier than creating something new.
• Common Ground – you become a member of the community instead of the guy behind the curtain making changes willy-nilly. You gain trust and respect because they know that you’re dealing with the same issues they are.  You’re struggling to access the site on your phone too.  You’re not getting the alerts you signed up for either.  You’re not able to embed videos correctly.  You go through what they go through.
• Greater ownership in the final product - The community becomes YOUR community, not something you’re just developing for a bunch of “users.”  You become invested in it and want to make it faster, add new features, win awards, etc. because you’re a part of it.

For all you non-developers out there, would you like your IT staff to be more visible?  Would you be interested in learning more about what’s happening under the hood of your Intranet/Enterprise 2.0 platform?  What other benefits do you see to getting them more involved?

For you developers, what’s preventing you from getting this involved in the communities/platforms that you’re responsible for creating?

Download our Gov 2.0 Capabilities Brochure

I’ll be at the Gov 2.0 Expo this week and I’m hoping that I’ll see you either there, or at one of the happy hours/tweet-ups that will surely be occurring.  If you’re the least bit interested in social media or the future of our government, I’d highly encourage you to register and come down for at least a few sessions. There are more than a hundred GREAT sessions taking place, but if you can’t get to all of them, consider participating in one of these ten hidden gems too.

If you are able to make it down to the Convention Center, make sure you stop by the Booz Allen booth on the Expo floor and say hello to me or to one of the many members of our team who will be attending the Expo as well.  Booz Allen is proud to be one of the Platinum Sponsors and I’m one of the members of the Program Committee – needless to say, everyone here at my firm believes very strongly in the principles of Gov 2.0 and has for some time now.  From our work with the Military Health System to U.S. Pacific Command’s All-Partners Access Network (APAN), Booz Allen has long advocated the principles of transparency, participation, and collaboration with all of our clients.

Grant McLaughlin and Walton Smith, two of our Principals, recently gave a short preview of what they will be discussing at the “Innovations in Gov 2.0” session on Wednesday.

Here are some of the projects we’ll be highlighting over the next three days:

Military Health System (MHS)

To strengthen relationships with its nine million beneficiaries and numerous stakeholder communities, the Department of Defense Military Health System (MHS) partnered with Booz Allen Hamilton to leverage social media (MHS Social Media Hub) to help MHS address service members’ healthcare concerns, collaborate with stakeholders, support combat operations, and enhance its capacity to reach and influence diverse audiences.  If you’re interested in learning more about our work with MHS, find Don Jones at the Expo or read more here.

U.S. Pacific Command All-Partners Access Network (APAN)

Booz Allen is working with PACOM to create APAN, a secure platform to foster collaboration and communication between government agencies, international partners, and non-government agencies.  The U.S. Pacifc Command (PACOM) operates in the Pacifc Rim with numerous actors (military, civilian, government, non-government) who must all cooperate in crisis and disaster response situations, joint exercises with foreign militaries and other events where open information flow is essential to success.  APAN has file sharing applications, wikis, blogs and calendaring tools to coordinate schedules. The system also supports mobile applications and integrates public social media sites, such as Twitter and Facebook, as well as sophisticated geospatial systems, such as Open Street, to create detailed maps of damaged areas. The system is designed to handle extremely secure communications, while also interacting with  the general public and disaster relief workers  and organizations. If you’re interested in learning more about APAN, talk to Walton Smith at the Expo or learn more on Bill Ives’ blog here.

U.S. Navy Chief of Information Office (CHINFO)

Booz Allen partnered with the Navy’s Emerging Media Directorate within CHINFO to develop a strategy for providing guidance to all Navy Commands on how to successfully integrate social media into their Public Affairs activities. We worked closely with the Navy Office of the Chief of Information (CHINFO) Emerging Media & Integration Team to develop a plan to:

• Integrate and optimize CHINFO’s use of social media as engagement tactic
• Achieve greater understanding of the use of social media among 300+ Public Affairs Officers
• Foster and align use of social media by commands and commanders (400,000+ Active Duty & Reserve personnel)
• Achieve recognition for the Navy as a military/government leader in social media

To learn more about what the Navy’s doing with social media, check out the Navy’s social media directory and SlideShare account. Or find Commander Scott McIlnay or Tracy Johnson at the Expo.

DHS First Responders Communities of Practice

Booz Allen is working with the DHS Science & Technology Directorate to build and manage the DHS First Responders Community of Practice – a platform that serves the nation’s 2.8 million emergency first responders (e.g., fire, emergency management, law enforcement). Launched in December 2009, the First Responders CoP is designed to decrease duplicate efforts across the various first responder communities and disciplines.  Users can connect with other first responders, create and join communities, create, share and edit documents, blogs, and discussions.  In addition, users can add “expertise tags” which allow them to easily find someone with specific expertise and view and connect to other users with similar expertise.

To learn more, make sure you attend Jose Vazquez’s presentation on Tuesday evening, or find Alexis Fabbri or Walton Smith on the Expo floor.

Meet our People

Stop by booth 309 (I think) to talk with our experts on privacy, cybersecurity, social media, Enterprise 2.0, identity and more.  Make sure that you follow all of our Booz Allen attendees on Twitter too!

Want to Work for Booz Allen?

Make sure you stop by our booth and find Annie Chae (@anniechae), one of our lead recruiters and one of my favorite people.  She’ll be able to answer all your questions about working for us.

Even if you have no interest in the work that we’re doing, make sure check out the full program schedule and try to come by and get to know some of the people who are driving this transformation in the way our government operates.

“So, explain to me again why we should be playing around with [insert your social media tool of choice here]?  What’s the ROI of doing this?  I just don’t see how talking about what you ate for dinner on your ‘blog’ is going to help us accomplish the mission.”

Now, at this point, I’m usually fighting an internal battle between jamming a pencil in my eye or resisting the urge to shake the executives and yell, “why don’t you understand the benefits of open collaboration and communication??!!!”

Granted, the discussion doesn’t usually devolve to that level (but imagine how much more fun meetings would be if they did), but I’ve spoken to a number of people in the Gov 2.0 community who have experienced similar frustrations.  While there’s no shortage of resources for how to measure the ROI of social media, but unlike commercial companies, our government doesn’t use social media to make money or to sell products.  One can’t measure the value of using social media in a government agency in sales or revenue.  How do you measure the value of transparency?  How do you measure the value of open collaboration?  And even if you could, how do you make the case that transparency is worth the investment?

As Katie Paine says in Jason Falls’ excellent post on this topic, “Ultimately, the key question to ask when measuring engagement is, ‘Are we getting what we want out of the conversation?’”

So, are government agencies getting what they want out of the conversations?

That’s why Booz Allen Hamilton has teamed up with GovLoop to conduct an investigation into the usage of social media by our government at the federal, state, and local levels. We want to identify and assess the impact that the use of social media has had on efficiency, morale, budgets, outreach, internal communications, leadership effectiveness and other results.

To that end, we are conducting a survey of GovLoop members (survey is only open to members of GovLoop, so if you haven’t joined yet, this is a good reason to do so!) to get their input on what’s worked, what hasn’t, and why. The results of this survey will be published in a report and (hopefully) shared later this month at the Gov 2.0 Expo in Washington, DC.

For each survey respondent, GovLoop will also make a donation to the Social Media Club – Education Connection to further the development of social media education at our country’s colleges and universities.

If you’re a member of GovLoop, please take the survey and help us identify what types of benefits (if any) you and your organization are seeing from social media.

*I realize that there will be GREAT resources out there that I miss in this post – PLEASE add them below as a comment so that others may benefit!!!

The Fundamentals

1. Government 2.0 is about more than just social media. I define it as “the strategic use of technology to transform our government into a platform that is participatory, collaborative, and transparent” but that’s just one definition – there are a LOT more.  However, to make this post manageable for you guys, I’ll be focusing primarily on the social media and communications side of Government 2.0 here.
2. Read the Twenty Theses for Government 2.0 – if you’re interested in this world, read these basic tenets of how social media and the government works
3. You’re not going to learn this stuff via books and blogs alone – you’re going to have to get your hands dirty and actually use these tools to interact with the people you’re trying to reach.
4. Don’t apply mass media (press releases, TV, radio, etc.) rules and processes to this. Good fundamentals in interpersonal communication will serve you well.  There are no audiences or eyeballs any more – you’re going to be dealing with real people here.
   

   Gov 2.0 milestones from 2009

5. Getting “good” at this is going to take time. I can’t give you a checklist of things to do and magically, you’re going to be good at it when you’re done. While I wish it were that easy, just keeping up with all of the changes that are taking place in the government is hard enough. The environment has changed so much even in the last year. That’s why all these steps will get only get you started – it will be up to you to keep the progress up!

The Starter Videos

• Go to http://www.commoncraft.com and watch their videos on technology – great starting point to understand the basics
• Watch the Social Media Revolution video as it will give you some great stats on the impact of social media)
• The Us Now Video (warning: it’s an hour long, but it’s a fantastic, inspiring piece on Government 2.0)
• Web 2.0 … The Machine is Us/ing Us by Michael Wesch
• Don’t try to be a social media guru like this guy (Warning: NSFW language)
• Social Media ROI by Socialnomics – wondering whether social media is worth the effort? Watch this video to see why it is.

Baby Steps

• Do a Google search on your name. Find out what’s available online about you already – this is your first impression to most people.  Do you have a popular name and the results are flooded with data that’s not about you? Doesn’t matter – I don’t know that that’s not you.  You NEED to be aware of what’s out there about you and what can be associated with you.
• Set up a Google Alert for your name/organization so that you’re notified whenever someone writes a blog post, news article, etc. about you or your organization.
• Read Chris Brogan’s “If I Started Today” and his “Social Media Starter Pack” posts
• Do some internal research.  Search your organization’s Intranet to see who in your organization is already doing something with social media or Government 2.0.  Find out who the experts are within and introduce yourself to them.  Have a meeting with them and find out what they recommend/where you might be able to help. I know this is all new to you, but chances are, someone has already started doing something with social media internally.
• Do some external research.  Google your organization’s name and “social media” or “Government 2.0” or “open government.”  Find out what, if anything, is being said externally.  Maybe you’ll find out additional names of people you can reach out to or maybe you’ll find nothing – either way, it’s better to have done your research first.
• Find your organization’s social media policy/guidelines and memorize them. Print them out and stick them to your wall.  If your organization doesn’t have any social media guidelines, find your external communications policy and see if it’s covered in there. If not, then go and talk with your public affairs/external communications team and have a conversation about this.

Setting the Stage

The government – federal, state, and local – isn’t some late adopter in social media. In many cases, they’re leading the way. Before you start thinking that just because you work in an office that still only has Internet Explorer 6, and any social media knowledge is just going to blow everyone away, take a look through some of these influential  documents on what the government is doing in this area.

• Social Media and the Federal Government: Perceived and Real Barriers and Potential Solutions – written in 2008 but should give you an idea of how far we’ve come since then. Many of the points are still valid.
• Transparency and Open Government Memo – issued the day after President Obama took office
• Open Government Directive – issued on Dec. 8, 2009, this directive directs executive departments and agencies to take specific actions to implement the principles of transparency, participation, and collaboration set forth in the President’s Memorandum
  

  The Open Government Directive set the wheels in motion for a lot Government 2.0 initiatives

• GSA Terms of Service Agreements with social media providers – GSA has signed agreements with Facebook, MySpace, Flickr, YouTube, Vimeo, Blist, Slideshare, AddThis and blip.tv, and is in discussions with many other providers that offer free social media services
• Department of Defense (DoD) Official Policy on Social Media – this policy states that the default level of access should be open so that all of DoD can use social media.
• OMB’s Guidance on Using Challenges and Prizes to Promote Open Government – highlights the policy and legal issues related to implementing the Open Government Directive
• The White House’s Open Gov Dashboard – Quick look at how the individual agencies are faring in implementing the Open Government Directive
• The Federal Government’s Open Gov Tracker – Government agencies are soliciting the public’s ideas on how to make them more transparent, participatory, collaborative and innovative.
• The White House’s Open Government Innovations Gallery – take a look at some of the best examples of open government done well

Books

If you’re a book reader, go out and get the following:

• The Cluetrain Manifesto
• Putting the Public Back in Public Relations
• Naked Conversations
• Here Comes Everybody
• Groundswell
• Wikinomics

Daily Reading

• Get started with Google Reader – this will become your hub where you will be able to subscribe to the latest news, tips, tricks, advice, and trends anywhere on the Internet
• Subscribe to the following social media blogs (just a starting point – click around on their blogs to see who they’re reading too):
  • Chris Brogan’s blog
  • The Social Media Explorer by Jason Falls
  • Mashable
  • Web Strategy by Jeremiah Owyang
  • The Buzz Bin
  • PR-Squared by Todd Defren
  • Shel Holtz’s blog
  • Cheeky Fresh by Mark Drapeau
  • Social Butterfly by Alex Bornkessel
  • KD Paine’s blog for the absolute best resources on measuring and evaluating your social media efforts
  • Head over to Alltop and browse through their listing of social media resources too
  • Now, subscribe to the following Government 2.0 blogs (again, just a starting point – see who these folks are reading and consider subscribing to their blogs too):
    • Social Media Strategery (that’s me J)
    • Craig Newmark’s blog
    • GovTwit by Steve Lunceford
    • GovFresh
    • GenShift by Andy Krzmarzick
    • Andrea DiMaio’s blog
    • Transformation in the Federal Sector
    • FedScoop
    • Governing People (disclosure: I’m on their Board of Editors)
    • Digiphile by Alex Howard
    • On Dot Gov by Gwynne Kostin
    • Andrew Wilson’s Posterous
    • Doug Beizer from Federal Computer Week
    • The Dorobek Insider by Chris Dorobek
    • NextGov
    • OhMyGov!
    • Now, make sure you actually read the posts on those sites.  Start your day by opening your RSS reader and clicking through to see what’s new.  In coordination with your organization’s social media guidelines/policies, start commenting on these sites. Don’t just listen – start engaging too. Get comfortable with writing a blog comment on a public site, even if it’s as simple as saying “I loved reading this post.”

Become Part of the Online Community

• Get on LinkedIn. Here’s a good primer on how to get started there. LinkedIn is the most popular business-oriented social networking site there is. It’s low risk, and it will give you a starting point for your online activities.
• Join GovLoop, the “Facebook for Government” with more than 25,000 members, and read through their Getting Started Guide. Try to visit at least once a day.
  

  Join GovLoop if you haven't already

• Join Twitter (watch Twitter in Plain English). No, it’s not just a site where you’re going to hear what people ate for lunch. This is where you’re going to get a chance to meet and interact with some of the top social media and Gov 2.0 minds in real-time.  Once you create your account, start by following these people/lists:
  • Read LifeHacker’s The Six Ways You Should be Using Twitter
  • Take a look at the people I’m following for a good mix of social media, Government 2.0 (and some sports) types
  • Adriel Hampton’s excellent Gov 2.0 List
  • Mashable’s Who’s who in social media list
  • GovTwit is an exhaustive list of every Government 2.0-related person/org on Twitter
  • UPDATE (thanks VideoMinutes!): Set up searches for the two primary hashtags related to Government 2.0 – #opengov and #gov20

Protecting Your Privacy

• As you’re signing up for these social networking services, and you start “getting out there,” don’t forget that there are privacy implications to everything you post online. While the following resources will help educate you on the privacy policies and best practices of social media, I always tell people not to post anything online that you wouldn’t want your boss/mom seeing. I don’t care what check boxes you select or what privacy setting you use – if it’s online, consider it public.  Facebook doesn’t have a setting to prevent “right click, save as” or from hitting the PrintScreen button and grabbing a screenshot. 
  • WIRED’s Threat Level Blog – great source for the latest in online privacy and security issues
  • Social Media Security Blog - really good blog how to balance the open and transparent nature of social media with protecting your privacy
  • Quick tips on privacy and security on LinkedIn – stay safe on LinkedIn
  • How to Use Facebook Privacy Settings and Avoid Disaster – Don’t be that guy that gets fired for posting that picture of you doing bodyshots with that “friend” you met on spring break
  • A Guide to Your Twitter Privacy and Location Safety – Twitter just added a geo-location feature – what does that mean to you?

Newsletters

• Subscribe to the Daily Scoop from FedScoop
• Subscribe to the SmartBrief on Social Media – fantastic daily email newsletter on the top social media stories of the day (disclosure: I’m on their Advisory Board)
• Subscribe to KD Paine’s Measurement Standard newsletter for the latest news, tips, and strategies for measuring and evaluating social media
• If you’re a member of GovLoop, you’ll also receive the GovLoop Weekly, a newsletter highlighting the best of GovLoop each week

Bookmark These Government 2.0 Resources

• Check out the Federal Government’s Social Media SubCouncil’s wiki – this is a group of government web managers at the federal, state, and local levels who are bringing together social media best practices and other resources for the benefit of government agencies
• Check out the Federal Web Manager’s Council page and get familiar with what they do.
• GovLoop’s “Best of” Gov 2.0 Presentations

Social Media is About Connecting Offline Too

Becoming comfortable and effective with social media doesn’t mean just mean sitting in front of your computer either.

• Get out there and meet some of these people too!  Join the Social Media Club (it’s free) and find your local chapter.  This is a GREAT way to get to know other social media professionals and learn from them.
• Mashable’s Weekly Calendar of Social Media Events
• GovLoop’s Gov 2.0 Events
• My Gov 2.0 Events Calendar (DC area focus)
• Open Government & Innovations Conference
• Gov 2.0 Expo
• Gov 2.0 Summit 2010

GovLoop profiles a new member every week, and GovFresh has highlighted several members of the Gov 2.0 community as Gov 2.0 heroes. If you get a chance, introduce yourself to these people as I can virtually guarantee you that someone has already experienced whatever challenge you’re facing and can probably help you overcome it.

Congratulations if you made it this far!  At this point, you will be pretty overwhelmed – that’s ok!  Back when I got started with social media at my company, it took me around six months to go from “hmmm, this is interesting” to “let’s actually do something with this as an organization!” Spend some time reading, learning, playing, meeting, and talking with people until you are comfortable with the concepts and tools of social media and the government.

The Sunlight Foundation's interpretation of a logo for open government

Once you’re comfortable with the principles and tools of social media, now you can start applying them to your organization. Start by reviewing this handy social media strategy worksheet from AIDS.gov, as well as this super list of social media case studies from organizations around the world. From the public sector, check out all of the case studies that were highlighted at last year’s Gov 2.0 Expo Showcase and this year’s Gov 2.0 Expo.

Your next step will likely be step 3 in my “Bringing Social Media to Your Organization Playbook.”  By this point, you should be pretty saturated in the world of social media, (and have hopefully dropped me a tweet or two), so I’ll end this massive post here as you should be well on your way to adding yourself to my lists of resources above.  Just keep in mind that you may soon find yourself following the evolution of the social media evangelist – be aware of the stages that you may very well find yourself in, and start identifying ways to mitigate the challenges that they may present.

“Dear U.S. Government,

There’s been a lot of media coverage about you becoming more open and transparent. There have been a multitude of new policies, conferences, guidelines, platforms, and even awards for things related to something called Government 2.0 and Open Government. You people in DC sure are talking a good game – trotting out your iPhone apps, Twitter feeds, blogs, and wikis - and I suppose I should care about those things, but in reality, I haven’t got the slightest clue why any of that matters to me. I, like 95% of America, don’t use Twitter, I don’t have any idea how to mash anything up, and I don’t care enough about your agency to read your blog.

I’m not sure why I should care about open government -sure these things are nice and all, but it hasn’t really changed anything.  You know what would change things? If my Congressman would actually explain what he does on the Hill – what is she/he doing on a daily basis to make my life better?  If someone at the IRS could explain the tax code to me. If someone at the metro could tell me when my train will be ten minutes late, and why they’re only running four car trains at rush hour. If I knew when my street was going to be plowed. But most of all, I want government to just work. I just want to stop dreading having to interact with the red tape and the bureaucracy, and I want to feel like my government is there to help me.”

- Sincerely,

John Q. Public

The Open Government Directive set the wheels in motion for thousands of government 2.0 intitiatives but means little to the average citizen

I’m not going to get into whether the general public needs to understand what “Gov 2.0″ is  or not, but there is one thing that we in the Gov 2.0 community need to do a better job of and it’s not educating the public on what open government is or why they should care.  No, what we need to do is start calling more attention to things like the DC DMV’s real-time video feed of their lines, like NextBus to alert riders when their next bus is coming, like what Santa Cruz is doing to involve its citizens in the budget process.

While something like Data.gov may eventually become the backbone for hundreds, maybe thousands, of revolutionary open government initiatives down the road, it’s not impacting the average citizen’s life RIGHT NOW.  To the average citizen, it’s not revolutionary – it’s just another government website.

Building an open government is kind of like building a successful sports team. While team management may have a vision of where they want to be in five years and may be taking steps to build the infrastructure – drafting young players with potential, cutting older/overpaid veterans, and putting in a new strategy – so that they are successful in five years, they also realize that they can’t just concede the next five years and hope their fans will keep coming back. So they sign some veteran free agents to help the team compete in the short term. They may make a trade to help build some excitement among the fan base. They may lower ticket prices. They realize that even though a championship may realistically be years away, the team has to continue to show the public that they care about them and that they’re doing what they can to win, both in the short term and over the long term.

So, no, the public doesn’t need to understand what Gov 2.0 or open gov is – but they do need to understand that their government is actively trying to do more to communicate and collaborate with them. Let’s not get too caught up in what Open Government could mean in the future, and forget about the little things that we can do for the public right now. Implement customer service training for everyone who could interact with the public, fix the speakers on the metro so that people can understand what’s being said – it’s these little things that will go a long way in establishing the trust among the public (our fans) that we’re committed to building a truly open government, now and into the future.