Community service and the web are made for each other. People banding together to help others is no better demonstrated internationally than by the Haitian relief effort. There's also a wealth of exceptionally worthy community service projects in your local area that don't usually show up on TV. For those projects, there's an outstanding website that has recently launched: AllForGood.org.
The AllForGood.org website was created by volunteer techies from organizations like Google, Craigslist Foundation, UCLA, YouTube, and others. The site serves as a portal for community service listings. According to AllForGood, "The activities you find on the site come from nonprofits, companies, self-organized groups, and individuals. Founding activity providers include 1-800-volunteer.org, 1 Sky, AARP, American Solutions for Winning the Future, American Red Cross, City of New York, The Corporation for National and Community Service, craigslist, Girl Scouts of the USA, Habitat for Humanity, HandsOn Network and Points of Light Institute, Idealist, MeetUp, Mentor, Network for Good, Organizing for America, ServeNet.org, Sierra Club, TechMission, The Extraordinaries, Truist, United Jewish Communities, United Way, Volunteer2, VolunteerMatch and Youth Service America."
Local community teams can post and track their own service projects, needs, and efforts easily. As each week goes by, local municipalities have increasingly jumped on board. Because the software used to create the site is open source, many projects have built in features and functions to enhance the experience. It's fun and contagiously effective.
As mobile connectively and social networking technology expand even further, old problems with communication and coordination fall by the wayside. Community service projects can be transformed and, in some cases, dramatically revitalized.
AllForGood.org is good for all. It's an incredible example of how technology can serve help the community.
Monday, February 1, 2010
Monday, January 25, 2010
M-Government: There's an app for that.
For the past 10 years, e-Government technologies and services ramped up quickly, particularly in Europe and Asia. e-Government projects primarily focused on web-based Internet applications to improve governments’ most-popular functions. These functions are now expanding by leaps and bounds thanks to the proliferation of mobile devices creating a new direction: mobile government (m-Government). While m-Government systems have gained greater traction overseas where broadband coverage has been robust and the the culture of mobile applications is more advanced, m-Government in the U.S. is on the verge of taking off.
The value of m-government comes from its ability of the applications to support the mobile accessibility of the citizens, businesses, and internal operations. Wireless applications can enable greater prioritization and mobilization of government officials in handling real-time information concerning crimes, accidents, citizen opinion, special events operations, public works projects, safety and other issues of community concern. The bottom line indicates that intelligently deployed mobile apps increased efficiencies (time and quality of results) by over 40% while decreasing costs by 35%. Not too shabby.
The public’s adoption of smartphones is increasingly bringing an expectation of “There’s a app for that.” It’s time for local governments to be ready, willing, and able to “be mobile.”
My advice to government officials who want to take advantage of m-Gov's capabilities: Get up to speed on mobile strategies, put together a plan, run the numbers, and get going.
If you're in government and need some help with m-Government technologies and supporting apps, contact Technivista.
The value of m-government comes from its ability of the applications to support the mobile accessibility of the citizens, businesses, and internal operations. Wireless applications can enable greater prioritization and mobilization of government officials in handling real-time information concerning crimes, accidents, citizen opinion, special events operations, public works projects, safety and other issues of community concern. The bottom line indicates that intelligently deployed mobile apps increased efficiencies (time and quality of results) by over 40% while decreasing costs by 35%. Not too shabby.
The public’s adoption of smartphones is increasingly bringing an expectation of “There’s a app for that.” It’s time for local governments to be ready, willing, and able to “be mobile.”
My advice to government officials who want to take advantage of m-Gov's capabilities: Get up to speed on mobile strategies, put together a plan, run the numbers, and get going.
If you're in government and need some help with m-Government technologies and supporting apps, contact Technivista.
Monday, January 18, 2010
A Web 2.0 plan of attack
Since the beginning of last year, I've noticed a significant upswing in interest from the public sector wanting to learn how to implement and leverage social networks. I think the light bulb clicked on suddenly as government officials watched the 2008 presidential campaigns. In particular, people heard how Barack Obama's campaign was extremely effective in its use of social networking tools (thanks mostly to one of Facebook's creators, Chris Hughes).
When clients hire us to develop a comprehensive online strategy it involves:
1. Their websites (public and intranet)
2. Social networking presence (blogs, Twitter, YouTube, Facebook, email, mobile communications, etc.)
3. Managing the process efficiently and effectively.
The steps I advise them to take are:
1. Develop an understanding of how all of these tools work - who's using them, what purpose is being served, the different ways that specific agencies/departments use them.
2. See how each tool has its own strengths and weaknesses, and how they fit together in serving your overall strategies. The vast majority of people I speak to initially "don't get" how or why these tools are being used. Hire someone who understands the public sector and social media (like Technivista) to do a "Intro to Web 2.0" class.
3. Create a strategic plan involving a) integrating and aligning all online components together to support your mission/responsibilities, b) generate an action plan (what, how, who, when, metrics), c) do the money math (time, technology, potential cost-savings, new expenses, etc.).
4. Implement the plan in phases. Don't jump in all at once. Start with something simple in one area. Usually I recommend something for internal use only or a special events department. For a Twitter example see the City of Chicago - Mayor's Office of Special Events. A pretty good Facebook example is the City of North Charleston.
5. Monitor and track usage, feedback from users, and resource requirements.
While you get tremendous bang for your buck with this stuff, there are two common misconceptions to avoid:
Misconception #1 - Implementing these tools is virtually free.
Places that currently do this right find out there are associated costs in training, staff time, measurement/analysis tools, legal consultation, video production, technology management, cross-media coordination, public relations, and several other aspects to figure into the equation.
Misconception #2 - It's simple and easy to do.
These tools are spreading like wildfire and quickly turn into a major force to be managed and supported. In addition, new tools and functionality emerge (particularly in the mobile category). It gets complicated pretty quickly, especially as users and producers get more sophisticated and creative. (And the roles of users and producers get merged.)
When clients hire us to develop a comprehensive online strategy it involves:
1. Their websites (public and intranet)
2. Social networking presence (blogs, Twitter, YouTube, Facebook, email, mobile communications, etc.)
3. Managing the process efficiently and effectively.
The steps I advise them to take are:
1. Develop an understanding of how all of these tools work - who's using them, what purpose is being served, the different ways that specific agencies/departments use them.
2. See how each tool has its own strengths and weaknesses, and how they fit together in serving your overall strategies. The vast majority of people I speak to initially "don't get" how or why these tools are being used. Hire someone who understands the public sector and social media (like Technivista) to do a "Intro to Web 2.0" class.
3. Create a strategic plan involving a) integrating and aligning all online components together to support your mission/responsibilities, b) generate an action plan (what, how, who, when, metrics), c) do the money math (time, technology, potential cost-savings, new expenses, etc.).
4. Implement the plan in phases. Don't jump in all at once. Start with something simple in one area. Usually I recommend something for internal use only or a special events department. For a Twitter example see the City of Chicago - Mayor's Office of Special Events. A pretty good Facebook example is the City of North Charleston.
5. Monitor and track usage, feedback from users, and resource requirements.
While you get tremendous bang for your buck with this stuff, there are two common misconceptions to avoid:
Misconception #1 - Implementing these tools is virtually free.
Places that currently do this right find out there are associated costs in training, staff time, measurement/analysis tools, legal consultation, video production, technology management, cross-media coordination, public relations, and several other aspects to figure into the equation.
Misconception #2 - It's simple and easy to do.
These tools are spreading like wildfire and quickly turn into a major force to be managed and supported. In addition, new tools and functionality emerge (particularly in the mobile category). It gets complicated pretty quickly, especially as users and producers get more sophisticated and creative. (And the roles of users and producers get merged.)
Sunday, January 17, 2010
Google Wave - a game changer for local government?
We are fortunate to live in a country that Abraham Lincoln described as having "government of the people, by the people, for the people..." But our people's government has some long-standing problems:
1) Few citizens feel they are kept informed of current actions on issues relevant to them. They feel left "out of the loop" in a system designed to be "of the people."
2) When they actually are aware of what's going on, few of those citizens feel their voices (ideas, concerns, etc.) are being heard and considered. The "by the people" part lacks substantive meaning.
3) As local government decisions and actions impact the public, few citizens feel they can see and evaluate the value (or lack of value) of the actions. The "for the people" part is usually unclear or subject to spin.
Google Wave (coming later this year) is a tool that, if used well, could go a long way towards washing away these problems.
To illustrate using a simple scenario, I'd like to build on a blog post by Michele Ide-Smith. imagine this...You are invited (via email, Twitter, Facebook, or even Google Wave) to attend an online consultation about the local Council’s plans to build a major new housing development, which will provide affordable housing. The meeting is going to be relatively short, about 45 minutes. Before the meeting, you use your browser to go to a specific "Wave" concerning the proposed project and you view a brief video about the development proposal. You look at interactive maps of the plans. You read associated snippets of documents. Then as the online consultation gets underway, you join in discussions in realtime, along with other citizens, councillors, council officers and the developers. During the discussions further snippets of document, images and video are added by the participants relating to the points that are discussed. The facilitators focus the discussions on key themes. The discussions are fairly open and the facilitators invite you to take part in opinion polls as the discussions progress. The facilitator brings the meeting to a close and thanks the participants for taking part.
After the meeting you replay some of the discussions that took place and read through some of the threads that you missed during the meeting. A couple of days later the Council post a formal response to all the points which couldn’t be addressed in the meeting, in context within the original discussions.
Then, you decide this is something you're really interested in and continue to participate in a very flexible and fluid online, public committee that begins to improve and "mashup" the original proposal. This creative collaboration not only builds a more ideal plan quickly (or with the deeper examination, rightfully kills the project due to previously unseen show-stoppers or general lack of value) but helps generate project buy-in because of wider participation and understanding.
As the project proceeds, its progress (and ongoing issues: cost changes, jobs created, move-in dates, neighborhood economic impact) is comprehensively updated by project leaders using charts, videos, spreadsheets, etc.). Once the project's phases are completed (planning, construction, marketing, occupancy, maintenance, etc.), post-phase reviews can be conducted to hear and learn from what went right and what didn't.
It's a government project "of the people, by the people, for the people."
Google Wave is currently in limited beta testing (about 100,000 users). Once it's widely launched, if the Google Wave model is adopted at the pace of a Twitter or Facebook and becomes the emerging norm, it will carry game changing potential for local government.
1) Few citizens feel they are kept informed of current actions on issues relevant to them. They feel left "out of the loop" in a system designed to be "of the people."
2) When they actually are aware of what's going on, few of those citizens feel their voices (ideas, concerns, etc.) are being heard and considered. The "by the people" part lacks substantive meaning.
3) As local government decisions and actions impact the public, few citizens feel they can see and evaluate the value (or lack of value) of the actions. The "for the people" part is usually unclear or subject to spin.
Google Wave (coming later this year) is a tool that, if used well, could go a long way towards washing away these problems.
To illustrate using a simple scenario, I'd like to build on a blog post by Michele Ide-Smith. imagine this...You are invited (via email, Twitter, Facebook, or even Google Wave) to attend an online consultation about the local Council’s plans to build a major new housing development, which will provide affordable housing. The meeting is going to be relatively short, about 45 minutes. Before the meeting, you use your browser to go to a specific "Wave" concerning the proposed project and you view a brief video about the development proposal. You look at interactive maps of the plans. You read associated snippets of documents. Then as the online consultation gets underway, you join in discussions in realtime, along with other citizens, councillors, council officers and the developers. During the discussions further snippets of document, images and video are added by the participants relating to the points that are discussed. The facilitators focus the discussions on key themes. The discussions are fairly open and the facilitators invite you to take part in opinion polls as the discussions progress. The facilitator brings the meeting to a close and thanks the participants for taking part.
After the meeting you replay some of the discussions that took place and read through some of the threads that you missed during the meeting. A couple of days later the Council post a formal response to all the points which couldn’t be addressed in the meeting, in context within the original discussions.
Then, you decide this is something you're really interested in and continue to participate in a very flexible and fluid online, public committee that begins to improve and "mashup" the original proposal. This creative collaboration not only builds a more ideal plan quickly (or with the deeper examination, rightfully kills the project due to previously unseen show-stoppers or general lack of value) but helps generate project buy-in because of wider participation and understanding.
As the project proceeds, its progress (and ongoing issues: cost changes, jobs created, move-in dates, neighborhood economic impact) is comprehensively updated by project leaders using charts, videos, spreadsheets, etc.). Once the project's phases are completed (planning, construction, marketing, occupancy, maintenance, etc.), post-phase reviews can be conducted to hear and learn from what went right and what didn't.
It's a government project "of the people, by the people, for the people."
Google Wave is currently in limited beta testing (about 100,000 users). Once it's widely launched, if the Google Wave model is adopted at the pace of a Twitter or Facebook and becomes the emerging norm, it will carry game changing potential for local government.
Thursday, January 14, 2010
Web 2.0 hits critical mass in government
Web 2.0, a hot topic these days in local government, is used to define ever-changing group of Web-based tools designed to increase the flow of information between 1) government and its citizens, and 2) government staffers and other employees. In 2009, Twitter hit the big-time in both the public and private sectors.
On the plus side, Twitter is used pretty effectively by some local governments to:
- Broadcast public safety and emergency notifications.
- Extend the reach of existing government messages by providing or linking to bulletins, news, speeches, web updates, YouTube videos) by building relationships with relevant audiences including citizens, local businesses, and key influencers such as journalists and bloggers.
- Provide a informed, user-friendly voice of the government to promote understanding and interest in the business of government.
- Demonstrate thoughtful leadership and credibility by increasing visibility as attentive, knowledgeable officials.
- Demonstrate to businesses that the city is technically astute and progressive.
- Augment their intranet to provide instant, concise internal announcements and breaking news.
But Twitter isn’t the only Web 2.0 phenomenon. Facebook and YouTube have achieved critical mass as well. But the “everybody in the pool!” rush into social media raises questions, such as what happens when employees and employers are Facebook "friends." Organizational leaders now have to decide if this emerging social dynamic poses a threat to internal relationships or if it's just a new way for workers and bosses to communicate.
In the end, it’s somewhat out of the control of the powers-that-be because ready or not, Web 2.0 has made its way into every government organization. And how these tools are being used is evolving at a rapid rate. For example, text messaging began replacing water cooler gossiping a few years ago, especially among younger employees. Blogs, wikis, and Facebook walls are popping up as faster and easier ways for government to connect with their constituents, at least with those citizens who favor the web way of staying informed. The control of information is being loosened from the grasp of the few to the place where anybody who knows anything has the capability of instantly spreading the word. For some agencies, this ubiquitous empowerment has its benefits – the word gets out fast to those who need it. It has its downside as well – misinformation can spread at the pace of a virus as well.
Some agencies have done their homework and are using Web 2.0 tools to improve internal processes and help make the public and their employees more aware of important issues, decisions, and situations. Others are using Web 2.0 but don’t know why or how to leverage its power, and that’s where trouble begins.
For local governments, the right approach involves developing a real understanding of these tools and how they’re being used. Then, apply the understanding to answer the question of “How can we use them to improve our processes and communication avenues?” Finally, strategically deploy these tools…quickly. The days of denying their use are gone.
On the plus side, Twitter is used pretty effectively by some local governments to:
- Broadcast public safety and emergency notifications.
- Extend the reach of existing government messages by providing or linking to bulletins, news, speeches, web updates, YouTube videos) by building relationships with relevant audiences including citizens, local businesses, and key influencers such as journalists and bloggers.
- Provide a informed, user-friendly voice of the government to promote understanding and interest in the business of government.
- Demonstrate thoughtful leadership and credibility by increasing visibility as attentive, knowledgeable officials.
- Demonstrate to businesses that the city is technically astute and progressive.
- Augment their intranet to provide instant, concise internal announcements and breaking news.
But Twitter isn’t the only Web 2.0 phenomenon. Facebook and YouTube have achieved critical mass as well. But the “everybody in the pool!” rush into social media raises questions, such as what happens when employees and employers are Facebook "friends." Organizational leaders now have to decide if this emerging social dynamic poses a threat to internal relationships or if it's just a new way for workers and bosses to communicate.
In the end, it’s somewhat out of the control of the powers-that-be because ready or not, Web 2.0 has made its way into every government organization. And how these tools are being used is evolving at a rapid rate. For example, text messaging began replacing water cooler gossiping a few years ago, especially among younger employees. Blogs, wikis, and Facebook walls are popping up as faster and easier ways for government to connect with their constituents, at least with those citizens who favor the web way of staying informed. The control of information is being loosened from the grasp of the few to the place where anybody who knows anything has the capability of instantly spreading the word. For some agencies, this ubiquitous empowerment has its benefits – the word gets out fast to those who need it. It has its downside as well – misinformation can spread at the pace of a virus as well.
Some agencies have done their homework and are using Web 2.0 tools to improve internal processes and help make the public and their employees more aware of important issues, decisions, and situations. Others are using Web 2.0 but don’t know why or how to leverage its power, and that’s where trouble begins.
For local governments, the right approach involves developing a real understanding of these tools and how they’re being used. Then, apply the understanding to answer the question of “How can we use them to improve our processes and communication avenues?” Finally, strategically deploy these tools…quickly. The days of denying their use are gone.
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