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I N N O V A T I O N S

I N N O V A T I O N S
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T A B L E O F C O N T E N T S
E x e c u t i v e S u m m a r y - - - - - - - - - - - - 2

T r e n d T r a c k i n g : 2 0 1 3 - - - - - - - - - - - 3
A G E N C Y O F I N N O V A T I O N : F e d e r a l C o m m u n i c a t i o n s C o m m i s -
s i o n ( F C C ) - - - - - - - - - - - - - - - 7
2 0 I n n o v a t i o n s T h a t M a t t e r - - - - - - - - - 9
Mobile Apps Movers and Shakers - - - - - - - - 11
Big Data Dynamos - - - - - - - - - - 14
Government on the Move - - - - - - - - - 17
Social Media Mavericks - - - - - - - - - - 19
Website Wonders - - - - - - - - - - 22
iFuture: Intelligent BPM - - - - - - - - - 25
T R E N D T R A C K I N G : 2 0 1 4 - - - - - - - - - - - 2 7
C i t y o f I n n o v a t i o n : R o u n d R o c k , T e x a s - - - - - 3 1
Peering into Government: Transparency on Display - - - - - 33
C o n c l u s i o n & A c k n o w l e d g e m e n t s - - - - - - - 3 5
A b o u t G o v L o o p - - - - - - - - - - - - - 3 6
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E X E C U T I V E S U M M A R Y
The end of the year means two things: setting unre-
alistic New Years resolutions and endless retrospec-
tives. While we cant force you to put down the cake
and pick up a carrot, we can help you to do your job
better by highlighting some of the biggest and best
innovations to come out of government in the last
365 days.
The past year brought us the Interior Departments
Instagram feed and Colorados redesigned website.
It also brought us St. Louis optimized data analytics
that make their city safer and North Carolinas iCen-
ter that adopted a try before you buy policy.
All of these new technologies and tactics saved time
and resources, critical outcomes in the current gov-
ernment landscape where budget cuts are making
each new purchase risky.
But these were not the only buzzworthy projects for
government technology in 2013. In this end-of-year
report, GovLoop analyzed the 20 best innovations in
government in four different categories:
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We also asked two of the most innovative Chief
Information Officers in the country to don some
G o v e r n m e n t s w i l l a l w a y s p l a y a h u g e p a r t i n s o l v i n g b i g p r o b l e m s .
T h e y s e t p u b l i c p o l i c y a n d a r e u n i q u e l y a b l e t o p r o v i d e t h e r e s o u r c -
e s t o m a k e s u r e s o l u t i o n s r e a c h e v e r y o n e w h o n e e d s t h e m . T h e y a l s o
f u n d b a s i c r e s e a r c h , w h i c h i s a c r u c i a l c o m p o n e n t o f t h e i n n o v a t i o n
t h a t i m p r o v e s l i f e f o r e v e r y o n e .
- Bill Gates -
Google Glass and give us their perspective on pres-
ent and future trends. In a year where the govern-
ment shutdown and sequestration brought progress
to a screeching halt, many agencies were able to rise
above the inauspicious environment and produce
groundbreaking and innovative programs.
Of course, when you think of government innova-
tion, the first thing that probably comes to your mind
is NASA. A voyage in space. A rocket ship to the
moon. A Rover on Mars. However, oftentimes the
most innovative ideas are the ones that seem most
obvious: you know, the hand on your forehead mo-
ment when you realize that by changing one thing, by
doing something differently, you are more productive,
effective and useful. And isnt that the goal of every
government employee?
For instance, when the horrible bombings brought
terror to the finish line of the Boston Marathon, the
local police department sprang into action. They im-
mediately mobilized their forces on the ground. But
then they did something else, too. The Boston Police
Department (BPD) took to Twitter. The social media
team was informative, timely and accurate. The BPD
flipped the script on emergency media management.
They innovated in a time of crisis and got people the
information they needed in a timely and appropriate
manner.
That is what innovation looked like in 2013. Now
read the 20 stories that mattered.
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NUMBER ONE TREND OF 2013:
C y b e r s e c u r i t y E x e c u t i v e O r d e r
ORGANIZATION: WHITE HOUSE
Achievement:
President Obamas long awaited executive order on cybersecurity was released in February
during his State of the Union address. Along with the executive order, Improving Critical
Infrastructure: Cybersecurity, the administration also released a companion policy direc-
tive for federal agencies that provides a framework for agencies to implement the new
cybersecurity requirements.
Why it matters:
After months of stalled cybersecurity legislation
in Congress, the President decided to create his
own cybersecurity mandate. In reviewing President
Obamas executive order Jeffrey Greene, Senior
Policy Counsel, Symantec, stated, The importance
of the executive order should not be overlooked, I
think it is worth pausing and reflecting on the sig-
nificance of the executive order and the time the
President spent speaking about cybersecurity dur-
ing the State of the Union.
The executive order was a reminder that too often
cybersecurity is described solely as identity theft
or stolen credit card numbers. The executive order
specifically focused on critical infrastructure, which
the executive order defines as, systems and assets,
whether physical or virtual, so vital to the United
States that the incapacity or destruction of such sys-
tems and assets would have a debilitating impact on
security, national economic security, national public
health or safety, or any combination of those mat-
ters. In a fact sheet provided by the White House,
the administration outlined seven focus areas:
1. Defense Industrial Base Information Sharing
Program now open to other sectors
2. NIST to lead development of Cybersecurity
Framework
3. New information sharing programs to pro-
vide both classified and unclassified threat and
attack information to U.S. companies.
4. Development of a Cybersecurity Frame-
work.
5. Strong privacy and civil liberties protections
based on the Fair Information Practice Prin-
ciples.
6. Voluntary program to promote the adoption
of the Cybersecurity Framework.
7. Review of existing cybersecurity regulation.
In response to the Presidents mandate, the National
Institute of Standards and Technology (NIST) re-
leased its Preliminary Cybersecurity Framework as
a set of best practices to help owners and operators
of critical infrastructure reduce cybersecurity risks.
The Preliminary Framework is composed of three
parts: the Framework Core, the Framework Profile,
and the Framework Implementation Tiers. Thanks
to a tremendous amount of industry input, the vol-
untary framework provides a flexible, dynamic ap-
proach to matching business needs with improving
cybersecurity, said Under Secretary of Commerce
for Standards and Technology and NIST Director
Patrick Gallagher. We encourage organizations to
begin reviewing and testing the Preliminary Frame-
work to better inform the version we plan to release
in February [2014].
The hope is that through this executive order, and
increasing pressure on Congress to pass legislation,
cyber will ultimately make its way into mainstream
America. Cyber threats are only increasing, and now
is the time for our legislators to act and work col-
laboratively to secure and set standards for critical
infrastructure.
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ment data has changed a lot in the last ten years, it
has changed in a way that made the old policies of
sharing information obsolete, said John Wonderlich,
President of the Sunlight Foundation.
The memo also includes a mandate that agencies
have to internally list all their data sets. It mandates
that externally agencies have to list all the data sets
theyve released publicly and the data sets they could
release in the future. By listing everything that could
be made public means that we get a new tool to as-
sess how agencies are making decisions about the
information they are releasing.
T
Why it matters:
By trying to reset the default to open data, the Di-
rective will operationalize the decision. Openness
will be built into agency process and planning. The
new policy has explicit language about what open-
ness means for data licensing, standards, timeliness
and accuracy. When the Digital Government Strat-
egy was released last year, it was criticized because
it asked agencies to reset the default to open, but
it didnt enforce it. The Open Data Directive is as
strong as you could expect an open data policy to
be from the White House. It is an explicit political
and operational commitment. It is not guaranteed
to work, but it does tackle open datas meaty issues.
The directive is an important development because
the way the public gets access to essential govern-
NUMBER TWO TREND OF 2013:
O p e n D a t a D i r e c t i v e
ORGANIZATION: OFFICE OF MANAGEMENT AND BUDGET
Achievement:
For the first time the government has an official definition of open data. In May, the Presi-
dent mandated that the data should be fully described, fully accessible, standardized and
fully downloadable and should be made public whenever possible. Agencies were also di-
rected to move towards this definition of open data for all their new systems. Finally, agen-
cies were required to review data that is in their existing systems to move it from inaccessible to accessible.
6.
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NUMBER THREE TREND OF 2013:
P r e s i d e n t i a l I n n o v a t i o n F e l l o w s |
Organization: The White House
Achievement: In June, the White House published the list of the second round
of Presidential Innovation Fellows. The 43 fellows included engineers, entrepre-
neurs, computer scientists and designers, all tasked with developing solutions
to improve lives, save tax dollars and create jobs. ;1&*& <#-/-** $.."+-6",*=>
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4-$.&/ ?,"8 61& ),$+-6& *&96",= .".F),"?$6* -./ -9-/&8$-H The fellows are
launching five new projects and sustaining the five existing projects started by
the first class of innovation fellows. These projects aim to solve challenges of
national importance, expanding government transparency, simplifying access to
government services, and scaling international development initiatives.
NUMBER FOUR TREND OF 2013:
L i b r a r i e s R e - I m a g i n e d |
Organization: Anne Arundel County, Maryland Library
Achievement: ;1&*& /-7*= %$#,-,$&* -,&.J6 KG*6 ,&)"*$6",$&* ?", 61"G*-./* "?
#""2*L 61&7 1-+& -/-)6&/ M$61 61& 6$8&* 6" #& - 1G# "? 6&91."%"47H Peo-
ple with very low incomes dont have access to digital technology in their
homes. However, it is very challenging to apply and search for jobs without
access to the internet. Libraries have adapted to help people get online and
understand how to fill out a job application, said Ron Carlee in an inter-
view on the DorobekINSIDER. For example in Anne Arundel County, Mary-
land, the city was about to open up a new Target store. All the applications
had to be completed online. Fortunately there was a branch library nearby,
which was converted into an employment center for that Target. People
could come in and learn about the application process.
NUMBER FIVE TREND OF 2013:
i C e n t e r |
Organization: State of North Carolina

Achievement: The North Carolinas new iCenter houses technology demos from
across the state so that agencies can try new technologies before buying them.
Think of it like a Best Buy. You can come and test out new products and ser-
vices before making a purchase. For example, say North Carolinas DMV wants
to buy new tablets. The IT team for the DMV can head over to the iCenter
to try out different models before buying them. A state audit released in April
of 2013 found that the actual costs of 84 previous projects were $356 million
more than originally anticipated and took 389 days longer than expected to
complete. <;1& N.."+-6$". @&.6&, $* -#"G6 9"..&96$.4 )&")%& -./ 6&91."%F
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A G E N C Y O F
I N N O V A T I O N :
F C C
In 2011 the Federal Communications Commission
(FCC) rebooted their website with a focus on open
data and an intuitive design. But the spirit of innova-
tion didnt end when the website launched. Under
Chief Information Officer David Bray, the FCC has
grown into an organization that continues to breed
innovative ideas.
In fact, even though it has been around since 1934,
the FCCs mission statement emphasizes innovation:
The FCCs vision is to promote innovation, invest-
ment, competition and consumer empowerment
for the communications platforms of today and the
future -- maximizing the power of communications
technology to expand our economy, create jobs, en-
hance U.S. competitiveness and unleash broad op-
portunity for all Americans.
Bray said innovation isnt all about new apps or buzz-
words, I think we are doing a huge disservice to our
citizens if we are only pursuing the shiny. We cant
sacrifice the plumbing.
It is that focus on plumbing and making sure the
gears click into place that brought about Brays In-
trapreneurs at the FCC and four other innovations
he wants to implement in 2014:
8.
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D a v i d B r a y s 4 F o c u s A r e a s
f o r 2 0 1 4
1. N.6,-),&.&G,* -6 61& P@@Q FCC currently op-
erates 18 different bureaus and offices around the
country. The goal of the intrapreneurs program is
to have intrapreneurs on the inside someone at
those offices be an end-to-end IT liaison to ensure
delivery of solutions that meet their needs. Intra-
preneurs are empowered to understand the differ-
ent workflows and cultures of each office. By under-
standing their workflows we can create storyboards
to show how the IT should be helping them become
more efficient, said Bray. These storyboards can
then inform a modular approach to meeting IT needs.
2. @7#&, R&*)".*& ;&-8*Q If you connect to the
Internet you should assume you have vulnerabilities.
Cybersecurity is more than just building up big-
ger walls. Thats why we need to be talking about
resiliency and continuous monitoring, Bray noted.
We need cyber response teams that can respond to
alerts immediately, as well as baking-in protections
for both security and privacy by design at the start
of an endeavor.
3. 0&9G,& !"#$%$67Q Technology is everywhere
these days. You can even wear it, for example Google
Glass or Samsungs Galaxy Gear. The key for next
year at the FCC will beadvancing secure mobility in
the workplace. This includes advancing Virtual Desk-
top technologies and exploring Bring Your Own De-
vice (BYOD) to work if employees want to do so.
With secure mobility, workers in the field can take
photos, measurements, sounds and record them on
their devices, said Bray. That way you are inputting
data while remaining connected.
4. @"8)%&6& ;,-.*)-,&.97 ". 3G/4&6*Q Within
the FCC, we aiming for complete and open transpar-
ency on budgets and share this with our Bureaus
and Offices. We will document how much money
we are spending on IT for the 18 different bureaus
and offices, noted Bray. You can see how much it
is costing per IT project. The FCC will have 100%
of IT costs documented. It will be ideally be on a
dashboard that then enables Bureaus and Offices to
make choices about where they want to shift focus
and make trade-offs about where their own IT pri-
orities are being placed even with our limited budget
environment.
5. A??%"-/ :",2 6" 61& !-91$.&Q Right now if
you want to collect information you can type a query
into a search engine. But that is you (the employee)
typing the query into a search engine. What we re-
ally need is to offload that work to the machine. We
need to advance are solutions where a computer
says, I am thinking of using my next 12 hours while
you are at home eating supper and sleeping to do the
following. Are you okay with this? I am going to try
to find you more information about what you were
looking for. Then, you come back the next morning
and the computer has begun to help prepare things
that normally you would have to do for yourself. I
see this type of computing happening in the next two
to ten years.
For Bray, technology and people are co-evolving to-
gether. Nowadays technology is embedded in what
we do. Technology can be worn by you, carried by
you and a part of you. Also, technology can collect
data that can be of benefit to the public so we are
exploring open data initiatives that can benefit our
nations communications activities, said Bray. He
also notes Successful CIOs recognize the work that
we do involves 80% people, 20% technology inno-
vation comes from finding transformative solutions
involving both.
I N N O V A T I O N S
T H A T M A T T E R
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M O B I L E A P P S M O V E R S & S H A K E R S
( 1 - 5 )
B I G D A T A D Y N A M O S
( 6 - 1 0 )
S O C I A L M E D I A M A V E R I C K S
( 1 1 - 1 5 )
W E B S I T E W O N D E R S
( 1 6 - 2 0 )
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M O B I L E A P P S M O V E R S
NUMBER ONE MOBILE APPS MOVER AND SHAKER:
S o l v e t h e O u t b r e a k
ORGANIZATION: CENTERS FOR DISEASE CONTROL AND PREVENTION (CDC)
Achievement:
The CDC has developed an app for the iPad that teaches users about disease outbreaks
with an interactive game called, Solve the Outbreak. In the game, players are disease
detectives of the Epidemic Intelligence Service charged with the responsibility to track,
solve, and prevent future outbreaks. Each of the six outbreaks in the simulation is based
on a real-life epidemic that the CDC has helped to stop.
To play the game, users are first given clues in the form of data charts. They are also provided statistics on the
number of people that are infected and have died. Players are then asked to decide what should be done next
and can choose from options such as interviews, further lab analysis, or the quarantining of a whole town.
Once the outbreak is stopped, users have to figure out how to prevent another occurrence of the disease.
If successful in solving and preventing the outbreak, players have the opportunity to view CDC reports on
the actual epidemic and how the organization handled the situation. Throughout the game, participants earn
badges and work their way up through different levels of expertise.
Since its release earlier this year, more than 22,000 users have downloaded the app and solved over 44,000
outbreaks.
Why It Matters:
Solve the Outbreak is innovative for its use of an
interactive game format, which successfully enter-
tains and educates users on issues relevant to pub-
lic health. Users can take what they learn from the
app and use it to contribute to real-world disease
prevention, surveillance, and response efforts. Alex
Cassanova, the Innovation Team Leader at the CDC,
shared the agencys reasons for inventing the app on
GovLoops DorobekINSIDER podcast, stating, App
creation is a new task for the CDC. We recognize
apps for their portability and what they can contrib-
ute to real-world disease surveillance and response.
We are using this purely education application to
build out the framework for future health apps.
Just as the CDC is planning to use Solve the Out-
break to construct additional health apps, other
government agencies are looking to it as an example.
Agencies can learn how to educate and involve the
public in ways that are engaging, informative, and eas-
ily accessible on their tablets.
& S H A K E R S ( 1 - 5 )
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NUMBER TWO MOBILE APPS MOVER AND SHAKER:
B r i d g i n g t h e D i g i t a l D i v i d e
ORGANIZATION: UNIVERSITY OF WISCONSIN
Achievement:
The University of Wisconsins Extension Center for Community Tech Solutions has been
endeavoring to bridge the digital divide by exposing communities unfamiliar with the In-
ternet and social media to online tools. They have done so using a range of mobile tech-
nological resources and a dedicated staff of community educators. These educators have
traveled to five distinct areas in Wisconsin where the majority of the population does not
have access to computers or other forms of technology. These regions include Chippewa Valley Region, Col-
lege of Menominee Nation, Platteville, Superior, and Wausau.
In each community, instructors are using a combination of iPads, laptops and smartphones to provide classes
to local residents on how to use a computer, how to communicate through Skype, and the purposes of social
networks such as Facebook, Twitter, and LinkedIn.
To engage residents in the classes, the educators focus on the types of technology that interest the local com-
munity most and cater their lessons to the demographics of each population. For example, in a predominantly
senior community, educators often spent time teaching residents how to use an iPad because of the tablets
ability to easily enlarge the font on the screen. In another town, where the majority of the residents had fam-
ily members in the military stationed overseas, educators instructed residents on how to use Skype and gave
them the opportunity to speak to their loved ones abroad.
Why It Matters:
The University of Wisconsins initiative to bridge
the digital divide stands out for its mission and cre-
ativity. The projects ambition to provide online tools
and training to those without access to technologi-
cal resources is noteworthy. Furthermore, the proj-
ects use of mobile technology both to teach resi-
dents and connect community educators to outside
resources has demonstrated resourceful thinking. As
an example, in towns where news is primarily dis-
seminated through the radio or TV, instructors have
often advertised their classes and services through
tweets to local news stations, which then inform res-
idents of these learning opportunities.
Such efforts have paid off. The university has an-
nounced that, since the projects launch, it has
reached 3,803,686 participants, engaged in 796 ac-
tivities, and provided 22,708 training hours. Pro-
gram managers still hope to increase the number
of broadband subscribers in these communities by
23,500 this year and to raise online activity among
current users through classes and engagement ef-
forts with local residents. Overall, the universitys
program demonstrates the benefits associated with
mobile devices and how these tools can be used to
close the gap in unequal access to technology both
in Wisconsin and other parts of the country.
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NUMBER THREE MOBILE APPS MOVER AND SHAKER:
D i s a s t e r R e p o r t e r |
Organization: Federal Emergency Management Agency (FEMA), Depart-
ment of Homeland Security

Achievement: FEMA has added a feature to its app called Disaster Reporter that
allows users to submit disaster-related photos for public viewing on its web-
site. These photos are geo-tagged, verified, and often used by first responders
to better meet the needs of citizens following a major disaster. Craig Fugate,
the head of FEMA, introduced the app in a video posted to the agencys official
blog in August. A?6&.6$8&*= 7"GJ,& 61& ?$,*6 ".& 61&,&H S"GJ,& 4"$.4 6" 1-+&
61& #&*6 $.?",8-6$".H :& M-.6&/ 6" 4$+& 7"G - M-7 6" *1-,& 61-6, he said. In
the wake of the Colorado floods in early October, Fugate released Colorados
Situation Map Viewer which featured photos from the Disaster reporter app.
NUMBER FIVE MOBILE APPS MOVER AND SHAKER:
D O S C a r e e r s |
Agency: Department of State

Achievement: The Department of State has built an app called DOSCareers
that educates citizens about life as a Foreign Service Officer. ;1& -)) -%*" 1-*
6$)* ". 1"M 6" *G99&**?G%%7 .-+$4-6& 61& ),"9&** ?", K"$.$.4 61& TH0H P",&$4.
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been downloaded more than 1,000 times on Google Play and has been highly
rated by users, earning 5 stars on iTunes.
NUMBER FOUR MOBILE APPS MOVER AND SHAKER:
A N C E x p l o r e r |
Agency: Arlington National Cemetery
Achievement: Arlington National Cemetery now has an app, ANC Explorer, that
enables visitors to easily locate their loved ones headstone and learn about
the notable sites on the grounds. ;1& -)) G6$%$X&* YN0 6&91."%"47 6" ),"+$/&
/$,&96$".* 6" - )-,6$9G%-, 1&-/*6".& ", )%-9& "? $.6&,&*6= 8-2$.4 +$*$6* 6" 61&
CEZ -9,&* "? (,%$.46". [-6$".-% @&8&6&,7 8G91 &-*$&, 6" .-+$4-6&. The app
digitized more than 150 years worth of data. Teams of three walked through the
cemetery and collected data on each headstone. The app pinpoints the head-
stones to within three inches of accuracy.
14.
+ / - + * - + + ' ( ' 0 , ) ! " 1 2
B I G D A T A D Y N A M O S ( 6 - 1 0 )
NUMBER ONE BIG DATA DYNAMO:
D i g i t i z a t i o n I n i t i a t i v e
ORGANIZATION: SMITHSONIAN INSTITUTION
Achievement:
The Smithsonian has adopted a plan to digitize their entire collection, which includes over
130 million objects. Gunter Waibel, the director of the digitization office in the office of
the CIO, is leading the initiative. His strategy allows each museum to create and implement
their own digitization plan. The Smithsonian is a huge entity; it has 19 museums, 9 research
centers, which includes a library with 20 different branches and archives, said Waibel in an
interview on the DorobekINSIDER. The digitization decisions are being made at a museum by museum basis.
They know their collection better than anyone else.
The digitization office is overseeing these efforts by setting general goals for each museum as they work to-
ward digitization. Each museums timetable and set of priorities is based on three areas of focus: broadening
access, conservation and scientific research. The initiative has already brought concrete results. For example,
the Natural History Museum has already digitized 200 botany sheets. These things used to get loaned as
physical items, Waibel explained. Now scientists can do their work based on the digitized version of those
sheets.
Why It Matters:
Only about 1% of the Smithsonians massive collec-
tion of archives is on display at any given time at the
museums. That means that 99% of the archives are
off limits to the public and scientists alike. If people
cant access the archives they might as well not ex-
ist, said Waibel. The digitization process means that
scientists, historians, and students all over the world
can access the resources of the museum. Digitization
furthers the Smithsonians mission: spreading knowl-
edge. In addition, this strategy contributes to the
federal governments open data and open govern-
ment policy. Digitization is only one of many efforts
that remove barriers so citizens can make the most
out of government resources. Not everyone has the
time or resources to make a visit to the Smithsonian
in Washington D.C., yet all citizens deserve the right
to reap the benefits of these government-sponsored
collections. The Digitization Initiative is ensuring that
anyone with an Internet connection can learn from
these museums.
15.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
Why It Matters:
The Citizen Dashboard provides an insight into gov-
ernment operations that citizens can use to moni-
tor government performance. Users can view the
government-set performance targets for each de-
partment, whether agencies meet those targets, and
which municipal services still need improvement.
The city does not filter the data, ensuring complete
transparency. The dashboard serves as a critical tool
to build an honest and ethical government.
For example, citizens can view the discrepancy be-
tween a successful emergency response time and
an unsuccessful fire department mobilization on
the dashboard. The dashboard helps citizens and
government visualize the problem and how various
resources are spent. Citizens can effectively engage
with their government with the knowledge of the
dashboard. When a user selects a specific measure,
they can understand why the government is succeed-
ing or failing in meeting that goal by reading the goal
rationale and exploring the raw data.
The dashboard also provides additional links to help
citizens understand more about the problem and
how their municipal government operates. The com-
bination of these features gives citizens the knowl-
edge they need to work with their government to
improve operations. With the information on the
citizen dashboard, every resident of Edmonton can
become an effective policy maker.
NUMBER TWO BIG DATA DYNAMO:
C i t i z e n D a s h b o a r d
ORGANIZATION: CITY OF EDMONTON, CANADA
Achievement:
The City of Edmonton has leveraged open data to create a citizen dashboard that gives
citizens easy access to up-to-date and relevant information on the effectiveness and ef-
ficiency of important government services. A visitor to the City of Edmonton website will
immediately see the status of government service delivery and response rates displayed
on a dashboard in sectors as diverse as traffic injuries, tree pruning and greenhouse gas
emissions.
The program updates these rates in real-time and divides the data into easy-to-understand categories: the
way we live, the way we move, the way we green, the way we grow, the way we prosper, and the way
we finance. The current data is displayed next to the goal rates set for each category by the city. For example,
the dashboard today shows that the fire department is not meeting the goal of having a full team on the scene
in under 8 minutes. In contrast, the dashboard also displays that the city is meeting their goal of responding
to all emergency phone calls in under 20 seconds.
16.
+ / - + * - + + ' ( ' 0 , ) ! " 1 2
NUMBER THREE BIG DATA DYNAMOS:
G i t H u b f o r G o v e r n m e n t |
Organization: Agency Partner
Achievement: GitHub is the worlds largest social coding service and provides a
forum for coders to share challenges and best practices. (* 8-.7 4"+&,.8&.6
-4&.9$&* 6,-.*$6$". 6" ")&. *"G,9& *"?6M-,&= Y$6\G# -%%"M* ?", 9"%%-#",-6$".
#&6M&&. -4&.9$&* 6" "+&,9"8& 61& "#*6-9%&* G.$WG& 6" 6&91."%"47 $. 4"+&,.F
8&.6. Government agencies have long been using GitHub for this purpose, but
GitHub decided to make the collaboration official with the launch of government.
github.com, a website dedicated to showcasing the efforts of public servants and
civic hackers around the globe. One of the most notable results of this collabo-
ration has been the White House Open Data Project, an initiative that has gener-
ated more than $3 billion by making federal data available to public and private
partners.
NUMBER FOUR BIG DATA DYNAMO:
T r a c k i n g G u n s w i t h D a t a A n a l y t i c s |
Organization: St. Louis Police Depart-
ment
Achievement: Monitoring and controlling criminal possession of firearms
is one of the biggest issues for St. Louis, Missouri. To mitigate this prob-
lem, St. Louis city and criminal justice officials added an Armed Offenders
Docket to the circuit court. In implementing the docket, 06H ]"G$* ?-9&/
- 8-K", $**G& #&9-G*& 61&,& M-* -. $.?",8-6$". 4-) $. 8".$6",$.4 61&
),"4,&** "? "??&./&,* 61,"G41 61& 9,$8$.-% KG*6$9& ),"9&**. It was very
easy to find an individual offenders information. However, there was no
way to see everything on a system wide level. This system-wide informa-
tion was necessary to know if the new docket made a difference. To fix
this problem, they designed an integrated criminal justice database. This
database (1) extracted key data elements from existing agency-specific
data silos, (2) merged the elements with common identifiers to permit
assessment of system performance, and (3) minimized the burden on agency IT staff by installing web-based
data extraction facilities in each of the separate systems.
NUMBER FIVE BIG DATA DYNAMO:
E n t e r p r i s e M a n a g e m e n t D e c i s i o n S u p p o r t S y s t e m ( E M D S )
|
Organization: U.S. Army
Achievement: EMDS is an enterprise system on the Armys classified network
that pulls data from sources across the Army. ;1& /-6- *"G,9&* %""2 -6 6,-$.$.4=
)&,*"..&%= ,&-/$.&** -./ &WG$)8&.6H N6 #,$.4* 61"*& *"G,9&* $.6" - 9"88".
)%-6?",8 *" (,87 *&.$", %&-/&,* 9-. 8-2& $.?",8&/ /&9$*$".*. If you ask five
people right now at the Pentagon a question you will get five different answers
because they are going to be pulling information from various data sources. In
our system we are constantly going out to those authoritative data sources and
updating them in real time. So when a question is asked it is not an action officer
going to 1, 2 or 5 data sources, weve done this all in an automated fashion, said
Lt. Col. Bobby Saxon in an interview on the DorobekINSIDER.
17.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
Work is no longer confined to the office: it is mobile. Thirty four percent of American adults
ages 18 and older own a tablet computer, almost twice as many as the eighteen percent who
owned a tablet a year ago. Added to that, Pew Internet reports more than 160 million Ameri-
cans own a smartphone. To provide you with some recommendations on dealing with the
mobile explosion, GovLoop spoke with Chris Foreman, CEO of AvePoint Public Sector inc.
M a p p i n g S e c u r i t y
The Digital Government Strategy mandated that employees should be able to work anywhere, anytime, and
on any device. Yet, this freedom can be a nightmare scenario for security professionals. However, Foreman
said, We are looking at security not only from the identity of the individual, but even from the geo-location
of that individual.
For example, An organization may be comfortable with an individual having access to vast amounts of content
as long as that individual is sitting within the office, but employees just dont sit at their desks all day. They are
in the field. We enable access to certain content but limit it based on where that individual is physically, said
Foreman. Therefore, a worker could access the network on their mobile device at their worksite in Texas, but
not while on vacation in California.
Foreman encouraged security professionals to consider:
B&")%& -99&** 9".6&.6 ?,"8 - 8G%6$6G/& "? /&+$9&*. People are using all types of devices. You have to
manage the experience on those devices instead of just trying to standardize them.
;1& 4,"M$.4 61,&-6 "? /-,2 /-6-. Dark data is a category of unmanaged content information that lies
at the periphery of governance programs. This information can be a drag on productivity, infrastructure ef-
ficiency, search and discovery. Worse yet, this unmanaged, forgotten data may even conceal obsolete or in-
accurate information, leading to harmful information leaks, inappropriate access, contamination, or misuse.
Security for mobility and how these devices are used and accessed is a critical challenge and should only
continue to grow in the coming year, said Foreman.
M o b i l i t y O n O f f e n s e
Mobility is not just about enabling government employees. It is also about engaging with the public. We are
seeing state and local agencies trying to capitalize on crowdsourcing from what mobile can offer them. From
a citizen service standpoint they can tie fixing potholes, broken streetlights, garbage collection to a mobile
device, said Foreman. Cities can now use the power of mobile devices in the hands of citizens to collect data
and respond and react much quicker in order to provide better services to their constituents than they have
in the past.
This citizen-facing mobility marks a shift in thinking about mobile. It is an offensive approach, said Foreman.
The question for you is: \"M 9-. 7"G, -4&.97 %&+&,-4& 8"#$%& 6" ),"+$/& #&66&, *&,+$9&* 6" 9$6$X&.*^
G O V E R N M E N T O N T H E M O V E
An interview with Chris Foreman, Chief Executive Officer, AvePoint Public Sector, Inc.
18.
+ / - + * - + + ' ( ' 0 , ) ! " 1 2
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19.
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S O C I A L M E D I A M A V E R I C K S ( 1 1 - 1 5 )
NUMBER ONE SOCIAL MEDIA MAVERICK:
@B o s t o n P o l i c e T w i t t e r F e e d
ORGANIZATION: BOSTON POLICE DEPARTMENT
Achievement:
It was the tweet heard around the country: CAPTURED!!! The hunt is over. The search
is done. The terror is over. And justice has won. Suspect in custody. The first official an-
nouncement that law enforcement agencies had concluded their manhunt for Boston
Marathon bombing suspect Dzhokhar Tsarnaev didnt come at a press conference. It didnt
come from a press release or a dispatch over a police scanner. Instead, the announcement
came from two tweets from the Boston Police Department. Just seconds after Boston Police tweeted out the
message, more than 130,000 people had re-tweeted the message.
Why It Matters:
The tweets mark a monumental change in the way
law enforcement and the government at large con-
nects to the public during a crisis. The Twitter ac-
count is run by Deputy Superintendent John Daley,
who said of Boston Polices decision to use the so-
cial media platform:
Our Chief Dan Linskey was out in the street and
he got on the radio and said, weve got to start us-
ing social media now to get the word out. Thats a
testament because he is the number two guy in the
department and social media was on his mind. He
was thinking that this is an important component to
responding in a crisis. We immediately started send-
ing out real-time tweets of what was going on at
the scene and gave people instructions on what to
do and where to go. It wasnt just our public affairs
office that was tweeting, our operational staff was
involved as well.
Now, virtually every police department runs a Twit-
ter feed for official communications.
20.
+ / - + * - + + ' ( ' 0 , ) ! " 1 2
NUMBER TWO SOCIAL MEDIA MAVERICK:
I n s t a g r a m
ORGANIZATION: DEPARTMENT OF THE INTERIOR
Achievement:
The Department of the Interior (DOI) launched their Instagram account in June of 2012.
A little over a year later, the account has more than 170,000 followers and has released
more than 850 breathtaking images of our national parks. Even more impressive the images
have caught the attention of the world. Instagram presents the perfect opportunity for the
Interior Department to engage directly with a young demographic.
Why It Matters:
Instagram is the fastest application in history to
reach one million users. From the Grand Canyon to
Denali National Park, the Department of the Inte-
riors feed features photos from professional pho-
tographers and DOI staffers, typically alongside a de-
scription of when, where, and (sometimes) how the
photo was taken. The Interior Department also takes
public submissions for photo contests. Interior ran
a contest this summer the Summer in Americas
Great Outdoors project, which asked parkgoers
to submit their park photography to a Flickr collec-
tion. The contest generated more than 1,300 photo-
graphs in just three months. You can view some of
the winning images in the Department of Interiors
video montage.
Because of its emphasis on imagery, Instagram has
become a key part of the Interior Departments so-
cial strategy. The Interior Department Director of
Digital Strategy Tim Fullerton makes getting 10,000
likes on an image seem easy, but the truth is that
the agency has been working extremely hard to ex-
pand its digital presence. With more than 170,000
followers the Interior Department is pioneering new
strategies for governmentcitizen communication
and giving followers a visual reminder of the beauty
of our national parks.
21.
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NUMBER THREE SOCIAL MEDIA MAVERICK:
U n i t e d S t a t e s P o s t a l S e r v i c e s P i n t e r e s t A c c o u n t |
Organization: United States Postal Service
Achievement: N. _-.G-,7= 61& Y&.&,-% 0&,+$9&* (/8$.$*6,-F
6$". -)),"+&/ 61& 6&,8* "? *&,+$9& ?", B$.6&,&*6= 8&-.$.4
61-6 ?&/&,-% -4&.9$&* 9"G%/ *6-,6 6" G*& 61& *$6& 6" &.4-4&
M$61 9$6$X&.*. The Postal Service took notice and created a
Pinterest page dedicated to its stamp collection. For example,
it has pages of the 50 years of Christmas stamps, the Love
Series and Stamps for Children, featuring Bugs Bunny and the
Incredibles. The main USPS stamp page already has more than
1,400 pins.
NUMBER FOUR SOCIAL MEDIA MAVERICK:
M i n i n g H e a l t h D a t a f r o m S o c i a l M e d i a |
Organization: The National
Library of Medicine, Department of Health and Human Services
Achievement: The National Library of Medicine is using social media to help mine health data. By examining
relevant tweets and other comments, the NLM gained insights on how different health-related announcements
are understood by the public. Over the course of a year, the NLM tracked federal sites including the NIH
Institutes and the CDC. P", &-91 6,-92&/ *"9$-% 8&/$- "G6%&6 61& []! %""2&/ -6 61& %"9-6$".= .G8#&, "?
?"%%"M&,*= -9-/&8$9 /&4,&& "? &-91 )"*6&,. Specifically, NLM outlined on their website that they will look at
the value of tweets and other messages as teaching tools and change-agents for health-relevant behavior.
NUMBER FIVE SOCIAL MEDIA MAVERICK:
D i g i t a l E n g a g e m e n t T e a m |
Organization: U.S. Department of Education
Achievement: Every year, roughly 20 million prospective col-
lege students fill out the Free Application for Federal Student
Aid (FAFSA) form. The Education Department created a digital
engagement team to respond to questions and concerns that
arose digitally. :1&. *6G/&.6* 4&6 ?,G*6,-6&/= 61&7 6M&&6
-#"G6 $6H :& M-.6 6" )G%% ?&&/#-92 *6,-$416 ?,"8 61& 9".F
*G8&,*J 8"G61, said Nicole Callahan, the leader of the Edu-
cation Departments Digital Engagement Team. The team also
started online office hours, where once a month, subject mat-
ter experts log on to Twitter to answer questions.
22.
+ / - + * - + + ' ( ' 0 , ) ! " 1 2
NUMBER ONE WEBSITE WONDER:
G o v . U K
ORGANIZATION: GOVERNMENT OF THE UNITED KINGDOM
Achievement:
The government of the United Kingdom recently integrated all of its government websites
under one single domain. The new conglomerate website, gov.uk, replaced 2,000 govern-
ment websites, including those of the 24 ministerial departments and an additional 300
agency bodies. More important, however, is the sites design, which was built with citizens
in mind, presenting information in a clear, simple, yet attractive and modern format. A
notable aspect of the sites design is the use of a single font type on all of the pages, which the creators did
on purpose to give the site an undertone of clarity and consistency. Structurally, the site is divided into three
main sections:
Services and Information
Departments and Policy
More Information on Gov.uk
The first section directs users to particular tasks and government services. These include links to subjects
such as driving and transportation and housing and local services. The second component lists the number
of ministerial departments, official agencies and bodies, and policy areas of the UK government. Users can
then click on departments, agencies, or policy areas for a detailed breakdown of each with their relevant links.
This section of the website also includes policy statistics and department news stories. Users can see the
impact of a particular policy by looking up the statistics associated with its outcomes. They can also read the
latest activities of a specific ministry by searching the news section by department. The third portion of the
website is a final catchall that offers a categorized, brief list of additional services and information.
Why It Matters:
Gov.uk has been recognized for its innovative and
user-friendly format, winning the Design of the Year
Award for 2013. The websites layout is efficient, en-
abling users to find information and services more
quickly. The new site is also convenient, in that citi-
zens can obtain answers and submit government re-
quests all in one place. The websites slogan reflects
these objectives, which ultimately are to make the
user experience Simpler, Clearer, Faster.
When asked about the website, the Right Honor-
able David Cameron, Member of Parliament, said in
a press release published on gov.uk, I am delighted
that the website has won the Design of the Year
Award in 2013. This government is committed to be-
ing the most transparent in the world. For the first
time, people can find out whats happening inside
government, all in one place, and in a clear and con-
sistent format. Gov.uk, ultimately, has been ranked
as one of the leading government websites in the
world and serves as a model for other governments
in pursuit of transparency and the improvement of
public services.
W E B S I T E W O N D E R S ( 1 6 - 2 0 )
23.
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Why It Matters:
OurWarwick.com is notable for its interactive as-
pects that encourage both visitors and locals to share
their memories of the city. User comments serve as
a marketing tool, attracting tourists and providing
recommendations for their visit. These comments
also promote a sense of pride and unity among resi-
dents. As one local said when reflecting on City Hall,
[Its] such a beautiful building and a definite national
treasure. Very proud to call Warwick home!
Warwick Mayor, Scott Avedisian, expressed his ap-
proval of the site in an article by the Providence
Journal, saying, This really provides an opportunity
for our city to celebrate all that makes Warwick
special, and invites our citizens to be ambassadors
in a sense for their neighborhoods and the city as
a whole. Modeled after a Library of Congress ini-
tiative for the city of New York, OurWarwick.com,
now stands as its own example of an effective and
innovative way to include the local community in the
promotion of a citys activities, sites, and events.
NUMBER TWO WEBSITE WONDER:
O u r W a r w i c k . c o m
ORGANIZATION: CITY OF WARWICK, RHODE ISLAND
Achievement:
The city of Warwick, Rhode Island, has developed a very interactive website to attract tour-
ists and engage residents. The site allows users to nominate places, events, and experiences
that they found memorable. In addition, users have the opportunity to map their nominated
locations and events, providing easy directions for any other visitors to the site wishing to
engage in the same activities. The maps feature also enables visitors to see Warwicks at-
tractions in relation to each other, giving them the ability to plan their trip to the city more effectively.
To nominate a place, event, or particular experience, users simply click the desired category and fill out their
name, email, and a brief description. Users also provide a short explanation for why they made their selection.
Nominations are monitored by the city to ensure that the material is appropriate. Once they are published
online, other visitors to the site can then comment on any and all posts and share them using social media
such as Facebook and Twitter.
If a particular event or location gains traction online such as Gorton Pond, Rocky Point Park, or the Gaspee
Days Parade, it is featured on the site. Bob Martin, Warwicks e-government specialist, hopes to expand this
idea as posts accumulate, creating individualized pages for each of the citys 16 villages and specialized pages
within the site for Warwicks best restaurants, shops, and events.
24.
+ / - + * - + + ' ( ' 0 , ) ! " 1 2
NUMBER THREE WEBSITE WONDER:
N Y C . g o v |
Organization: City of New York

Achievement: Receiving more than 35 million visitors per year and more than
250 million page views annually, NYC.gov has been redesigned to make it
easier for tourists and residents to find information about city services and
attractions. The new website offers expanded city alerts and mayoral an-
nouncements and opportunities for citizen engagement such as links to the
non-emergency 311 service request program. ;1& *$6& *6-./* "G6 ?", $6*
*%&&2= G*&,F?,$&./%7 ?",8-6 -./ 61& ?-96 61-6 $6 ."M ),"+$/&* ",4-.$X&/ %$.2*
6" -%% 9$67 *&,+$9& M&#)-4&*. In addition, the search capabilities of the site
have been improved with the most popular service request items being dis-
played prominently on the homepage.
NUMBER FIVE WEBSITE WONDER:
C o l o r a d o U n i t e d |
Organization: State of Colorado

Achievement: The site, ColoradoUnited.com, is significant in that it was cre-
ated by the Colorado state government for the explicit purpose of provid-
ing recovery news about the flooding that occurred in the state earlier
this year. ;1& *$6& "??&,* G*&,* 9%&-,= G)F6"F/-6& $.?",8-6$". ". 9G,,&.6
,&9"+&,7 &??",6*= 6,-??$9 -./ M&-61&, 9"./$6$".*= -./ M-7* 6" 4&6 )G#%$9
-**$*6-.9&H A. -+&,-4&= 61& *$6& ,&9&$+&* -)),"I$8-6&%7 DE=VVV +$*$6",*
)&, M&&2 M$61 -#"G6 EZ )&,9&.6 "? 61&*& G*&,* -99&**$.4 61& *$6& +$-
61&$, )1".&*. Most visitors use the site to obtain assistance information
and updates on travel conditions.
NUMBER FOUR WEBSITE WONDER:
C o n g r e s s . g o v |
Organization: U.S. Congress
Achievement: ;1& .&M&*6 9".4,&**$".-% $.?",8-6$". *7*6&8= Congress.gov, "?F
?&,* G*&,* $.?",8-6$". ". 8&8#&,* "? @".4,&** -./ /-6- ". +"6$.4 ,&9",/*
?", )-,6$9G%-, )$&9&* "? %&4$*%-6$".H N6 -%*" 9"8&* M$61 - +$*G-% 6,-92&, 61-6
-%%"M* G*&,* 6" 8".$6", 61& ),"4,&** "? - *)&9$?$9 #$%%. In addition, the site acts
as an educational tool, providing videos and charts that explain how the legisla-
tive process works. Ultimately, the website will replace its precursor, Thomas.
gov, once data from the former site is integrated into the new congressional
information system. As this transition moves forward, new features are con-
stantly being added to the site. Some of the newest ones include changes to the
interface, the addition of an analysis and interpretation of the Constitution, and
the ability to conduct searches within search results.
25.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
The world is quickly changing and government agencies must build for change if they hope
to keep pace with modern technology. Dr. Setrag Khoshafian, Chief Evangelist and Vice Presi-
dent for Business Process Management (BPM) Technology at Pegasystems recently told Gov-
Loop about the five technologies that broke out in 2013 and will leave their mark on 2014.
1. N.6&%%$4&.6 3B! `$3B!aQ iBPM is the engine and core of the revamped modernized, busi-
ness architecture in the public sector. Public sector organizations are realizing that intelligent
BPM is not just workflow automation, its built for execution. It is a new way of building solutions that create
process improvement, automation, intelligence, architecture and participation. iBPM creates an adaptive enter-
prise that aligns its business objectives to operationalized polices and procedures with complete transparency,
visibility and control. Most importantly it is agile. iBPM technology combines not only automation technology
but also end-to-end cases, that enables organizations to capture their policies as well as their analytics from
the data and continuously be able to change. iBPM is a game changer, said Khoshafian.
2. !"#$%&Q In a few years, the majority of interactions on the Internet are going to happen over mobile devices.
Laptops and desktops will be legacy technology. For instance, our US Department of Agriculture customer
discovered they had an issue where their field workers were spending 70% of their time in the office, behind
a computer. Only about 30% of their time was spent in the field completing their actual work. So they chose
Pegas mobile case management, and mobile enabled processes, so that they can flip-flop the time field workers
spent in the office, explained Khoshafian.
3. 5-6- 8$.$.4Q Data mining is not just storing big data and indexing it. The challenge is to extract trends and
produce predictive models. In order to do that, you need a context for execution. Many times agencies in the
public sector do nothing but modeling. Well, the same thing could happen with data. So you have to opera-
tionalize what you are discovering from these various data, that way you are effecting change while executing
your processes, said Khoshafian.
4. N.6&,.&6 "? ;1$.4*Q When you have these end-to-end processes in the public sector, one of the most im-
portant developments is the Internet of Things, where you have devices and things wherever you are. These
things have sensors and they can provide interactions and data over an event and they can respond and be
controlled The things become participants, said Khoshafian. Your traditional participants in processes are
people. Now you have things being participants as well.
5. @$+$9 O.4-4&8&.6Q Sharing information is one thing; eliciting it is another. In other words, It is not good
enough to talk about transparency in the public sector because the constituents are speaking, too. They are
sharing and they need to be listened to. Even more, the agency or organization needs to take action based on
what they are hearing and engage the constituents. The technology there is social networking, noted Kho-
shafian.
Khoshafian also provided expert insights on what actually makes innovation stick in government. He said,
Technology alone is not going to create innovation. Innovation happens when we have, for a lack of a better
word, a culture of change and some organizations in the public sector are starting to realize that. Leaders need
to realize that the faster we can link our business objectives, to operationalized executing business processes,
the speed of change will increase. The way to make change happen is by operationalizing processes through
iBPM.
I F U T U R E : I N T E L L I G E N T B P M
An interview with Setrag Khoshafian, chief Evangelist and Vice President for BPM Technology at Pegasystems.
26.
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platform for modernizing
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27.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
T R E N D
T R A C K -
I N G :
2 0 1 4
T R E N D
T R A C K -
I N G :
2 0 1 4
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NUMBER ONE FUTURE TREND:
E v o l u t i o n o f t h e
I n n o v a t i o n O f f i c e r
ORGANIZATION: A GOVERNMENT AGENCY NEAR YOU
Achievement:
In the past two years, more than 20 cities, states and school districts have added inno-
vation officers to their municipal leadership teams. From Boston to Kansas City to San
Francisco, the twin pressures of tight budgets and citizen expectations have propelled
public officials to embrace innovation as a strategic priority. Fortunately, this vanguard of
innovators is seeing signs of initial success. Consider these two early efforts:
;1& P,&&/"8 R$.4* B-,6.&,*1$) $. B1$%-/&%)1$- responds to the reality that 4 out of 10 residents
lack access to a computer or the Internet. The project has launched 79 KeySpots across the city that
provide more than 800 free workstations and 200,000 hours of training for 20,000 participants. Freedom
Rings has also distributed nearly 5,000 netbooks to Philadelphians and created more than 100 jobs in the
region. The public -private partnership, which includes city, university, non-profit and company stakehold-
ers, is led by Philadelphias Office of Innovation and Technology.
;1& @$67 "? @"%",-/" 0),$.4*= @A, formed their communitys first innovation and sustainability office
two years ago. One of the teams first projects was to convince the citys streets division to sell its out-
dated equipment. By allowing them to reinvest that money into new equipment versus absorbing the pro-
ceeds into the general fund, the streets team sold 69 pieces of outdated equipment and netted $585,000
to purchase new equipment. In the end, they saved $150,000 in maintenance on old equipment. Fresh
thinking from the Colorado Spring innovation office altered the incentive structure and encouraged new
approaches to a perennial challenge.
Why It Matters:
In his Strategy for American Innovation, President
Barack Obama said:
The first step in winning the future is encouraging
American innovation. None of us can predict with
certainty what the next big industry will be or where
the new jobs will come from. Thirty years ago, we
couldnt know that something called the Internet
would lead to an economic revolution. What we can
do -- what America does better than anyone else -- is
spark the creativity and imagination of our people.
We dont know exactly what the future holds. But
what we do know is that cities and agencies that fo-
cus on innovation invariably discover novel solutions
for their most perplexing problems.
29.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
NUMBER TWO FUTURE TREND:
E L E V A T I O N O F V I R T U A L E V E N T S A N D
T R A I N I N G
ORGANIZATION: AGENCIES SEEKING TO SAVE SIGNIFICANT MONEY AND EN
GAGE MORE EMPLOYEES
Achievement:
In a GovLoop survey of 335 government employees, 9 out of 10 said that they are more
likely to attend virtual training versus in-person events in the coming year. Another 90 per-
cent of employees said they valued online training because it reduces out of office travel
time and saves money for their agencies. We published these and other survey results in
a guide titled, Building Better Conferences and Training: The Value of Virtual Events in Government. Below
are two noteworthy case studies that show the shift in employee development activities:
TH0H A??$9& "? B&,*"..&% !-.-4&8&.6 `AB!a 0"9$-% ]&-,.$.4 B$%"6Q OPM and the Department of
Defense (DoD) wanted to convert a 2-day, in-person training session for online delivery. GovLoop worked
with them to build an innovative, 6-week course that leveraged our social network to host a series of
hour-long webinars, handpicked blogs as required reading, moderated discussion forums and peer-to-peer
learning. Eighty-six percent of participants said the course learning objectives were met and 79 percent
indicated that the content was useful for my job.
TH0H 5&)-,68&.6 "? ;,-.*)",6-6$". `5A;a b$,6G-% 0),$.4 0G88$6Q The Federal Highway Administra-
tion (FHA) needed to transform a series of in-person, annual events that had become quite costly. FHA
picked a platform that could accommodate attendees from all 50 states. The results were extraordinary:
FHA cut the cost of the event by 90%, doubled attendance from 1,200 to 2,500 virtual participants, facili-
tated better decision-making by the states, and involved more dispersed state employees than ever before.
In our guide, we also cite stories from the Centers for Disease Control and Prevention as well as the De-
partment of Defense, which achieved equally impressive results through their innovative virtual conferencing
activities.
Why It Matters:
Not only are virtual conferences and training effec-
tive. Theyre pretty much mandatory for the foresee-
able future. Consider this guidance from the Federal
Chief Financial Officers Council:
The Administration has taken aggressive steps to
curtail conference spending and has installed strict
policies and controls to ensure that conference ex-
penditures are cost-effective and advance the mis-
sion and programmatic goals of each agency. As a
first step in conference planning, an agency should
confirm that physical collocation of Federal employ-
ees in a conference setting is a necessary and cost-
effective means to carry out the agencys mission
(and that other, lower-cost options, such as video-
conferencing, have been explored).

When combined with sequestration and continuing
resolutions, now is the opportune time for govern-
ment to innovate around its events and training to
effectively equip a world-class workforce.
30.
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NUMBER THREE FUTURE TREND:
S e q u e s t r a t i o n a n d S h u t d o w n s |
Organization: Every Agency Feeling the Impact
of Budget Cuts
Achievement: In a recent GovLoop interview, Tech Americas Trey Hodgkins and Robert Haas reviewed the
results of their annual forecast and *G44&*6&/ 61-6 *&WG&*6,-6$". M$%% ."6 *6$?%& $.."+-6$".= #G6 *6$8G%-6& $6H
<\$*6",$9-%%7= M1-6 M& 1-+& *&&. $* *$4.$?$9-.6 )&,$"/* "? $.."+-6$". "99G, M1&. 61& #G/4&6* -,& -6 61&$,
%"M&*6H> In a separate interview, 30-year government veteran Alan Balutis shared a similar sentiment. When
the real fiscal crunch happens, budget pressures, sequestration, fiscal cliff - whatever you want to call it. We
will need to re-think the way we do business, said Balutis. This will drive innovation. Lets all hope theyre
right, because Continuing Resolutions and shutdowns seem to be the new normal.
NUMBER FOUR FUTURE TREND:
O p e n D a t a a s I n n o v a t i o n D r i v e r |
Organization: Every Agency Looking to Lever-
age Public Datasets
Achievement: Open data is nothing new. Data.gov was launched in May 2009 and there are dozens of examples
where citizens and hackers have leveraged public datasets to create apps that improve our communities. As we
mentioned as one of the 5 Trends from 2013, the White House put some additional heft behind the concept
by making open and machine readable the new default. As a result, were thinking 2014 will mark a new high
water point for innovation around open data.
The National Aeronautics and Space Administration (NASA) took open data to a whole new level in 2013
with its International Space Apps Challenge. GovLoop interviewed the creators of Sol, the first interplanetary
weather app, which was built with data from the Curiosity Rover on Mars. In addition to creating valuable
tools, it turns out that opening up data may be a good recruitment tool for emerging talent. One participant
in NASAs apps challenge said, <N6J* "// 7"G /".J6 .",8-%%7 61$.2 -#"G6 1-92-61".* ?,"8 4"+&,.8&.6 ",4-F
.$X-6$".*H 3G6 -* - 4&&2 -./ - .&,/ 61&,& $* -. -))&-% 6" M",2 ". -. -)) ?", *)-9&> thats built on a publicly
available dataset.
NUMBER FIVE FUTURE TREND:
A g i l e A c q u i s i t i o n |
Organization: U.S. Coast Guard
Achievement: Agile acquisition can likely save the government billions of dol-
lars (yes, with a b). For those unfamiliar with the term, agile basically means
iterative, incremental development, where requirements and solutions evolve
through collaboration between self-organizing, cross-functional teams. How-
ever, when it comes to gathering requirements for an acquisition, government
often spends far more time than we should defining up front requirements,
said Retired Coast Guard Captain Daniel Taylor in an August 2013 interview
with GovLoops DorobekINSIDER. <37 61& 6$8& 7"G 4&6 61,"G41 -%% 61& -)F
),"+-%*= 7"G, ,&WG$,&8&.6* 1-+& 91-.4&/H B&,1-)* $? M& /&?$.&/ 61& 1$41
%&+&% ,&WG$,&8&.6* -./ *6"))&/ 61&,& 6" 4&6 -)),"+-% ?", -. $.+&*68&.6
-./ 61&. 1&%/ "?? /"$.4 61& /&6-$%&/ ,&WG$,&8&.6* G.6$% 61& %-*6 )"**$#%& 8"8&.6= M& M"G%/ #& -#%& 6"
8",& WG$92%7 -./ 91&-)%7 ),"9G,&=> said Taylor. Unfortunately, there are not a lot of agencies making the
move in this direction, but its a trend we hope government explores in 2014 and beyond.
31.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
C I T Y O F
I N N O V A T I O N :
R O U N D R O C K ,
T E X A S
Can you imagine offloading your work onto a machine?
The offloading would save enormous amounts of time, a
commodity that is in short supply with staffing cuts due to
fiscal constraints.
Constraints are nothing new for local governments. Long
before the federal government was struggling with major
budget cuts and smaller staffs, local governments were feel-
ing the fiscal pinch. The only way to survive was to innovate
and innovate quickly.
That is exactly what the city of Round Rock, Texas, did. The
city of 100,000 used low-cost technologies and agile devel-
opment processes to engage with citizens and offer better
web products.
Round Rock was one of the first city governments to dab-
ble in Pinterest, establishing an account in 2011. They also
created a public alert system on their website that pro-
vides crucial information for citizens in a disaster. Over the
Halloween weekend 2013, the city was hit with a major
storm resulting in serious flooding. The alert helped resi-
dents stay safe and get disaster relief out to their houses
quickly with just a click of the mouse. In short, the city of
just over 100,000 residents is a hot bed of innovation.
32.
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B r o o k s B e n n e t t s 5
P r e d i c t i o n s f o r 2 0 1 4
Brooks Bennett leads that innovative mindset as
Round Rocks Chief Information Officer. We asked
Bennett to peer into his crystal ball and give us his
predictions for technology in 2014.
1. c5 ),$.6$.4 is becoming much more accessible
and advanced. Being able to download a creation and
have it be manifested in physical form in a matter of
minutes is incredible.
2. Y""4%& Y%-** has changed the way we think about
consuming technology and reality. Siri and like tech-
nologies are making talking to devices normal and
powerful.
3. @".6&I6 -M-,& 6&91."%"4$&* like Google Now
are presenting data to users. Artificial intelligence
enhancements are rapidly proliferating and are going
to play larger and larger roles in our lives.
4. PG,61&, ),"%$?&,-6$". "? \;!]U -./ )G,)"*&
#G$%6 8"#$%& -))*. Removing the need to update cli-
ent software is a huge plus to deploying and updating
systems. The web as a platform is becoming much
more powerful and will continue to advance, espe-
cially on mobile devices.
5. !"#$%& /&+$9&* in the field are only going to get
more important. We are moving away from workers
in the field coming to a home base to pick up and
drop off paperwork. Getting things done on the go is
going to make organizations more efficient.
However, Bennett notes that in order for many of
the innovations discussed above to happen, one thing
needs to change, Not allowing APIs for access to
data, needs to become passe. Too many systems are
walled gardens. We get value out of exposing infor-
mation in new and exciting ways. IT desiring strong
controls over all devices will be more pass. People
want to use all kinds of client devices and IT needs
to find ways to make that happen.
33.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
P E E R I N G I N T O G O V E R N M E N T :
T R A N S P A R E N C Y O N D I S P L A Y
An interview with Ashley Fruechting, Director of Strategic Initiatives at Vision Internet
In May, the Office of Management and Budget unveiled the Open Data Mandate. The White
House made it clear that agencies would default to open data whenever possible, creating a
more open and transparent government.
State and local governments have been grappling in transparency for years.
Ashley Fruechting, Director of Strategic Initiatives at Vision Internet, told GovLoop that transparency is key
because it builds trust between the government and the public.
One of the ways to build that trust is to be very open about how money is being spent, how decisions are
being made, who is making those decisions. While there have always been laws for people to request docu-
ments after the fact, I think proactively sharing that information and disclosing that information upfront and
being open is something that really furthers the development of that trust.
For example, Costa Mesa, California, was recently named one of the most transparent cities in America. Vision
Internet helped the city transform their website to be more open.
3 W a y s t o E a s i l y B e c o m e M o r e T r a n s p a r e n t O n l i n e
To make your government website more transparent you can follow the Vision Internet model used for Costa
Mesa.
P$./$.4 61& R$416 N.?",8-6$".Q One of the biggest challenges a lot of agencies face is that they have
thousands of pages of documents on their existing websites and no one can find the right data. In Costa
Mesa, we looked at their existing website statistics, interviewed staff and studied search results to find the
biggest drivers of information requests, said Fruechting. Then we streamlined the process on their new
site so the most searched for data was upfront.
;""%* ?", 61& ]&** ;&91 0-++7Q Oftentimes cities want to share data, but dont have the technical
know-how to optimize it. Our Vision Content Management System was developed to make it easy for
non-technical staff to update their websites. You dont have to have a degree in computer science to be
able work with VisionCMS; if you can use Microsoft Word you can update content on the website, said
Fruechting.
@,&-6& 61& @".+&,*-6$".Q Transparency coupled with advanced website technology can be empower-
ing for local governments because theyre able to increase access, involvement, and create two-way com-
munication with residents. Our content management system and responsive web design enables even very
small agencies to be open 24/7 through web traffic and mobile optimization, said Fruechting. With the
explosion of mobile devices and tablets, more local governments will see the value of making information
available to people on the devices they are accustomed to using on a daily basis.
2013 was a big year for transparency initiatives at all levels of government.
If you think about transparency, websites have existed for many years, but it took a shift in how government
viewed its relationship with the citizens for the idea to take hold. Technology plays a role in allowing people to
follow through on that vision. But, I think the larger innovation is the idea that governments are being much
more proactive in sharing information, said Fruechting.
34.
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Vision Internet | Innovators of Online Government
For more information, call 888.263.8847 or visit www.visioninternet.com.
Follow us on @visioninternet
creating whats next
Tomorrow is already under development at
Vision Internet. We create forward-looking
website solutions for every size and level
of government. Vision Internet gives your
agency tools to communicate with
remarkable clarity and effectiveness.
Be ready for tomorrow.
Talk with Vision Internet today.
We know
the future.
We built it.
35.
! " $ % & ' ( ) * ' ) + , ) ) % &- + , % ) .
A C K N O W L E D G E M E N T S
GovLoop appreciates the many individuals who shared their experience and expertise with us for this guide
through a series of surveys and interviews. We especially want to thank the following individuals for providing
critical insight into Innovation in 2013:
David Bray, CIO, Federal Communications Commission
Brooks Bennett, CIO, Round Rock, Texas
In addition, GovLoop appreciates its sponsors, AvePoint, Pega and Vision Internet for their insights and contri-
butions to make this guide possible.
GovLoop would also like to acknowledge the members of its internal team that conducted the interviews,
coalesced the information, and contributed to the creation of this guide:
Lead Writers: Emily Jarvis, Online Editor & Producer of the DorobekINSIDER, Andrew Krzmarzick, GovLoop
Director of Community Engagement, and Sharon McCoy and Kathryn David, GovLoop Graduate Fellows
Lead Editor: Steve Ressler, GovLoop Founder and President
Lead Designer: Jeff Ribeira, GovLoop Senior Interactive Designer
Designer: Russell Yerkes, GovLoop Design Fellow
If you have any questions or feedback pertaining to this guide, please contact emily@govloop.com.
Image Credits: White House Flickr, US Coast Guard Flickr, US Army Flickr, FEMA.gov, University of Wisconsin-
Madison
C O N C L U S I O N
2013 may go down as the year of the government shutdown, or the flawed launch of healthcare.gov, but those
of us who follow government closely know those minor setbacks only represent a drop in the bucket when
compared to government innovation. Government is the home to the creation of GPS, weather predictions,
the polio vaccine and so much more. Government is innovation.
The 20 government innovations we highlighted in this guide all have one thing in common: risk. The public ser-
vants behind these projects had to go outside of the bureaucratic norms. They had to buck the mantra, This
is how weve always done things around here.
The Federal Chief Technology Officer, Todd Park, a master of innovative ideas, has said, There are a lot of
pockets of innovation going on right now. But if we want the government to truly grow, we have to unleash
innovation in all sectors of the government.
We agree. And we look forward to the innovations of government in 2014.
36.
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GovLoops mission is to connect government to improve government. We aim to inspire public sector profes-
sionals by acting as the knowledge network for government. The GovLoop community reaches over 100,000+
members working to foster collaboration, solve problems and share resources across government.
The GovLoop community has been widely recognized across multiple sectors. GovLoop members come from
across the public sector. Our membership includes federal, state, and local public servants, industry experts
and professionals grounded in academic research. Today, GovLoop is the leading site for addressing public sec-
tor issues.
GovLoop works with top industry partners to provide resources and tools to the government community.
GovLoop has developed a variety of guides, infographics, online training and educational events, all to help
public sector professionals become more efficient Civil Servants.
3%4-+,%)
GovLoop is headquartered in Washington, D.C., where a team of dedicated professionals shares a common
commitment to connect and improve government.
1101 15th St NW, Suite 900
Washington, DC 20005
Phone: (202) 407-7421
Fax: (202) 407-7501
A B O U T G O V L O O P
37.
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1101 15th St NW, Suite 900
Washington, DC 20005
Phone: (202) 407-7421
Fax: (202) 407-7501