Dr. Theresa A. Pardo Center for Technology in Government

University at Albany, State University of New Yorkwww.ctg.albany.edu

tpardo@ctg.albany.edu +1 518-442-3892

CTG fosters public sector innovation, enhances capability, generates public value, and supports good governance.

Thought leadership in Public Sector ICT Innovation

• Building research and practice partnerships– to define information and technology related problems,

challenges, and opportunities.– to provide innovative policy leadership and practice

guidance to ensure success in the complex world of government information technology.

– to solve critical problems facing government agencies working separately or together to share information and create levels of capability to interoperate across the boundaries of government organizations and national borders.

– to plan strategies and assess impact of those strategies; open government, social media, mobility, cloud computing, and more.

Core research and practice competencies

• Open Government Planning and Public Value Assessment• Understanding Value and Risk in Public Sector IT

Investments • Building Intergovernmental Collaborations • Information Sharing and Integration • Interoperability • Social Media – Policy for government • Social Media – As a service deliver platform• Building a Case for Strategic Technology Innovation• Capability Assessment and Action Planning• XML as a Website Content Management Tool• Critical Decision Making During Crisis • Transnational Public Sector Knowledge Networks

Venues for Research

Improvements in Practice

Practice innovations through research partnerships

Practical Problems of Government

Practitioner skill and knowledge

Academic skill and knowledge

“What is technically possible may not be organizationally feasible

or politically or socially desirable.”

“Advanced IT applications in government must integrate

policies, processes, information, and technology.”

CTGAddressing the quintessential underlying

problems of ICT use in government

CTG Enhancing Capability

• CTG’s Open Government Public Value Assessment Tool (PVAT)

• CTG’s Eight Essential Elements of Social Media Policy

Building an Open Government Plan A Public Value-Based Strategy

Question of Interest

Does our open government plan, taken as a whole, optimize our resources and

capabilities, and maximum public value to all citizens and stakeholders?

A common view of public returnsThe

Investment

A Better World

Good things happen

Good things happen

Traditional v. Public ROI

Public measures: many more social and political returns are possible

Government measures

• cost savings• budget increases• productivity

gains• service quality• cost-

effectiveness• strategic

position

Foundations of a Public Value View

Two major kinds of public value:•The value to the public that results from

improving the government as a public asset•The value that results from delivering specific benefits directly to persons or groups

The public value point of view:•Assessing public returns should reveal

value in terms of stakeholder interests

CTG’s Open Government Portfolio Public

Value Assessment Tool (PVAT)

• A tool designed to support open government planning by offering a systematic approach to identifying the public value of an agency's or government’s open government portfolio.

Lessons Learned – Why create PVAT? Agency challenges in: • linking high level principles of participation, collaboration,

and transparency to specific stakeholders and values to strategic agency missions

• prioritizing ongoing and planned initiatives based on the stakeholders they serve and the value proposition for each

• re-tooling information lifecycle from collection, management, use, and dissemination to support OG initiatives

• developing concrete plans for internal change to support new skills and requirements to support

OG opportunities

PVAT In Use – Creating Value PVAT used to guide the United States Department of

Transportation’s Open Government Planning Process

“Using the PVAT we looked in a new way at our open government portfolio to see how our investments in openness and transparency could create value for a wide range of DOT stakeholders.”

– H. Giovanni Carnaroli, Associate Chief Information Officer (CIO) for Business-Technology Alignment and Governance at the U.S. Department of Transportation.

Public Value Types• Economic: income, asset values, liabilities, entitlements,

risks to these.• Political: personal or corporate influence on government

& politics.• Social: family or community relationships, social mobility,

status, identity.• Quality of life: security, health, recreation, personal

liberty • Strategic: economic or political advantage or

opportunities, goals, resources for innovation or planning.• Ideological: alignment of beliefs, moral or ethical values

with government actions or outcomes.• Stewardship: public’s view of government officials as

faithful stewards.

Public Value Generators

• Efficiency• Effectiveness• Intrinsic enhancements• Transparency• Participation• Collaboration

Systematic Approach to OG

STEP 1 STEP 5

Initiative Description:

· Title · Purpose· Supporting

strategic goals· Program or policy

area· Tactics

Describe Initiative

Review Open Government Public

Value Portfolio

· Review public value assessments across all initiatives to inform decision making.

· Does our open government portfolio, taken as a whole, optimize our resources and capabilities while meeting our mission and delivering maximum public value to all stakeholders?

STEP 6

· Establish a summary assessment for the initiative for each public value type across all the primary stakeholders

· All summary assessments are populated into the Portfolio Review Workbook

(Step 6)

· Identify a full list of initiative stakeholders

· Prioritize by rating each stakeholder as A, B, or C

Identify and Prioritize

Stakeholders

STEP 2

Initiative One-Five Workbooks

· Identify the type and level of Public Value the initiative is expected to create for each of the primary stakeholders

Public Value is expressed in terms of: · Economic value · Social Value · Political Value· Strategic Value· Quality of Life

Value · Ideological Value · Stewardship

Value

Identify and Rate the Public Value

STEP 3

· For each stakeholder and each change mechanism describe how the expected value will be produced

Change mechanisms include impacts on: · Efficiency· Effectiveness· Intrinsic

Enhancement · Transparency· Collaboration· Participation

Identify Mechanisms of

Change

STEP 4

Summarize the Public Value Assessments

Portfolio Review Workbook

Support Choice Making About Investments in OG

CTG’s Open Government Portfolio Public Value Assessment Tool (PVAT)

• Over 300 individual downloads by over: – 10 Countries– 20 US Federal Agencies – 50 US County and municipal agencies – 70 Non-governmental and research

organizations – 15 Consulting companies

CTG’s Open Government Portfolio Public Value Assessment Tool (PVAT)

• Learning more and working with CTG– Formal Training Program.– Custom Training Program.– Hands on support from CTG in the form of

consultations with planning teams as well as management of planning and assessment processes.

Social Media, Citizen Engagement, and Government

Government social media trends

Source: Pew Research Center, How Americans Interact with Government Online, April 2010

• Reaching citizens– 46 percent of respondents see it as important for government to post

information and alerts on sites like Facebook or Twitter

• Interacting and communicating– 13% of internet users read a blog of a government agency or official,

and 2% have posted a comment – 5% of internet users followed a government agency or official on a

social networking site, only 1% of internet users have posted comments – 2% of internet users followed a government agency or official on Twitter

(this represents 7% of Twitter users)

• Perception– 41% of people agree that such services are a waste of government

money

Source: Eight Essential Elements of Social Media Policy, Center for Technology in Government, 2009

CTG’s Eight Essential Elements of Social Media Policy

• CTG’s Eight Essential Elements Report used around the world to inform social media policy development processes.

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United States DOT Uses CTG’s Eight Essential Elements to United States DOT Uses CTG’s Eight Essential Elements to Structure Social Media Policy Development Process Structure Social Media Policy Development Process

• DOT’s Open Government Plan imposed a Fall 2010 deadline for the DOT to develop its first social media policy.

• The total time to develop the policy was 6 months.• An interdisciplinary working group of 30 DOT employees

participated.

July 2010June 2010 August 2010 Sept/Oct 2010 November 2010

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CIOP Social Media Policy Covers

Employee Access

Official Use

Professional Use

Personal Use

Account Management

Official Use

Professional/ Personal Use

Acceptable Use

All Use

Employee Conduct

Official Use

Professional/ Personal Use

Security

Citizen Conduct

Official Use

Legal

Official Use

Professional/ Personal Use

Acceptable Apps

Official Use

Professional Use

Personal Use

Public Affairs led the drafting of policy statements

Social Media Policy Working Group Drafted

All Use

General Counsel led the drafting of policy statements

OCIO led the drafting of policy statements

Drafting Policy StatementsDrafting Policy Statements

Citizen Conduct

Professional/ Personal Use

Content

Professional Use

Personal Use

Official Use

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Drafting Roles and ResponsibilitiesDrafting Roles and Responsibilities

• The Working Group used a Responsible, Accountable, Consulted, Informed (RACI) Matrix to determine what individuals, offices and governance bodies would oversee each policy statement.

• Responsible parties spanned the OCIO (CISO, CTO, ACIO for Policy Oversight), General Counsel, Public Affairs, Human Resources, and the modal equivalents of those offices.

• These roles and responsibilities were then included in the draft policy.

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Coordinating Policies in the DOTCoordinating Policies in the DOTDuration: Flexible Duration: Two Weeks Duration: Two Weeks

Upon completion of reviews, DOT CIO performs final review and approvals

CTG’s Eight Essential Elements and CTG’s Eight Essential Elements and DOT Social Media Policy: DOT Social Media Policy:

A policy development partnershipA policy development partnership• Covers all DOT Employees• Specifies an approval process for official

accounts• Lists specific account management

requirements• Requires an approved tools list to be

developed by the OCIO• Requires tool specific guidance to be

developed separately—the policy covers high level requirements for records management, accessibility, PRA, intellectual property, and advertisements.

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CTG’s Social Media PolicyEight Essential Elements

• Learning more and working with CTG– Formal Training Program.– Custom Training Programs.– Hands on support from CTG in the form of

consultations with policy development teams as well as implementation planning and impact assessment processes.

Fostering InnovationBuilding Capability

• Open Government Portfolio Public Value Assessment Tool (PVAT)

• All CTG Open Government Related Publications

• Designing social media policy for government: Eight essential elements

• CTG’s Publications and Reports• CTG’s Annual Report

CTG fosters public sector innovation, enhances capability, generates public value, and supports good governance.

Dr. Theresa A. Pardo Center for Technology in Government

University at Albany, State University of New Yorkwww.ctg.albany.edu

tpardo@ctg.albany.edu +1 518-442-3892