Driving Innovation in Government: Mass Collaboration & the Power of Web 2.0

1. Driving Innovation in Government:Mass Collaboration & the Power of Web 2.0 December 2007

2. National Academy of Public Administration: An Overview Who We Are Established in 1967 and chartered by Congress, The National Academy of Public Administration is a non-profit, independent coalition of top policy and organizational leaders who tackle government’s most difficult challenges through systematic research, comprehensive management reviews and expert analysis. The Academy is trusted across federal, state and local government to provide objective assessments and forward-thinking, practical solutions to the most critical and current issues in public administration. Through its network of over 650 distinguished Fellows and more than 75 dedicated staff, the Academy is uniquely qualified to drive positive change across government and to help its agencies work better for the American people. What We Do • Strategy Development Program Evaluation, Feasibility Studies • Business Support Function Transformation Organization Analysis and Design • Human Resource Management Change Management/Communications • Performance Budgeting Workshop/Meeting and Outreach Support • Acquisition • Financial and Grant Management A membership of over 650 Fellows serve as the cornerstone of the National Academy, providing an unmatched wealth of expertise. These current and former public managers and scholars, business executives and labor leaders, Cabinet officers, members of Congress, governors, mayors, state legislators, and diplomats provide insight and experience as they oversee Academy projects and provide general guidance. Core Differentiator • Federal • Dick Thornburgh • David Walker • Mark Foreman • State & Local • Jane Smith Patterson • Michael Rogers • P.K. Agarwal • Academic • Steve Kelman • Les Soloman • Kathy Newcomer Core Skills • Problem Solving • Trusted Advice • Objective Research • Comprehensive Analysis • Subject Matter Expertise • Convening Authority Core Products • Studies • Technical Assistance • Executive Briefings • Advisory Services • Congressional Testimony • Forums and Conferences

3. The Evolution of E-Government Pre E-Gov Act Quicksilver Federal Enterprise Architecture Lines of Business What’s Next? 2000 2001 2002 2004 2008 • The challenge going forward will be to: • Foster adoption of Web 2.0 functionality in government • Move beyond a horizontal approach to a networked approach • Focus on mission-critical activities • Drive towards simplicity • Prior to the E-Government Act, agencies worked in silos • In 2001, 25 Quicksilver initiatives were identified • E-Government Act of 2002 endorses and requires Agencies to support cross-agency initiatives • Ultimately, creates “horizontal silos” • In 2002, development of the Federal Enterprise Architecture commences • Intended to simplify processes and unify work across agencies • Reference models bring back an intra-agency focus • In 2004, 5 Lines of Business task forces are formed • Since expanded, the LOBs bring back a cross-agency approach but remain focused on driving down transaction costs in management and support functions

4. Emerging Forces are Creating an Opportunity for Public Sector Leaders Wikinomics Medici Effect • Book by Don Tapscott and Anthony D. Williams explores how organizations use mass collaboration (also called peer production) and open-source technology such as wikis to be successful • According to the authors, wikinomics is based on four ideas: Openness, Peering, Sharing, and Acting Globally • Employees drive performance by collaborating with peers across organizational boundaries, creating a “wiki workplace” • Frans Johansson describes how we can find intersections in our own lives and turn the ideas we find there into pathbreaking innovations • Three driving forces—the movement of people, the convergence of scientific disciplines, and the leap in computational power—are increasing the number and types of intersections we can access • The theory explores the concept of cross-field and cross-cultural combinations and to offer clear guidance on how to make such an approach work effectively SPEED AGILITY REACH EFFICIENCY Transparency Swarm Intelligence • Blacked Out: Government Secrecy in the Information Age by Alasdair Roberts shows that despite advances made with the 1966 Freedom of Information Act, there are those who continue to promote government secrecy • Privatization of public services, the rise of powerful international organizations, and the growth of tight knit networks of security agencies are complicating campaigns for openness • New developments in IT enable greater openness and remove barriers to transparency • Swarm Intelligence is a concept of artificial intelligence based on the study of collective behavior in decentralized, self-organized systems • The inherent intelligence of swarms, when examined, reveals that the collective movements of an aggregate often derive from independent decision making on part of a single individual • Such knowledge encourages individual decision making as an effective tool in bringing about widespread social change

5. Focus on the Management Approach, NOT the Technology Solution • Leader to Citizen • PTO • Politicopia Leader • Leader to Front Line • Intellipedia • TSA Manager • Leader to Stakeholder • Great Lakes Initiative Front Line Stakeholder Citizen Innovative leaders are using collaborative approaches and tools to solve government’s toughest challenges

6. A Networked Approach is Like Three Dimensional Chess The challenge going forward is to leverage technology to enable a “networked approach”, with a focus on mission-critical activities

7. Emerging Forces are Creating an Opportunity for Public Sector Leaders Intellipedia Politicopia • Problem/Opportunity: Need to share intelligence information across silos and geographical locations • Approach: Create a secure multi-agency wiki site with 16 agencies of the US intelligence community and other national-security related organizations • Outcomes: • Intelligence community can communicate quickly during a threat • Fewer meetings, improved productivity, and reduced stove-piped intelligence information • Site contain more than 60,000 easily accessible pages of useful intelligence info used across the country • Problem/Opportunity: A member of the Utah State Legislature found it difficult to relate to his constituents and get them involved in the legislative process • Approach: Rep. Urquhart set up his own website, where citizens can post comments and debate legislation • Outcomes: • Enables people to provide their comment on legislation, and is described as “an experiment in open democracy” • Allows a more diverse set of opinions to be heard in government • Allows Rep. Urquhart to post his thought on bills and have them read by his constituents Patent & Trademark Office National Academy of Public Administration • Problem/Opportunity: Empower the IC workforce to assimilate and share information on some of the most difficult subjects facing the 16 agencies of the US intelligence community • Approach: Individuals with appropriate clearance can log-on to read postings, contribute to discussion, add or edit content. Viewpoints are attributed to the agencies, offices, and individuals participating, with the hope that a consensus view will emerge. • Outcomes: • In testimony before Congress, Michael McConnell, Director of National Intelligence, commended the use of Intellipedia among analysts and its ability to help experts pool knowledge, form virtual teams, and make quick assessments • Problem/Opportunity: Desire to enhance effectiveness and productivity of diverse—and often distributed– teams • Approach: Piloted internal wiki site, leveraging core group of savvy practitioners to build pages for their respective client projects. Tracking, measuring and evangelizing successes. Identifying and ameliorating gaps. Building processes and governance structure to institutionalize. • Outcomes: • Early results demonstrate significant efficiencies in the data collection and analysis, e.g. collaboration and search functionality enabled by the site saved 5 person-months on one project

8. Community of Practice Barriers Barriers National Data Council NAPA Innovation Occurs at the Intersection of Data and Ideas Ideas Innovation Data Culture Security Governance Tools Ontology Quality Authenticity Accessibility But barriers must be bridged if we hope to realize the full potential of Web 2.0

9. Opportunities to Get Involved Collaboration Community of Practice National Data Council • Overview: • Independent forum for all levels of government to work together to leverage collaborative technology • Work with others in the public sector committed to this new approach to solving government’s toughest problems • History of convening public administrators in a trusted environment • Members of the CoP will: • Foster adoption by addressing barriers related to culture, governance and security • Learn about leading collaborative practices – and promote your own! • Share information and build relationships with innovators across government • Membership includes: • Face to face meetings at NAPA headquarters with other members of the CoP, distinguished Fellows and subject matter experts • Log-on to the CoP Wiki, a site that fosters real time collaboration among a community of practitioners • Access to a growing repository of white papers, case studies, resources and tools to support initiatives in your organization • How to get involved: • 2008 Membership available for $25,000 per Agency • Small agency pricing available • Overview: • The value of the Federal Data Asset is immense—particularly in an age where information is currency • However it is limited by inconsistent and erroneous information, and impediments to information sharing • A common vocabulary and relational schema are required • The Need for a National Data Council: • A National Data Strategy can provide a level of structure and clarity, enabling us to burst through our traditional silos, develop new linkages and find the “commonalities of impact” • We are in a unique position to make our country as agile as the threats and opportunities before us • Approach: • Brings the best and brightest minds on this topic to form a National Data Council • Over a period of one year, collaborate to: • Crystallize thinking around particular topic areas • Identify and build on potential approaches • Determine the most promising solutions and test them • Align around the best approach and move out • How to get involved: • With leadership from EPA, the Academy is seeking support from interested Departments or Agencies to form the core of the “National Data Council” dedicated to addressing this issue • Each founding member would be asked to contribute $100,000

10. For More Information: Lena Trudeau Director, Strategic Initiatives 202-315-5476 Ltrudeau@napawash.org Frank DiGiammarino Vice President, Strategic Initiatives 202-204-3673 Frankd@napawash.org