A new paper from Yochai Benkler and co-authors at the Berkman Center maps how the networked public sphere led to the Stop Online Piracy Act and Protect IP Act being defeated in the U.S. Congress.
“Abstract: “This paper uses a new set of online research tools to develop a detailed study of the public debate over proposed legislation in the United States designed to give prosecutors and copyright holders new tools to pursue suspected online copyright violations.”
Key insight: “We find that the fourth estate function was fulfilled by a network of small-scale commercial tech media, standing non-media NGOs, and individuals, whose work was then amplified by traditional media. Mobilization was effective, and involved substantial experimentation and rapid development. We observe the rise to public awareness of an agenda originating in the networked public sphere and its framing in the teeth of substantial sums of money spent to shape the mass media narrative in favor of the legislation. Moreover, we witness what we call an attention backbone, in which more trafficked sites amplify less-visible individual voices on specific subjects. Some aspects of the events suggest that they may be particularly susceptible to these kinds of democratic features, and may not be generalizable. Nonetheless, the data suggest that, at least in this case, the networked public sphere enabled a dynamic public discourse that involved both individual and organizational participants and offered substantive discussion of complex issues contributing to affirmative political action.”
One data set, however, was missing from the paper: the role of social media, in particular Twitter, in reporting, amplifying and discussing the bills. The microblogging platform connected many information nodes mapped out by Berkman, from hearings to activism, and notably did not shut down when much of the Internet “blacked out” in protest.
As I wrote then, we’re in unexplored territory. We may have seen the dawn of new era of networked activism and participatory democracy, borne upon the tidal wave of hundreds of millions of citizens connected by mobile technology, social media platforms and open data.
As I also observed, all too presciently, that era will also include pervasive electronic surveillance, whether you’re online and offline, with commensurate threats to privacy, security, human rights and civil liberties, and the use of these technologies by autocratic government to suppress dissent or track down dissidents.
Finding a way for forward will not be easy but it’s clearly necessary.
Three years on, Republicans in Congress continue to follow through on promises to embrace innovation and transparency in the legislative process. Today, the United States House of Representatives has made the United States Codeavailable in bulk Extensible Markup Language (XML).
“Providing free and open access to the U.S. Code in XML is another win for open government,” said Speaker John Boehner and Majority Leader Eric Cantor, in a statement posted to Speaker.gov. “And we want to thank the Office of Law Revision Counsel for all of their work to make this project a reality. Whether it’s our ‘read the bill’ reforms, streaming debates and committee hearings live online, or providing unprecedented access to legislative data, we’re keeping our pledge to make Congress more transparent and accountable to the people we serve.”
House Democratic leaders praised the House of Representatives Office of the Law Revision Counsel (OLRC) for the release of the U.S. Code in XML, demonstrating strong bipartisan support for such measures.
“OLRC has taken an important step towards making our federal laws more open and transparent,” said Whip Steny H. Hoyer, in a statement.
“Congress has a duty to publish our collective body of enacted federal laws in the most modern and accessible way possible, which today means publishing our laws online in a structured, digital format. I congratulate the OLRC for completing this significant accomplishment. This is another accomplishment of the Legislative Branch Bulk Data Task Force. The Task Force was created in a bipartisan effort during last year’s budget process. I want to thank Reps. Mike Honda and Mike Quigley for their leadership in this area, and Speaker Boehner and Leader Cantor for making this task force bipartisan. I also want to commend the dedicated civil servants who are leading the effort from the non-partisan legislative branch agencies, like OLRC, who work diligently behind the scenes – too often without recognition – to keep Congress working and moving forward.”
The reaction from open government advocates was strongly positive.
“Today’s announcement is another milestone in the House of Representatives efforts to modernize how legislative information is made available to the American people,” said Daniel Schuman, policy director at Citizens for Responsibility and Ethics in Washington (CREW). “The release of the US Code in Bulk XML is the culmination of several years of work, and complements the House’s efforts to publish House floor and committee data online, in real time, and in machine readable formats. Still awaiting resolution – and the focus of the transparency community’s continuing efforts — is the bulk release of legislative status information.” (More from Schuman at the CREW blog.)
“I think they did an outstanding job,” commented Eric Mill, a developer at the Sunlight Foundation. “Historically, the U.S. Code has been extremely difficult to reliably and accurately use as data. These new XML files are sensibly designed, thoroughly documented, and easy to use.”
The data has already been ingested into open government websites.
“Just this morning, Josh Tauberer updated our public domainU.S. Code parser to make use of the new XML version of the US Code,” said Mill. “The XML version’s consistent design meant we could fix bugs and inaccuracies that will contribute directly to improving the quality of GovTrack’s and Sunlight’s work, and enables more new features going forward that weren’t possible before. The public will definitely benefit from the vastly more reliable understanding of our nation’s laws that today’s XML release enables.” (More from Tom Lee at the Sunlight Labs blog.)
Jim Harper, Director of Information Policy Studies at the Cato Institute, similarly applauded the release.
“This is great progress toward better public oversight of government,” he said. “Having the U.S. Code in XML can allow websites, apps, and information services to weave together richer stories about how the law applies and how Congress is thinking about changing it.”
Harper also contrasted the open government efforts of the Obama administration, which has focused more upon the release of open government data relevant to services, with that of the House of Representatives. While the executive and legislative branches are by definition apples and oranges, the comparison has value.
“Last year, we reported that House Republicans had the transparency edge on Senate Democrats and the Obama administration,” he said. “(House Democrats support the Republican leadership’s efforts.) The release of the U.S. Code in XML joins projects like docs.house.gov and beta.congress.gov in producing actual forward motion on transparency in Congress’s deliberations, management, and results.
For over a year, I’ve been pointing out that there is no machine-readable federal government organization chart. Having one is elemental transparency, and there’s some chance that the Obama administration will materialize with the Federal Program Inventory. But we don’t know yet if agency and program identifiers will be published. The Obama administration could catch up or overtake House Republicans with a little effort in this area. Here’s hoping they do.”
This article has been updated with additional statements over time.
David Bray, a seasoned national intelligence executive (CV), will be the next chief information officer of the Federal Communications Commission. He’s expected to finish his work in the intelligence community at the Office of the Director for National Intelligence and commence work at the FCC in August.
“As the next FCC CIO, I look forward [to] aiding the FCC’s strong workforce in pioneering new IT solutions for spectrum auctions, next-gen cybersecurity, mobile workforce options, real-time enterprise analytics, enhanced open data, and several other vital public-private initiatives,” wrote Bray, in an email sent to staff and partners Monday night.
Bray holds a a PhD in information systems, a MSPH in public health informatics, and a BSCI in computer science and biology from Emory University, alongside a visiting associateship from the University of Oxford’s Oxford Internet Institute, and two post-doctoral associateships with MIT’s Center for Collective Intelligence and the Harvard Kennedy School. He also has served as a visiting associate with the National Defense University. Bray’s career also includes deployments to Afghanistan, projects at the Department of Energy and work at the Center of Disease Control.
Bray will inherit many IT challenges from former FCC CIO Robert Naylor, who announced that he’d be stepping down in December 2012. His background in the intelligence community will serve him well, with respect to network security issues, but he’ll need to continue to transition an agency that has traditionally outsourced much of its technology to 21st century computing standards and approaches to building infrastructure and meeting increasing demand for services.
Bray’s past work in collective intelligence, informatics, public health and data science suggest that he’ll have no shortage of vision to bring to the role. His challenge, as is true for every federal CIO these days, will be to work within limited budgets and under intense scrutiny to deliver on the promise.
To get a sense of Bray, watch his talk on “21st century social institutions at a brunch for Emory University scholars, in 2013:
On June 27, the White House asked for nominations for civic hackers that have built tools that helped to meet the needs of the public. This morning, the Obama administration honored 15 different Americans for their work on open government and “civic hacking.”
Politico’s Morning Tech reported that Intel will fund some of the projects created at the National Day of Civic Hacking to the tune of some $20,000 – a piece. “It’s unclear how many they’ll support, but the chipmaker will pick projects that envision a more data-oriented society and use datasets from a diverse array of industries,” wrote Alex Byers. “They’ll announce the recipients over the next few weeks.” (If any readers hear of such grants, please let me know.)
Following is a small sample of tweets from or about the event, followed by a list of the men and women who were honored today, biographies provided by the White House press office, and links to their organizations and/or work. I’ll post video when it’s available.
Steve Spiker (Spike) is the Director of Research & Technology at the Urban Strategies Council, a social change nonprofit supporting innovation and collaboration based in Oakland for almost 25 years. He leads the Council’s research, spatial analysis, civic innovation, open data, and technology efforts. Spike has research experience in community development, housing, criminology, spatial epidemiology and reentry issues. He loves data, visualization, GIS and strategic technology implementation, especially open source tech. Spike is the co-founder of OpenOakland, a Code for America Brigade and is helping guide government technology decisions and civic engagement in the East Bay. In 2012 Spike was chosen as one of the Next American City Vanguard class. He is an outspoken supporter of open data and open government and speaks across the USA about data driven decision making. He also campaigns to end human trafficking and runs Stealing Beauty Photography.
Travis Laurendine, Founder and CEO of LA Labs New Orleans, LA
Travis Laurendine doesn’t fit in the typical bio box any more than his hair fits into the typical hat. As a serial entrepreneur he has been on the cutting edge of both the web startup and entertainment industry for nearly 10 years. He launched his first web startup while an Economics major at Vanderbilt University, where he was also selected as the first Vanderbilt student with a film to make it in the Nashville Film Festival. When Hurricane Katrina struck his hometown of New Orleans, he stayed back in the city and found himself wearing the hats of startup CEO, concert promoter, restaurant general manager, standup comic, film/video producer and director, MTV News journalist, band manager/agent, investor, hackathon organizer, Entrepreneur-In- Residence, and cultural ambassador. Recently, he founded Louisiana’s first hackathon organization, CODEMKRS, which is currently being transformed into Louisiana’s only modern code school. This summer he has organized hackathons for giant music festivals JazzFest and Bonnaroo and is currently planning San Francisco’s Outside Lands’ first hackathon. His official job is being the founder and CEO of LA Labs, a startup laboratory focused on the marriage of entertainment and technology that uses New Orleans as the ultimate creative incubator. He is thankful for his loving family and friends and the daily inspiration he gets from the great city of New Orleans.
Scott Phillips, Co-Founder and CEO of Isocentric Networks Tulsa, OK
Scott Phillips is the co-founder and CEO of Isocentric Networks, an advanced data center services company based in Tulsa, OK. He was previously the founder and CEO of a sensor technology company whose work included a project for NASA for use on a manned mission to Mars. Scott is also a founding board member of Fab Lab Tulsa, a 21st Century non-profit community center for innovation, entrepreneurship, and STEM education through a partnership with the Massachusetts Institute of Technology. Scott’s current passion lives at the nexus of entrepreneurship, the maker movement, and civic hacking, three transformative movements that he believes are democratizing how we live, work and play. According to Scott, it is easy to understand the impact of civic hacking on government when you view it in three steps; give citizens transparency, give citizens a voice, then give citizens ownership.
George Luc, Co-Founder and CEO of GivePulse Austin, TX
George Luc is Co-Founder and CEO of GivePulse, a social network that matches people to causes and enables nonprofits, companies and affinities to manage volunteers, list events and track service hours in one central community. GivePulse launched earlier this year in 2013 and has since tracked over 100K service hours and mobilized over 5K volunteers in Austin alone. George has a BS and MS in Computer Science from Virginia Tech with an emphasis in Human Computer Interaction. He spent much of his early career developing technology for people with disabilities and has worked with companies like Daylert, IBM, ESO and HomeAway. He serves as a board member of City of Austin Volunteer & Service, Austin Convention Center and Visitor’s Bureau, KLRU, Open Door Preschool, and was a City Commissioner for Austin Mayor’s Committee for People with Disabilities.
Craig Michael Lie Njie, CEO, Kismet World Wide Consulting Mountain View, CA
Mr. Lie Njie is CEO of Kismet World Wide Consulting, which he founded in 2002. Lie has over 20 years of professional experience and currently consults world-wide on a variety of topics including privacy, security, technology design and development, education, entrepreneurship, management, sales and marketing, and mobile application development. Lie was given his name as an honorarium for his three years of service (2005-2008) as a Peace Corps Volunteer in The Gambia, West Africa, where he designed, deployed, and taught the first two years of The Gambia’s first Bachelor’s in Computer Science program at the University of The Gambia (UTG). Today his program is still successful and sustainable. After returning from the Peace Corps, Lie recruited and managed a volunteer team to build and release the free WasteNot iOS app to help people world-wide share their good ideas for reducing environmental impact. He furthermore helped the United Nations as a technology consultant and researched and documented the privacy risks of health and fitness mobile apps.
Christopher Whitaker, Project Management Consultant at the Smart Chicago Collaborative, Chicago, IL
— Christopher Whitaker (@CivicWhitaker) July 23, 2013
Christopher Whitaker is a project management consultant at the Smart Chicago Collaborative, utilizing his experience in government and community organizing to advance civic innovation in Chicago. Whitaker also serves as the Chicago Brigade Captain for Code for America, supporting civic hacking events and teaching a weekly Civic Hacking 101 class. He is a graduate of DePaul University (MPA) and Sam Houston State University (BA, Political Science). Previously, Whitaker served with the US Army in Iraq as a mechanized infantryman.
Jessica Klein, Co-Founder of Rockaway Help, Brooklyn, NY
Together with a group of journalists and residents, civic hacker and designer Jessica Klein co-founded “Rockaway Help” in the wake of Hurricane Sandy. Rockaway Help is committed to empowering the community to find solutions for emergency response, preparedness and rebuilding through hyperlocal open news and the development of innovative community-designed technologies. As part of the National Day of Civic Hacking, Jessica lead workshops and hackathons for designers, engineers and Rockaway Beach, New York residents to identify problems and prototype design or technology solutions in the devastated coastal community. Jessica is currently the Creative Lead of the Mozilla Open Badges project where she promotes openness and creativity in formal and informal learning environments and develops ways for learners to design their own unique narrative around their credentials. Jessica created the Hackasaurus project, the Web X-Ray Goggles and Thimble tools to help teens learn how to code through hacking. Over the last decade, she has worked at a variety of institutions dedicated to learning including the Museum of Arts & Design, The Rubin Museum of Art, The Institute of Play, Startl, The Hive and Sesame Workshop. She also founded OceanLab NYC, a project which asked parents, teachers and kids in the NYC community to investigate their urban coastal environment through casual interaction and play.
Caitria O’Neill, Co-Founder of Recovers San Francisco, CA
Hooray for the #WHChamps Open Gov panel – championing people who aren’t tech savvy, rural communities, and working within and outside of gov
Caitria O’Neill is a co-founder of Recovers, a disaster preparedness and recovery technology company in San Francisco. After a tornado struck her hometown, Monson, MA in 2011, Caitria and her sister Morgan worked within their community to connect survivors with local skills and donations. This kind of seat-of-the-pants organizing happens in every neighborhood, after every storm. The Recovers team has turned the best practices of many efforts into a user-friendly tech toolkit for risk mitigation and community response. In less than two years they have helped hundreds of thousands of people find information, aid, and ways to pitch in. Caitria holds a BA in Government from Harvard University, FEMA NIMS/ICS certifications, and was named an Up-and- Coming CEO by Forbes Magazine. Her work has been featured by CNN Opinion, TED.com, and Bloomberg Businessweek.
Steven Clift, Founder of E-Democracy Minneapolis, Minnesota
White House Champions of Change – Open Government and Civic Technology – Announced, Webcast, I’m one 🙂 http://t.co/dl8tZcvf62#edem
Steven Clift is @democracy on Twitter. He launched E-Democracy.org in 1994 and it is the world’s first election information website. His “government by day, citizen by night” insights were built as leader of the State of Minnesota’s first e-government initiative. He spoke across 30 countries for over a decade from Estonia to Libya to Mongolia on open government and civic participation to support non-partisan, volunteer-powered efforts for inclusive online local democracy. An Ashoka Fellow, today he is E-Democracy’s Executive Director. He leads a dedicated team with the BeNeighbors.org effort to connect all neighbors online (and off) in public life across race and ethnicity, generations, immigrant and native-born, and more. He lives with his lovely wife and two children in Minneapolis, Minnesota.
Gerrie Schipske, Councilwoman on the Long Beach City Council Long Beach City, CA
At white house for champions of change award #whchamps
Councilwoman Gerrie Schipske is currently serving her second term on the Long Beach City Council. She has championed open, transparent and accountable local government since she took office in 2006 by being the first elected official in Long Beach to disclose their calendar and to communicate daily via blog, email, Facebook and Twitter. In January 2012, she took public education and transparency efforts one step further with her “Open Up Long Beach” initiative and website which provide residents increased access to the city’s every day affairs and documents, and includes opportunities for residents to “ go behind the scenes” of city operations. These efforts were lauded in California Forward’s report: The State of Transparency in California: 2013. Gerrie also brought transparency to the Medical Board of California on which she serves by initiating the requirement that members disclose each meeting any contacts they have had with interested parties. Gerrie earned her JD from Pacific Coast University School of Law, her MA from George Washington University, her BA from University of California, Irvine and her RNP from Harbor UCLA Women’s Health Care Nurse Practitioner Program. She is the author of three books on the history of Long Beach, California.
Brad Lander, New York City Council Member Brooklyn, NY
Listening to #CivicHacker panel at #whchamps. They tap the power of social media + tech + boots-on-the-ground compassion we saw after Sandy.
Brad Lander is a New York City Council Member representing Brooklyn’s 39th District, and a leader on issues of affordable housing, livable communities, the environment, and public education. Named one of “Today’s Social Justice Heroes” by The Nation magazine, Lander is co-chair of the Council’s Progressive Caucus and was one of the first councilmembers to bring “participatory budgeting” to his district, giving residents the power to decide which projects to support with their tax dollars. Prior to serving in the City Council, Brad directed the Pratt Center for Community Development and the Fifth Avenue Committee, a nationally-recognized community development organization.
Robert Davis, Co-Founder of RadSocial Cooper City, FL
Robert Davis is a recent marketing graduate from Nova Southeastern University in Davie, FL. His day job consists of managing a social media consultancy for small to medium sized businesses, and at night one can find him at the local maker and hacker spaces around Fort Lauderdale and Miami. Robert is a Code for America intern alumni (’12) and an avid supporter of creating civic tools with open data for the public good. Along with fellow Floridian Cristina Solana, the two created the Florida Bill Tracker, forked from the MinnPost and redeployed to easily track controversial Florida legislation. Robert is also an avid traveler and surfer, and hopes to inspire others to change their world regardless of age or expertise.
Alderman Joe Moore, City of Chicago, 49th Ward Chicago, IL
Known as a pioneer for political reform, governmental transparency and democratic governance, Joe Moore represents Chicago’s 49th Ward, one of the nation’s most economically and racially diverse communities. Moore became the first elected official to bring “participatory budgeting” to the United States. Each year, Moore turns over $1 million of his discretionary capital budget to a process of democratic deliberation and decision-making in which his constituents decide through direct vote how to allocate his budget. Moore’s participatory budgeting model has since been adopted by four of his Chicago City Council colleagues, as well as city council members in New York City, San Francisco, and Vallejo, California.
Anita Brown-Graham, Director of the Institute for Emerging Issues at NC State University, Raleigh, NC
A big thank you to Facebook co-founder @chrishughes talking with me today about the Emerging Issues Commons! http://t.co/B4FVKDHq
Anita Brown-Graham is Director of the Institute for Emerging Issues (IEI) at NC State University, a think-and-do tank focused on tackling big issues that affect North Carolina’s future growth and prosperity. From energy, to fiscal modernization, to improving our systems of higher education, IEI takes the lead in convening state leaders in business, higher education and government to address these issues in a comprehensive, long-term way to prepare the state for future challenges and opportunities. In her role at IEI, Anita led the development of the Emerging Issues Commons, a first of its kind civic engagement tool – both a physical space and an online hub that stands to transform how citizens across the state connect with each other, access information, and take action in the decades to come. Prior to her leadership at IEI, Anita worked as faculty of the School of Government at UNC Chapel Hill for 13 years, training communities in strategic planning to revitalize their distressed rural communities. Her work inspired both rural and urban communities to work together for a better future for the state. Anita is a William C. Friday Fellow, American Marshall Fellow, and Eisenhower Fellow.
Deborah Parker, Tulalip Tribes Vice Chair Tulalip, WA
Deborah Parker Tsi-Cy-Altsa (Tulalip/Yaqui) was elected to the Tulalip Tribes Board of Directors in 2012. As Vice-Chairwoman, Deborah brings to Tulalip leadership nearly two decades of experience as a policy analyst, program developer, communications specialist, and committed cultural advocate and volunteer in the tribal and surrounding communities. Serving as a Legislative Policy Analyst in the Office of Governmental Affairs for the Tulalip Tribes from 2005-2012, Deborah engaged in the legislative process on behalf of the Tulalip Tribes by providing quality analysis of issues most pertinent to the exercise of sovereignty and tribal governance, with particular emphasis in the areas of education, finance, taxation, and healthcare. Before joining legislative affairs Deborah developed two unique outreach and education programs for the Tulalip Tribes. Young Mothers was a culturally relevant program for teen mothers, and the Tribal Tobacco Program sought to inspire responsible tobacco use among tribal members, while acknowledging tobacco’s sacred place in Indigenous cultures. Prior to her work for the Tulalip Tribes Deborah served as Director of the Residential Healing School of the Tseil-Waututh Nation in Canada, and in the Treaty Taskforce Office of the Lummi Nation, where she was mentored by American Indian leaders such as Joe Delacruz, Billy Frank, Henry Cagey and Jewell James. As a passionate advocate for improved education for tribal members, and a belief in the inherent right of all Native Americans to expect and receive a quality education, one that is free from racial or cultural bias, Deborah is focused on educational reform, which includes developing curriculum that is a true reflection of an Indigenous ethics and knowledge system. Deborah remains committed to education by volunteering her time in the local schools where her children are enrolled. Deborah graduated from the University of Washington with a Bachelor of Arts degree in American Ethnic Studies and Sociology where she distinguished herself as a scholar and a young Indigenous leader. Deborah lives in Tulalip with her husband Myron Dewey (Paiute/Shoshone) and their five children.
In the 1990s, the Internet changed communication and commerce forever. A decade later, a new social layer for the World Wide Web democratized the tools for online publishing. Citizens without specialized technical skills can now easily upload pictures, video, and text to a more interactive Web, where they can then use powerful new platforms to share, mix, and comment upon it all. In the years since the first social networks went online, the disruption presented by this dynamic online environment, fed by faster Internet connections and a global explosion of mobile users, has created shifts in the power structure as powerful as those brought about by the introduction of the printing press centuries ago.
With the Internet being hailed as the public arena for our time, governments around the world are waking up to a changed information environment in this new 21st century. Social-media platforms present new risks and rewards for government, but the fact is these platforms are hosting public discourse between hundreds of millions of citizens. In the context of these changes, public servants have begun using social media to share information and engage with citizens. Below, four digital pioneers share their insights, experiences, and hopes about the new opportunities social media offers for people to participate in their government.
These essays were originally published in the Association for Computing Machinery’s “Interactions” Magazine. They are republished here with permission.
Serving Citizens via Social Media
By Steve Ressler (@govloop), founder of GovLoop.com, former IT program manager and auditor at the U.S. Department of Homeland Security.
In 2012, social media is mainstream. Facebook is preparing a $100 billion IPO. President Obama is hosting a series of [social media] Town Halls. Even my grandmother is on Facebook. So what’s the role of social media in government? A few years ago, social media in government was brand new. It was exciting when a new city launched a Facebook page or a councilperson posted meetings on YouTube, or a state department launched a mobile app.
We’ve moved past the honeymoon phase, and now social media is being asked to deliver core mission value. For state and local governments, there are three foundational ways in which social media helps deliver value:
Reach more people. One of the core foundational roles of state and local government is to provide information for citizens. This is why for years government agencies have sent information via postal mail, printed agency newsletters, held in-person town hall meetings, and built telephone call centers. With more than 750 million users on Facebook, 200 million on Twitter, and the whole world tuning in to YouTube, social media is simply the largest channel that most people use these days to get information.
Get feedback. Another core role of government is to get feedback from citizens. Classic town halls simply do not work as well in today’s modern society, where everyone is busy and few people have the time to drive downtown at 5 p.m. on a Wednesday for a meeting. Social media is an interactive, two-way medium that acts as a great vehicle for real-time feedback.
Lower costs and increase revenue. In today’s tough budgetary times, cities and states simply cannot ignore opportunities to lower costs and increase revenue. Mobile applications like SeeClickFix let citizens photograph and report potholes and other city problems, instead of the city having to send out a truck to investigate every call-in complaint. Instead of spending tens of thousands of dollars on printing and mailing property-tax statements or city guides, city governments can save lots of money by sending the same information via email and social media. And that’s just the beginning.
I’ll be the first to admit that social media is not perfect. It is not a magic cure. Just because you add new social media channels does not mean you can remove other channels, like phone lines. Further, implementing social media well is a skill, and it takes time to see its impact. It matters, however, because the world has already changed. If government wants to remain relevant to citizens, it must evolve to meet the demands of the 21st century. The modern citizen is using social media, and is the reason why Facebook has [845] million users, and that iPhones and iPads have made Apple the second most valuable company in the world. Government must meet citizens where they are now or risk losing the opportunity to be more relevant to their lives.
Selective Use of Social Media in Government Projects
By Jeffrey Levy (@levy413), Director of Web Communications at the U.S. Environmental Protection Agency.
The use of social media runs the gamut, from agencies that are still considering it, to those who are using it mostly as a broadcast mechanism, to those like EPA that offer a mix of broadcast and community participation, to those who rely on social media for full-blown collaboration. Social media gives us good tools to enhance transparency, participation, and collaboration. But the trick is figuring out the most effective projects in which to use these tools.
Five years ago, there wasn’t even a single U.S. government blog. Today there is at least one U.S. agency using every type of social media I can think of. EPA itself is engaged in most channels, at least in broadcast mode and often in two-way discussion and the solicitation of community-created content (photos, videos, comments, etc.).
Social media works very well in conjunction with email and websites. At EPA, we use all channels to promote other channels, both by cross-linking and by embedding content from social media into Web pages. Some things we’re starting to think about are how to use two-dimensional barcodes (QR codes) well, and developing mobile applications in general. One nice thing is that many social media sites already have mobile versions, so it is simple and useful to link to them from our mobile site.
We are active where the people are on the most popular social media platforms, so we have the chance to talk to, and respond to, people who may never come to our main website. We also have a much broader ability to share our information. In many cases, we hear ideas from people who otherwise would not contact us. For example, during the recent nuclear crisis in Fukushima, Japan, we were able to answer questions through Facebook to help alleviate concerns and provide solid information to new groups of people.
Our mission is best served when we work collaboratively with the public to protect their health and the environment. Photo and video projects engage people. For example, the “It’s My Environment video project involved hundreds of people making short video clips, in which they took ownership of protecting our environment. By using social media channels to promote “Pick 5 for the Environment,” we challenge people to take other kinds of actions.
Social media can also help us catch environmental criminals simply by helping us advertise our fugitives list. The health warnings we issue can reach hundreds of thousands of people through Facebook, Twitter, and email. The recipients are people who asked to be kept in the loop, so they are a much more interested audience than the general public. Another key aspect of our mission is our use of online discussion forums, where we invite anyone to share their thoughts and opinions on policy issues.
My social media mantra is mission, tools, metrics, teach. It depends on the channel, but generally, we need better stats. For example, we have 42,000 followers on Twitter. But what’s the number of people who actually see a particular tweet? Facebook provides impressions, which is a more useful statistic. YouTube provides some good metrics too.
We also need inexpensive tools to help us monitor multiple channels. Each social media company is doing its own thing, and most are not focused on helping us cross channels. But multichannel management will become increasingly important as we grow more active in more channels.
Changing the Conversation Through Social Media
By Nick Schaper (@nickschaper), Executive Director of Digital Strategic Communications at U.S. Chamber of Commerce, former Director of Digital Media for U.S. Speaker of the House of Representatives, Representative John Boehner.
Much has been made of American politicians’ sometimes transformative, sometimes awkward, and occasionally career-ending entrances into social media. Suffice it to say that many are on board and they’re not likely to exit social media. Your member of Congress wants you to like him or her, both at the ballot box and on Facebook. While the number of elected representatives integrating social media into their communications efforts has soared, this is still very much a new frontier in governance. Americans are getting a very rare opportunity to shape the direction of their government.
In the heady frontier days of the government’s adoption of social media (five to seven years ago), members of Congress moved from the stodgy “traditional media” strategy of drafting and sending out a press release to the cutting-edge “new media” strategy of drafting and sending out a press release and then posting a link to it via Twitter and Facebook. It was hardly splitting the atom, but it was moving in the right direction.
As the government social media ecosystem continues to evolve, we’re seeing more aggressively innovative efforts aimed at increasing participation, transparency, and accountability. Officials and their staff are identifying the unique abilities of popular platforms, such as Facebook and Twitter, and they’re adjusting their communications accordingly. In the past year alone, we’ve seen Republicans in the U.S. House of Representatives enlist Americans’ digital support in voting on which government programs to cut, resulting in their directly shaping the governing agenda of what would become the House’s new majority. Further down Pennsylvania Avenue, the Obama Administration’s digital team has led the nation’s first Twitter and Facebook town halls, among numerous other experiments in participatory and open government.
These efforts have helped to create a vast new virtual town square. Unfortunately, that square is still a noisy, unruly place. Like much of the Web, .gov is plagued by signal-to-noise issues, many of which are exacerbated by the unique rules and traditions of each branch. Members of Congress, for example, would prefer to communicate primarily (if not exclusively) with constituents who live in their districts. Users don’t generally list their home address in their Twitter bio, so should members be @replying to tweets when they can’t trace the origin?
Identity and bandwidth challenges will not be solved anytime soon, and certainly not in this space, but suffice it to say that your representatives are eagerly looking for new ways to communicate and legislate. Congressional staffs scour online communities for mentions of their bosses. Bloggers and other digital influentials have been given unprecedented access to politicians. When the president recently took questions live via Twitter, he found himself on the hot seat in his own White House when he faced questions on the lack of jobs and a flagging economy. All of this is testament to the fact that the tweets and status updates of citizens are echoing in the marble halls of our nation’s government.
The marriage of social media and government has made it through the honeymoon stage. To what degree that results in a more perfect union is still yet to be seen. The potential for transformative change is there, and I’m confident it will be realized by this and many generations of social media patriots to come.
Reaching and Revealing New Heights Through Social Media
By Stephanie L. Schierholz (@schierholz), former Social Media Manager, National Aeronautics and Space Administration.
To understand how NASA uses social media to accomplish its mission, you must first understand the agency’s vision. Simply put, the space agency’s goal is to “reach for new heights and reveal the unknown so what we do and learn will benefit all humankind.” What NASA accomplishes and learns cannot benefit all humankind if people do not know about what we’re discovering. This is why the 1958 act that established the National Aeronautics and Space Administration also called for the agency to “provide for the widest practicable and appropriate dissemination of information concerning its activities and the results thereof.”
Making NASA accessible to the American people—and, really, to citizens around the world—has been ingrained in the agency’s operations since the early days. If you are old enough, you know this is true because you saw astronaut Neil Armstrong set foot on the moon via television signals from a NASA broadcast. Today you can watch NASA TV streaming online via your computer or mobile device.
The mandate to share what the agency is doing as widely as possible (and a restriction against advertising) keeps us on the lookout for new ways we can spread the word and be more accessible. Social media tools have enabled NASA to engage the public efficiently and effectively. Social media sites provide us an easy way to keep the public updated with news delivered straight into their personal newsfeed or homepage, which they probably visit more often than traditional news sites or the NASA website.
The agency has come quite a distance since the pioneers at NASA’s Jet Propulsion Laboratory started a Twitter account for the Phoenix Mars Lander program (@MarsPhoenix) in May 2008. NASA’s primary Twitter account (@NASA) has more than 1 million followers. We have more than 200 social media accounts agency-wide, including more than 20 astronauts on Twitter. You can find them all at www.nasa.gov/connect. Because of its interest in identifying new ways to connect, NASA was the first government agency to form partnerships with Gowalla, Facebook, and SlideShare. Why? Because each allows the agency to share our content with audiences who might never visit the main NASA website.
The real value of NASA’s use of social media tools can be seen in the level of engagement they attract and the communities that form around them. It is called social media because our fans and followers have a reasonable expectation their questions will be answered and their comments heard. By responding and interacting with them, NASA has the opportunity to educate, inform, and inspire. Fans and followers who are passionate about what we do have platforms to express this passion and share it with others.
NASA “tweetups” take it to the next level, bringing the online engagement to in-person gatherings where participants have an opportunity to talk to NASA leaders, scientists, engineers, and astronauts and the chance to see how and where we work. Participants have arrived at NASA tweetups as casual fans or followers and walked away as enthusiastic advocates of the work we are doing. A strong sense of community develops at these events, exemplifying how social media can bring together people who have common interests.
What’s next for NASA and social media? We’ll continue to keep our eyes open for platforms we can use to engage and share the word out about what we’re doing. Meanwhile, the agency is working on improving our internal support for social media, focusing on processes, guidelines, and coordination. You can expect to see improvements to our Facebook page, a mobile check-in spot for our “Search for the Moon Rocks” partnership with Gowalla, a Foursquare mayor of the International Space Station, more of our presentations, videos, and documents on SlideShare, and more out-of-this-world content in the places you go to be social online.
New Horizons for eDemocracy
The insights and experiences shared above represent only a small sample of the variety of ways in which social media is transforming governments. While the examples are U.S.-centric, they do represent trends that are evolving in other countries. What we’ve left for a future discussion is how citizens around the world are using social media to disrupt traditional ways of governing. For instance, social media is credited with helping to accelerate social change in Tunisia, Egypt, and other parts of the Middle East. It has also been used in collaborative partnerships between government and citizens to respond to man-made crises or natural disasters.
The examples above, however, should provide a useful overview of some of the ways in which today’s participatory platforms are playing increasingly important roles in the evolution of government of, by, for, and now with the people.
Putting a dollar value on clean water, stable markets, the quality of schooling or access to the judiciary is no easy task. Each of these elements of society, however, are to some extent related to and enabled by open government.
If we think about how the fundamental democratic principles established centuries ago extend today purely in terms of the abstraction of transparency, the “business value” of open government isn’t always immediately clear, at least with respect to investment or outcomes.
Transparency and accountability are core to how we think about government of, by and for the people, where a polity elects representative government. When budgets are constrained, however, city managers, mayors, controllers and chief information officers question the value of every single spending decision. (Or at least they should.)
It’s that context, of course, that’s driving good, hard questions about the business case for open government. Tim Berners-Lee, the inventor of the World Wide Web, said in 2011, at the launch of the Open Government Partnership in New York City, said that increased transparency into a state’s finances and services directly relates to the willingness of the businesses and other nations to invest in a country.
That’s the kind of thinking that has driven the World Bank to open up its data, to give people access to more information about where spending is happening and what those funds are spent upon. While transparency into government budgets varies immensely around the world, from frequently updated portals to paper records filed in local county offices, technology has given states new opportunities to be more accountable — or to be held accountable, by civic media and the emerging practice of data journalism.
The challenges with releasing spending data, however, are manifold, from quality assurance to the (limited) costs of publishing to access to making it comprehensible to taxpayers through visualizations and calculators.
People in and outside of government are working to mitigate these issues, from using better visualization tools to adopting Web-based online platforms for publishing. The process of cleaning and preparing data to be published itself has returns for people inside of government who need access to it. According to the McKinsey Global Institute, on average, government workers spend 19% of their days simply looking for information.
In other words, opening information government to citizens also can mean it’s more available to government itself.
Organizing and establishing governance practices for data, even if some of it will never be published online, also has significant returns. Chicago chief data officer Brett Goldstein established probability curves for violent crime, explained John Tolva, the chief technology officer of the city of Chicago, when we talked in 2011. Since then, “we’re trying to do that elsewhere, uncovering cost savings, intervention points, and efficiencies,” he said.
“We have multiple phases for how we roll out data internally, starting with working with the business owner,” said Goldstein, in an interview. “We figure out how we’ll get it out of the transactional database. After that, we determine if it’s clean, if it’s verified, and if we can sign off on it technically.”
Tolva makes the business case for open data by identifying four areas that support investment, including an economic rationale.
Trust
Accountability of the work force
Business building
Urban analytics
After New York City moved to consolidate and clean its regulatory data, city officials were able to apply predictive data analytics to save lives and money. According to Mike Flowers, the chief analytics officer of NYC, the city achieved:
A five-fold return on the time of building inspectors looking for illegal apartments
An increase in the rate of detection for dangerous buildings that are highly likely to result in firefighter injury or death
The discovery of more than twice as many stores selling bootlegged cigarettes
A five-fold increase in the detection of business licenses being flipped
California’s recent budget woes coincided with unprecedented demand for government to be more and efficient online. The state connected citizens to e-services with social media. Both California Unemployment Office and the Department of Motor Vehicles were able to deliver better services online without additional cost.
“You can tweet @CA_EDD and get answers like how long until you get a check, where to go on the website or job fairs,” said Carolyn Lawson, the former deputy director for the technology services governance division in the eServices Office of California, in an interview. “I don’t think the creators of Twitter thought it would be a helpdesk for EDD.”
These kinds of efforts are far from the only places where there are clear returns for investments. A world away from big cities and states in the United States and urban data analytics, the World Bank found the ROI in open government through civic participation and mobile phones. Mobile participatory budgeting helped raise tax revenues in Congo, combining technology, public engagement and systems thinking to give citizens a voice in government.
“Beyond creating a more inclusive environment, the beauty of the project in South Kivu is that citizen participation translates into demonstrated and measurable results on mobilizing more public funds for services for the poor,” said Boris Weber, team leader for ICT4Gov at the World Bank Institute for Open Government, in an interview in Washington. “This makes a strong case when we ask ourselves where the return of investment of open government approaches is.”
Writing at the White House blog, deputy US CTO Nick Sinai and Presidential Innovation Fellow Ryan Panchadsaram explain what’s new behind the next iteration of the federal open government data platform.
The first incarnation of Data.gov and subsequent iterations haven’t excited the imagination of the nation. The next version, which employs open source technology like WordPress and CKAN, uses adaptive Web design and features improved search.
It also, critically, highlights how open data is fueling a new economy. If you read Slate, you already knew about how the future is shaping up, but this will provide more people with a reference. Great “next” step.
E Pluribus Unum 