Web 2.0 and the Next Generation Of

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Web 2.0 and the NextGeneration of Public ServiceDriving high performance through more engaging,accountable and citizen-focused service
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Contents

Foreword ........................................................................................................ 4

Web 2.0 comes of age.............................................................................. 6

The Accenture Public Service Value Governance Framework:

A reference point for evaluating the potential benefits of

Web 2.0 in public service ......................................................................10

Overcoming the obstacles .....................................................................30

Getting started ..........................................................................................32

Conclusion...................................................................................................36

References ...................................................................................................36


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Web 2.0 technologies and services have spread aroundthe world at an amazing pace and are used by millions ofpeople every day. Many public service organizations are alsoadopting Web 2.0 applications as a means of improving theirability to collaborate and serve citizens more effectively.But governments have an obligation to be good stewardsof citizens' tax moneyto implement new technologies

responsibly and in a way that does not compromise privacyand security. The Accenture Public Service Value GovernanceFramework helps public service organizations deliver highperformance by providing an important model for publicservice executives to use in evaluating Web 2.0 technologiesin terms of their ability to generate positive social outcomes,to serve the common good, to engage the public asco-producers of public value and to improve accountabilityand transparency.


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Today, Web 2.0 technologiesare exciting everyone'simagination. Once only thepurview of tech-savvy teenagers,applications such as Facebook,Twitter and others are gainingacceptance among a muchwider audience. Businesses areincreasingly leveraging Web2.0 applications. Governmentsand public service agencies arealso beginning to recognizethe possibilitiesencouraged,in part, by the successful

use of social networking andinstant communications toolsby Barack Obamas campaignfor the U.S. presidency.

Clearly, there is a futurefor Web 2.0 technologies inconnecting agencies with theircitizen constituencies, andin connecting citizens witheach other to deliver timelyinformation and better service.And yet, as always, governmentsmust spend public moneywiselyidentifying intendedresults while mitigating risks.How can public service agenciesfilter out the hype? How canthey arrive at a clear-headed

view of the citizen outcomesthat these applications andservices can enable?

To help in addressing thosequestions, we recommend usingthe Accenture Public ServiceValue Governance Framework.The Accenture Institute forPublic Service Value developedthis model for more publiclyengaged governance as aresult of the Accenture GlobalCities Forum, an ongoingpublic engagement study. Thegovernance framework providesan evaluation structure thatcan help decision makers

discern and articulate the valueof Web 2.0 technologies interms of how they contributeto the genuine engagement ofpeople in their governance.

Foreword

Sean ShineManaging Director

Public Service, Systems Integration & Technology


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More specifically, the frameworkcan help in evaluating Web 2.0services in terms of four criteria:

1. The social and economicoutcomes they canhelp to produce.

2. The balance they can provide

between choice and flexibilityon the one hand and fairnessand common good on the other.

3. The manner in whichthey deliver higher levelsof engagementeducatingand enrolling the public asco-producers of public value.

4. Their capacity to create moreaccountability in governmentand to facilitate public recourse.

We believe this governanceframework is a compellingway to think about and planWeb 2.0 applications thatnot only deliver services, butalso produce public value andstrengthen governance.

Indeed, Web 2.0 technologies

should be of increasinginterest because they supporta broader evolution in publicservice: a new relationshipwith government that is aboutgenuine engagement of peoplein their own governance. Web2.0 uses exciting technologies,but it's important to rememberthat the technologiesthemselves are not what

matters most. What mattersis the potential for thesetechnologies to break downsilos, improve citizen service,unleash better collaboration

within and among agencies,and, foster broader participationby the citizens themselves.

In this new world, public serviceagencies have an opportunityand an obligation to explorethe possibilitiesidentifying

responsible yet innovativeways to continuously drivetoward high performance.

Sean Shine

Managing DirectorPublic Service, Systems

Integration & Technology


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Web 2.0 comes of age


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Several years ago, Google CEOEric Schmidt took governmentsand government leaders aroundthe world to task for beingslow to embrace the socialnetworking and collaborativecommunication technologiesthat, together, have come to beknown as "Web 2.0."1 A lot hashappened since then.

For instance: the SwedishNational Tax Board hasco-hosted a seminar on SecondLife. The Washington StateDepartment of Transportationis using Twitter to providetraffic updates.2 The Frenchgovernment has introduceda Web 2.0 portal featuringa forum, wikis and videoto support debate on the

country's digital strategyand to encourage ideas frompeople other than the usualgovernment voices.3 A new USPresident was elected in 2008 inpart by rallying his constituencythrough social networkingtechnologies, including textmessaging, blogs, Twitter andFacebook. Building on thatsuccess, President Obama's CIOVivek Kundra is encouragingall federal agencies to employWeb 2.0 technologies to more

effectively engage citizens.As of early 2009, more than 500IDs for government agenciesworldwide are listed in agovernment Twitter directory.4The U.S. Congress is perhapsthe biggest user of Twitter, but

Downing Street has an account,as well.5 Many candidatesfor the European electionsfrom Ireland to Germany toFranceare using a variety ofsocial networking technologiesto support their efforts.

Even as social networkingapplications reach greaternumbers of politicians andagencies, one must ask if thetraditionally risk-averse andtop-down structure of publicservice organizations can readilyaccommodate something aspotentially uncontrollable asthe bottom-up power of Web2.0. Some caution is certainlymerited. Social networkingapplications have thepotential to increase malicious


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software and the presenceof hackers. A more openand transparent informationenvironment also carriesrisks of employees sharingprotected or private information,deliberately or accidentally.

As a recent paper fromDigital Communities puts it,"Most CIOs recognize thatgovernment should not be onthe bleeding edge of adoptingnew technologies. Hard-won,expensive experience has shownthat experimentation withtaxpayer funds can end badly."6

Evolution, not revolution

Beneath both the hype and thehope of Web 2.0 technologies

lies a deeper understandingof these applications andservices as something moreevolutionary than revolutionaryin nature. Accenture believesthat Web 2.0 technologiesare finding resonance amonggovernments today becausethey are, in fact, supportive ofa broader evolution in publicservice: a new relationship

with government that is aboutgenuine engagement of peoplein their own governance.

This reinvention of governmentbreaks down silos, improvescitizen service and opens upthe possibilities of collaborationand broader participationamong agencies and bycitizens themselves. In effect,Web 2.0 represents anotherstep in the inexorable moveto more citizen-centric andparticipatory government. Newcitizen-sponsored governanceinitiatives led by electronic,online, mobile and social

networking technologies areaugmenting, but not replacing,the traditional controls andvalue of governments and publicservice agencies.


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Web 2.0: A broad set

of potential benefits

to public service

organizationsWeb 2.0 technologies havemultiple kinds of valuepropositions. Here are severalways that Web 2.0 candeliver value to public serviceorganizations:

Enabling more effective social

networking, citizen engagement

and collaboration with thecommunity.

Providing rich Internet

applications for thecommunityinformationand services that are morepersonalized, faster, easier touse and able to be deliveredthrough multiple channels(such as Internet and phone).

Enabling effective

collaboration and teamworkespecially among disparateteams and across agencies.

Providing a presentation

development tool for internalstaff that offers higherproductivity than the Web alonecan provide.


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The Accenture Public Service Value

Governance Framework: A reference point

for evaluating the potential benefits of

Web 2.0 in public service



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Web 2.0 is no longer a newphenomenon in the publicsector. As we shall see, manypublic service organizations arealready using or planning to useWeb 2.0 technologies in theirorganizations for substantivegovernment work and serviceto citizens. The discussionhas evolved from the mereuse of Web 2.0 technologiesin the public sector to howWeb 2.0 technologies canmost effectively help public

service organizations achievetheir mission objectives and,ultimately, high performance.What is needed at this pointin the evolution of Web 2.0technologies and applicationsis an effective way to evaluate

potential Web 2.0 investmentsin the context of a provenframework for effectivegovernanceone that helpsassess potential advancementsin citizen-centric governanceagainst both costs and theinevitable risks that any newtechnology poses.

Such a framework is theAccenture Public ServiceValue Governance Framework.Derived from Accentureresearch and experienceworking with governmentsand agencies around theworld, the framework providesa language and conceptualmodel with which to clearlyarticulate the value of Web 2.0technologies in terms of how

they contribute to the genuineengagement of people in theirgovernance. E-government isnot merely about how to moreeffectively and efficiently usepublic services, vote in elections,answer surveys or pay taxes, asimportant as those activitiesare. The framework seeks to helppublic service agencies deliverservices that simultaneouslyproduce public value andstrengthen governance.


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The Accenture

Public Service Value

Governance FrameworkThe Accenture Institute forPublic Service Value has anongoing research initiativecalled the Global Cities Forum,which involves a series ofdaylong citizen panels in citiesaround the world focused onexploring the role of governmentin improving the quality of life.

Based on analysis of thefindings, Accenture hasformulated what we believeto be a compelling model fora more active relationshipbetween people and theirgovernments. The Accenture

In this paper, we discussWeb 2.0 technologies andapplications in terms of theirability to deliver value andsupport better governanceacross the four key dimensionsset forth in the Accentureframework (for more, seesidebar):

Outcomes

Balance

Engagement

Accountability

As already noted, there are anumber of risks and drawbacksto Web 2.0 applications,including vital security,privacy and compliance issues.But with a solid vision andstrong planning in place, Web2.0 solutions can supporta significant advancementtoward high performance inpublic service, helping agenciesincrease accountability, engagecitizens and improve social andeconomic outcomes.


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Public Service Value GovernanceFramework represents a morepublicly engaged model ofgovernance, one that trulyconnects peopleas citizens,service users and taxpayerswith those whom they elect tolead them and to shape anddirect their public services.

Derived from the commonconcerns and ambitions of allthe groups of participants andthe principles of public valuethey defined in the Global CitiesForums, the framework is builtaround four components:

1. OutcomesFocusing onimproved social and economicoutcomes.

2. BalanceBalancing choiceand flexibility with fairness andcommon good.

3. EngagementEngaging,educating and enrolling thepublic as co-producers of publicvalue.

4. AccountabilityClarifyingaccountability and facilitatingpublic recourse.

These four components providemeaning and a language withwhich to clearly articulatea relationship that is aboutgenuine engagement of peoplein their governancenot onethat is merely about voting in

elections, answering surveys orpaying taxes, as important asthese things are. We considerthis type of engagement criticalto the ability of governments toachieve high performance.

For more information, visitwww.accenture.com/gcf.

Government

Citizen

Service User

Taxpayer

Engagement

Accountability

Balance

Outco

mes

PublicServiceValue

The Accenture Public Service Value Governance Framework
http://print/http://www.accenture.com/gcfhttp://print/http://www.accenture.com/gcf


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A focus on improved social and

economic outcomes


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The pressures for public serviceimprovement have grown moreforceful than ever becausepeople have increasingly highexpectations of government.Citizens are becoming morevocal about their needsand more sophisticated intheir understanding of theinterrelations between thoseneeds. Conditioned by theirexperience with improvementsin private sector goods andservices, people expect better-targeted, more personalized,responsive and efficient publicservices. They are demandingmore than higher-quality

service transactions; theywant government servicesto improve outcomes (theconditions of their lives) andto deal with pressing societalissues (such as the environment,poverty and public safety).

Many commentators havediscussed at length the mannerin which Web 2.0 technologies

open up the organizations toinnovation and continuousimprovement in the way publicservice agencies serve theirconstituency. But 1,000 peoplecoming together electronicallyto share ideas about a topic onlyvaguely defined or one withoutclear goals is hardly better thantwo people discussing the samematter. What governments

cannot dobecause itpotentially squanders scarcepublic resourcesis to beginwith a certain technology orWeb 2.0 application and thensearch for some use for thattechnology or application. Theproper movement is exactly

the opposite. It begins witha firm sense of the agency'smission and the outcomes itwishes to develop or improveand is followed by executiveevaluation of what Web 2.0services have the potentialto help deliver that outcomeat reasonable cost and risk.

Properly contextualized in thismanner, these technologiesand applications have greatpotential to improve social andeconomic outcomes. Considerthe following examples.

A new generation of eTaxsolutions

One of Accenture's revenueclients has had in place formore than five years an "eTax"solutionusing a variety ofonline capabilities, includingforms engines, to help citizenscalculate and pay their taxes.Although the service hasbeen quite popular and hasreached more than 60 percent

penetration among the partof the population that doesnot use a private tax agent,the agency realized that theservice did not yet adequatelyhelp citizens cope with thecomplexity of tax laws.

Working with Accenture, theagency began thinking abouta next-generation solution,

in terms of how clients mightwish to interact with a toolto provide them with moreunderstanding of tax laws andhow to deal with those laws.The value proposition that theteam eventually developed wassimple yet powerful: What ifthe eTax solution could more

effectively mimic the kindof services provided by anindependent financial planner?

In the context of that desiredoutcome, Web 2.0 technologiespresented a number of excitingopportunities. As Accenture

Public Service Senior ExecutiveCarl Ward puts it, "As webrainstormed about the benefitsof Web 2.0 approaches to anext-generation eTax solution,we thought primarily abouttheir ability to offer morepersonalization and a betterinteraction style. The agencyneeded a way to be able to askclarifying questions of someone

using the online service. Forexample, with a self-fundedretiree, there are many questionsa real financial planner wouldask that would result in adifferent path forward than onetaken by a student moving intothe workforce or a young familyjust buying a house."

With Web 2.0 capabilities,

intelligence could be bakedinto the service (or a live agentcould be contacted in realtime) to identify an individual'spersonal circumstances andthe profile of previous returnsand then start asking questionsthat would help the citizen tocomplete the tax return fasterand more efficiently. These

questions would also prompta user to think about the lifecircumstances that might havechanged in the 12 months sincethe last tax return.


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The power of collaborationand knowledge sharingAn often-noted value providedby Web 2.0 technologiesis to increase the pool of"conversation partners" abouta particular idea or topic. As

one phrase has it, "all of us aresmarter than any of us." Butagain, what specific outcomesdoes an agency seek fromthat capabilitybeyond simplycreating a larger and potentiallymore raucous dialogue?

Consider the U.S. Departmentof Health and Human Services,which in mid-2007 established

a public blog about a potentialinfluenza pandemic. Theoutcome sought by thedepartment was access toexperts in the area. The blog, infact, did raise public awarenessand created an influx of newthinking for the governmentabout this important topic.

The California Museum has

leveraged advanced wikitechnologies and "crowdsourcing" to support theoutcome of helping the state'steachers connect with theirpeers to develop innovativecurricula and lesson plans, solveproblems and vet ideas. Whatthe museum calls an online"Teachers' Lounge" is poweredby an asset called the Accenture

Collaborative InnovationSolution. The "lounge" servesas a virtual space for masscollaboration. Teachers canseed an initial idea or send outa challenging question to theentire online community, whichthen collectively generates

diverse new ideas in responseto that topic. The communityalso helps to evaluate andprioritize the set of ideas toquickly identify those thatare believed to hold the mostpotential. It's an inherently"meritocratic" environment;peer review helps sift outideas with less promise. Theperson who posed the originalquestion or challenge forconsideration by the communitygets back a list of ideas thatare inherently more actionable.

This type of Web 2.0 solution,already being used by a numberof private sector organizations

to manage the innovationprocess, is now being used bypublic service organizationssuch as the California Museumto create better outcomes forcitizens by not only expandingthe sphere of dialogue, but bybringing wider experience andknowledge to bear on ideas.

The California Museum has set

out on a path to augment itsphysical environment with amuseum without walls. In late2008, the museum launchedCalifornia Legacy Trails, aninteractive feature on itswebsite that brings the stateshistory and culture to life online.Multiple digital paths are madeavailable to users that highlight

well-known, trailblazingCalifornians and how theirinnovative achievements haveinfluenced the world. Users canalso map and post their ownpersonal legacy trails, which arethen available for comment.

According to California MuseumExecutive Director ClaudiaFrench, The California Museumis embracing technology toreach beyond our walls. Wehave launched a collaborationtool for our teachers andCalifornia Legacy Trailsprovides a rich, multimediaenvironment that supportslearning about California nomatter where you are."

Improved analyticsWeb 2.0 technologies can alsosupport better analysis andidentification of problemswhich in turn can improve

processes and service to citizens.For example, mashups are Webapplications that combine datafrom more than one source intoa single, integrated tool. Oneparticularly valuable type ofmashup uses geographic datato add location informationto crime, vehicle accident andother reports. Mashups canalso provide greater location

information about where theneed for social service programsmay be greatest based oncurrent requests for assistance.Information from programdatabases can be displayed ona mapgiving policymakers andcommunity members a muchmore complete picture of theircommunity and its needs.

One important example of thepower of mashups came duringthe devastating Californiawildfires in 2007. During thatperiod, mashups were usedextensively by the state toprovide informational mapsof areas affected by the fire.
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The applications dramaticallyimproved the state's disaster-management capabilities.

Employee collaboration andperformanceBetter collaboration insidean agency or organizationis also a benefit of Web 2.0technologies, if channeledtoward an identifiable andvaluable outcome. Whensupported by other collaborationtechnologies, internalgovernment social networkingsites can dramatically improvethe efficiency and effectivenessof cross-government

cooperation. In the UnitedStates, for example, GovLoopis an internal governmentsocial networking site thatconnects over 9,000 federal,state and local governmentemployees, academics andcontractors. GovLoop uses Web2.0 technologies to enablecross-government collaborationand innovation by encouraging

people involved in the deliveryof public services to shareideas, explore opportunitiesand debate and discussissues facing government.

One type of public serviceorganization that is moreoutcome-focused thanmany others is the military.Warfighters, first responders

and the agencies that supportthem need a reliable, real-timeoperating picture of activityin the battle space or disasterarea. The outcome soughtmission successrequirescollecting, sharing and analyzing

information among teams acrossthe chain of command andwith other agencies in real timefor informed action and rapidresponse. Web 2.0 technologiesin this context can deliverimmense, even life-saving value.

For example, the AccenturePatrol Collaboration Tool is aninnovative software solutionspecifically designed to meetthe needs of todays ground-based military troops and troop-support organizations. Thisunique tool helps warfightersand first responders assessa situation, predict troublespots, react to unforeseen

events and marshal theright resources quickly.

The tool is driven by user inputand needsin effect, turningevery user into a a sensor andthen rolling them into a pictureof the immediate environmentwhere the whole is greaterthan the sum of the parts.Ground-based teams can easily

capture text, photographs andvideo of a specific geographicalarea before, during and aftera patrol. These events areautomatically tagged withgeopositioning data from theembedded Global PositioningSystem device. Informationis secured and transmitted toa larger repository of patrol

events, places and people thatcan be shared with authorizedusers on the ground and in user-support organizations. The datacan be updated and analyzedfor an increasingly completeand useful picture of a specific

geographic environment,supporting successfulexecution of a mission.

Openness to positive,unintended outcomesA final word about outcomes-focused Web 2.0 innovations:public service agencies mustbe driven, but not constricted,by outcomes. In other words,having a particular outcomein mind should not blindone to unintended and oftenunforeseen developments thatare part of the nature of theWeb 2.0 world. The WashingtonState Department of

Transportation's use of Twitter isone interesting example of Web2.0 benefits that exceeded theorganization's original vision.

Originally, the department'sTwitter feedproviding trafficalerts, information aboutautomobile accidents, as well asroute changes for ferrieswasconceived as delivering on an

outcome of providing additionalchannels of information andvaluable mobile informationcapabilities to citizens. Whatthe department discoveredeventually, however, was thatthe additional channel eased theload on its Web servers. Duringemergencies, such as majorsnowstorms or other weatherevents, the website often could

not handle spikes in user traffic,temporarily bringing down thesystem. The Twitter feed haseased Web congestion and nowsupports an additional outcomefor the state: continuity ofoperations.7
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Balancing choice and flexibility with

fairness and common good


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Accenture research has foundthat people increasingly believethat governments should tailorservice provision to meetthe wide range of differentneeds across the population.People are increasinglyaccustomed to private sectorservices that respond flexiblyand discriminatingly to theirindividual demands and seelittle reason why governmentcannot do the same. However,as applied in practice, thisgreater choice has the potentialto be misused by those withmore knowledge about how to"work the system." Thus, narrow

or unconsidered applicationsof fairness and choiceproviding open enrollment toschools for everyone and notjust for those in the immediatelocal area, for examplecanactually widen gaps betweenthose who are able to takeadvantage of the benefits ofgreater choice and those whoare not.

This is an important insightinto some of the unintendedconsequences of the customer-oriented public service reformsunder way in many countries.As service users, people do wantmore choice in the type andmeans of service delivery: betterpublic transport and improvedroads, services available in

person and online, widerchoice of schools and doctors,and more convenient servicehours. They also generally wantthat for everyone but knowthat without support, somepeoplethose who are not as

highly skilled or educated or ashighly equipped because of lackof incomewill be unable toexercise choice and thus will becomparatively worse off asa result.

The task of balancing choice and

flexibility with fairness and thecommon good is fundamentallyabout the sound management oftradeoffs, which requires clearunderstanding of individualinterests and their impact on thecommon good. Of course, manysee an inherent contradictionin all this because treatingeveryone equally usually meansgiving everyone the same access

to services. One resolutionto this seeming conflict liesin focusing on equality ofoutcomesensuring thatdifferent types and channels ofservice provision allow differenttypes of people the opportunityto experience similar social andeconomic conditions, or at leastsimilar improvements in those

conditions.The equalizing effect ofWeb 2.0

This equalizing effect is oneof the outcomes delivered byexpert blogs and wikis. It isbecoming increasingly difficultto hoard informationa tacticthat has often been used andmisused by people to create an

advantage for themselves overothers. Difficult and expensiveadvice or ideas can now befound more readily, often forfree. Certainly there is also agreat deal of misinformationin cyberspace and in social

networking communities, andpublic service agencies mustbe attuned to those associatedrisks. But wikis and othercrowd-sourcing techniquesoffer significant opportunitiesto balance choice with fairnessand the common good.

It is this aspect of this desiredbalancethe provision ofdifferent types and channels forinformation and interactionthat Web 2.0 technologiesdeliver on extraordinarily well.On the one hand, Web 2.0applications make the samekinds of resources availableto everyone. On the other

hand, they provide differentkinds of access and differentcombinations of servicesdepending on what people wantand how they prefer to interactwith the government and witheach other. Services can betailored to different needs andstyles of interaction. Web 2.0applications can also help those

who may have difficulty gainingaccess to public services throughtraditional means.


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More than a "one-size-fits-all" solutionConsider once again the next-generation eTax examplecited earlier. At the heart ofthe agency's vision for a Web2.0-enabled eTax service is

the notion that citizens willnow receive more than a "one-size-fits-all" solution. Insteadof providing the same genericservice or the same informationresource for everyone, theagency seeks to move to a newlevel of service where it servesas more of a financial plannerfor individuals.

If public service providers are tomore consistently deliver on thepromise of balancing equalityand flexibility, they must striveto become better informedabout what the people theyserve want and need. Then theymust put in place differentiatedservices and service deliverymechanisms that are responsive,connected and aligned to

those wants and needs.

Value-based segmentation

Value-based customersegmentation has now becomemuch more common in theprivate sector; governments,too, need to understand theircustomers by undertakingdetailed, needs-based,customer segmentation studies,recognizing that these needswill vary across differentcustomer segments and,indeed, individual customers.Then, they must respond bytargeting servicesand thereforeresourcesappropriately,

ensuring that those who havethe greatest need receive themost help and those who aremost able to help themselveshave the opportunities andmeans to do so.

These actions will enable

governments to more effectivelybalance the desirability ofoffering people choices andpersonalized services on theone hand, and the necessityof achieving more equal anduniversal social outcomescost-effectively on the other.

Customer insight andsegmentation can be used to

target greater customer serviceresources at those most inneed, or most at risk, such asthose at risk of underclaimingon their benefit entitlement,or of being out of compliancewith regulations or of beingsocially excluded. Customersegmentation also allowsgovernments to consideradopting a lighter-touch, self-

service modelusing electronicchannels, for instanceforpeople whom they haveidentified as being less needy orless at risk. The cost savings canthen be used to maintain a moresupportive customer servicemodelmainly face-to-face andphone contactfor those withgreater needs.

Differentiated serviceAn example of a service thatespecially supports citizensin need is the "Online LifeCoach" under developmentat Accenture. As describedby David McCurley, director

of the Accenture HumanServices industry group, theonline life coach provides avaluable resource to humanservices agencies and theirconstituencies. "The idea ofthe 'life coach' is to assist aperson or a family that hasbeen through some sort of life-altering circumstancestheloss of a job, perhaps, or a

home fire or death of thefamily's primary breadwinner.The online life coach takes thespecific information providedby these people or families andwalks them through variousalternatives, resources and ideasthey can be thinking about."

Depending on a person's short-term and long-term goals,

the online life coach providesadvice about reaching thosegoals and points the persontoward resources in support ofgood outcomes. So a personwho has recently becomeunemployed, for example,receives guidance about jobopportunities, retraining, childcare requirements, public

transportation and so forth.Another example ofdifferentiated servicesenabled by better customersegmentation comes from theMinistry of Labour and CitizensServices in the province of


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British Columbia, Canada. Theministry, in partnership with theMinistry of Attorney General,recently conducted extensive,needs-based segmentationin its large and growing newimmigrant population tounderstand better and respondto that groups range of needs.Then it worked extensivelywith immigrant advocates andcommunity groups to developthe WelcomeBC portal (www.welcomebc.ca). This portal isorganized by broad customersegments (temporary workers,international students andso on) according to specific

needs (for instance, ChooseBC, Come to BC, Settle inBC, Enjoy BC, Diversity in BCand Regions in BC) and offersservices in several languages.

Access to health care is, ofcourse, a topic of paramountinterest around the world.Although no technology canor should completely replace

a physician's care, Web 2.0applications can often helpprovide citizens with someassurance about a particularhealth condition or can alertthem to the urgency of findingcare. In the United Kingdom,"NHS Direct" is an interactive,online health service thathelps citizens in a number ofways: by providing a self-help

guide, delivering advice onparticularly timely health issues(for example, on treatmentsduring the flu season) andanswering both common andspecific questions about healthissues and available services.

One blogger to a national healthsite recently commented thathe was facing a situation wherethere was a three-week waitto see his general physician."So now I use NHS Direct anddiagnose myself online. So farit has worked fine for me."Again, this is not the final orbest answer for cost-effectivehealth care but it is an exampleof how Web 2.0 applicationscan provide services thataugment limited sets of servicesor that serve as a stopgapuntil experts are available.

As these examples indicate, alot of good thinking is going

on with regard to how Web2.0 technologies can helpgovernments balance choiceand flexibility with fairness andthe common good. However,this is also the least developedarea of e-governance atthis point, and could be animportant focus for Web 2.0innovators in public service.
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Engaging, educating and enrolling the

public as co-producers of public value


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Governments around the worldare making greater efforts toengage people, though someof those efforts remain moresuperficial than substantive.Citizens want their governmentto offer more opportunitiesto involve them in settingpriorities and plans for publicservices to deliver improvementsin their own lives. Moreover,they want to be able to dothis on an ongoing basisnotsimply through rare public

consultations or superficial usersatisfaction surveys.

Many governments have madestrong attempts at greatercitizen engagement. Londonand New South Wales havelong-standing traditions ofwide citizen consultation, withthe former recently developingthe format of citizen juries todiscuss public policy issues.Los Angeles is experimentingwith grassroots neighborhoodcouncils. And even in Berlin andParis, where citizen consultationhas not been given great

emphasis historically, moves arenow under way to engage thepublic more actively.

However, engagement mustgo beyond asking peoplewhat they want. It must alsoinclude active programs ofeducating people about theirrights and responsibilities andinitiatives to enroll them asactive partners in improvingoutcomesfrom promotingindividual preventativemeasures, such as consuming abetter diet, to encouraging moreactive community participationor volunteering, such as

organizing environmental clean-up activities or establishingneighborhood safety teams.


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The power to engagecitizensWeb 2.0 technologies havea unique power to engagecitizens and create a commoncommunity of purpose comingtogether to solve problems and

discover innovative approachesto older ideas. Examples of suchapplications in the public sectorgrow almost by the day.

For example, the U.S. SmallBusiness Administration holdsmonthly live Web chats withindustry leaders and successfulentrepreneurs as a way toengage business owners and

aspiring entrepreneurs in anational dialogue about theissues that matter to them most.

The state government inFinland maintains an electronicdiscussion forum (Otakantaa.fi)that enables citizens to commenton administrative initiativesthat are being launched orare already under way. People

can use a message board orconnect directly with ministersfor online chat. The goal of theFinnish government is to createa strategy for comprehensiveelectronic participation bycitizens, including introducinga systematic electronic hearinginto public preparation processesand using tools like eVoting andelectronic submission of motions.

The power to listen and toeducateCertainly a primary goal ofWeb 2.0 technologies is toimprove the manner in whichcitizen voices are heard. Atthe same time, communication

works in multiple directions,and government agencies arefinding blogs and other socialnetworking applications canhelp them educate citizensabout the government's point ofview on a particular matter, orcan give citizens insights intohow such "official" thinkingis evolving. For example theU.S. Department of HomelandSecurity (DHS) created a blogin response to the intensepublic debate around thenowdefeated ComprehensiveImmigration Reform Act. Theblog allowed members of thepublic to air their views, butalso gave DHS officials a forumto disseminate their own viewson the immigration issue.

The educational value of Web2.0 applications can be seenin a couple of interestingapplications that have engagedcitizens in understanding thehard tradeoffs necessary inpublic service. One exampleis from Barnet Council in theUnited Kingdom. They offer acitizen portal with an online

budget simulator application.With the online simulator,citizens perform "what-if" analysesincreasing ordecreasing the amount of moneybeing spent on each councilservice and seeing the impactthose changes would have on

the increase needed in taxes.The application helps citizensunderstand the tradeoffsnecessary to budget for andadminister public services.

A similar outcome is deliveredfrom an innovative application

from Accenture called SpendingPublic Money. This onlineexperience lets the publicweigh in about the choicesgovernment should make inproviding public services. Thetool asks users to think aboutthe kinds of public servicesthey want for themselves, theirfamily and community withina limited amount of public

money. Participants are askedto allocate that money towardimprovements in education,safety and transport, makingtradeoffs where necessary totry to optimize the outcomesproduced. Developed by theAccenture Institute for PublicService Value, this onlineexperience is part of an ongoing

research study to discoverwhat people expect from theirgovernments.

Citizen engagement is mosteffective when the participationsought is not just to commenton a service already in existence,but on services still in theplanning stage. In this way,citizens truly participate in the

shaping of the services andthe manner in which they areimplemented. For example, theSwedish National Tax Boardlaunched a blog to engageits users in developing itsservices. The board has alsobeen evaluating how it can
http://print/http://www.otakantaa.fi/http://www.accenture.com/Global/Research_and_Insights/Institute_For_Public_Service_Value/SpendingPublicMoney.htmhttp://www.accenture.com/Global/Research_and_Insights/Institute_For_Public_Service_Value/SpendingPublicMoney.htmhttp://print/http://www.accenture.com/Global/Research_and_Insights/Institute_For_Public_Service_Value/SpendingPublicMoney.htmhttp://www.accenture.com/Global/Research_and_Insights/Institute_For_Public_Service_Value/SpendingPublicMoney.htmhttp://www.otakantaa.fi/


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provide customer-orientedproactive communicationusing virtual communities.As noted earlier, the boardcooperated with the StockholmSchool of Economics to hosta seminar on the schoolsvirtual island in Second Life.

Education throughentertainmentSome creative public serviceagencies are leveraging Web 2.0platforms as a way to entertain

their constituencieswhilereinforcing an educationalmessage. TheVirginiaDepartment of Taxation isactually posting short, humorousvideos on YouTube starring apuppet mouse named "Phil" who

encourages taxpayers to fileonline. If your presumption isthat a tax agency doesn't havea sense of humor, check outSubterranean Paper Filing Blues,with a pretty mean Bob Dylanimitation in the backgroundsong, and lyrics that manageto rhyme "Use the Web, it's2-point-oh" and "Dont usepaper, it's too slow."
http://print/http://www.govtech.com/gt/articles/633998http://www.govtech.com/gt/articles/633998http://www.youtube.com/watch?v=_7r6ySFRMyI&feature=channelhttp://print/http://www.youtube.com/watch?v=_7r6ySFRMyI&feature=channelhttp://www.govtech.com/gt/articles/633998http://www.govtech.com/gt/articles/633998


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Clarifying accountability and facilitating

public recourse


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Citizens are demanding moreinformation, clearer informationand greater accountability fromgovernment. This is especiallyimportant with regard totax expenditure, where theabsence of easily accessibleinformation fuels perceptionsof waste and inefficiency,and has the potential toundermine public trust.

Accountability in governmentmeans at least a couple ofthings. First, it means thatpublic service agencies areaccountable for how they spendthe citizens' moneymeaningthey have an obligation to be

as efficient as they can and tocut costs wherever possible.Accountability also meansimproving transparency andinvolvement of citizens inhow money is spent. Web 2.0technologies help deliver both ofthese aspects of accountability.By creating more widespreadparticipation in the conversation

of governance, greatertransparency is achieved, givingpeople a better way to holdgovernment accountable.

Improving transparencyThere are numerous examplesof innovative online and mobileapplications that improvetransparency in government. TheMissouri Accountability Portal

(MAP), for example, providescitizens with a single point ofreference to review how theirtax money is being spent andother pertinent informationrelated to the enforcement ofgovernment programs. As users

browse the MAP site, they areable to view information aboutstate agency expenditures,distribution of economicdevelopment tax credits andstate employee pay information.

In New York City, as part

of its Citywide PerformanceReporting project, officials setout to develop a robust set ofenterprise business intelligencetools to help measure andmanage performance acrossits many agencies. Accenturehelped the city implementOracle Business IntelligenceEnterprise Edition anddeveloped a common data

warehouse to use across allcity agencies for performancemanagement analysis.

The solution provides fourdashboards from which userscan access reports designedto address the citys overallperformance management,customer service and servicedelivery. In addition, reporting

models support more detailedanalysis. Since launch, the cityhas expanded the performancereporting capabilities withadditional citywide, agency andprogram-specific dashboards.The city has also integratedgeographic information systemanalysis tools to display servicerequest information on a map

to increase the analytics dataavailable to the public.

Twitter and other similarapplications can also help drivetransparency in government. Forexample, the Office of the RhodeIsland General Treasurer is using

Twitter to broadcast the state'sdaily cash flow on a real-timebasis. The cash-flow informationbecomes one measure ofRhode Island's financial health.Each day's publication or"tweet" highlights the grossrevenues and expendituresof the general fund.

According to the GeneralTreasurer Frank T. Caprio, "WhenI took office I promised to makegovernment more transparentand accountable through theuse of new technology. As welook forward, it's important thatgovernment find innovativeways to use existing technology

to communicate with thepublic and increase governmenttransparency. Utilizing Twitter isthe next step."8

Another example comes fromthe U.S. state of Kentucky. ItsOpen Door application is a Web-based financial transparency andaccountability tool that enablescitizens to access detailed

financial information, view suchinformation graphically and thenaccess a training and educationcomponent if desired. Thesuccess of this tool is the resultof an extensive consultationand engagement process thatallowed government to collectcitizen feedback on the designand functionality of the site

prior to its launch in early 2009.The site includes an easy-to-navigate home page wherecitizens can access financialdata about the state in auser-friendly manner. It alsooffers a fully interactive kids'
http://print/http://mapyourtaxes.mo.gov/MAP/Portal/Default.aspxhttp://www.nyc.gov/html/ops/cpr/html/home/home.shtmlhttp://www.nyc.gov/html/ops/cpr/html/home/home.shtmlhttp://www.accenture.com/Global/Technology/Enterprise_Solutions/Oracle_Solutions/Client_Successes/NYOracleBIEnterprise.htmhttp://twitter.com/RITreasury/http://opendoor.ky.gov/Pages/default.aspxhttp://print/http://opendoor.ky.gov/Pages/default.aspxhttp://twitter.com/RITreasury/http://www.accenture.com/Global/Technology/Enterprise_Solutions/Oracle_Solutions/Client_Successes/NYOracleBIEnterprise.htmhttp://www.nyc.gov/html/ops/cpr/html/home/home.shtmlhttp://www.nyc.gov/html/ops/cpr/html/home/home.shtmlhttp://mapyourtaxes.mo.gov/MAP/Portal/Default.aspx


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section that utilizes games,cartoons and interactive lessonson budgets and governmentfinance. Other searchablesections allow citizens todrill down into governmentexpenditures, revenues, vendorsand contracts.

In New York City,Accenture teamed withthe city's Department ofInformation Technology andTelecommunications, aswell as the Mayors Officeof Operations, to develop aStimulus Tracker. With thisonline tool, New Yorkers canmonitor the citys use of federal

stimulus and recovery fundsprovided through the AmericanRecovery and Reinvestment Actof 2009 (ARRA). The solutionalso includes an interactive mapshowing the location of NewYork City projects and programsreceiving direct or displacedstimulus funds.

The first phase of the solutionhas been launched on thecitys website. It enables theinitial visibility to the fundingat a category, subcategoryand project level for capitalprojects. The second phase willcontain additional informationregarding non-capital projectsand a more comprehensive viewon the current allocation andstatus of funds across the city.

As the city's website notes, theStimulus Tracker was explicitlydesigned "to ensure thehighest levels of accountabilityconcerning the use of stimulus/recovery funds." According to

New York City Mayor MichaelR. Bloomberg, New Yorkerswant major investments ininfrastructure, but they wantto know their money is beingspent wisely. Weve made allcity stimulus spending availableonline, so the public can holdcity government accountable forthe efficient and cost-effective

use of stimulus dollars.9One of the largest-scaleinitiatives to establishtransparency of governmentoperations is Recovery.gov,established by the Obamaadministration in the UnitedStates in the wake of theAmerican Recovery andReinvestment Act, enacted to

respond to the global economiccrisis. Given the extraordinaryexpenditures represented bythis bill, the website providesa number of tools that enablecitizens to monitor how moneyis being spent and what

results are being achieved.The site already contains basicinformation, as well as a publicforum for citizen commentary.Eventually the site will enablecitizens to peruse data to assessprogress of the initiative.

Opportunities to reducecosts and improve efficiencyAccountability is also servedby Web 2.0 applications bydelivering greater efficienciesand cost reductions. Web 2.0applications offer opportunitiesto reduce costs to serveby making more processeselectronic (reducing costs per

transaction) and by encouragingself-service through socialnetworking.

One example: Altinn, a platformoffered by the Norwegiangovernment and delivered incollaboration with Accenture,is intended to help increasecollaboration and electronicdialogue for both citizen to

government and business togovernment. The platform wasoriginally driven by the NorwayTax Agency, but was built sothat all public service agenciesin Norway could connect tothe solution and put theire-government applicationson the platform. The platformwas also designed to handleindividual transactions, such as

tax returns for citizens.

Based on this success, thegovernment of Norway hasembarked on a second-generation platform, calledAltinn 2. The vision: a new,
http://print/http://www.nyc.gov/html/ops/nycstim/html/home/home.shtmlhttp://www.nyc.gov/http://www.recovery.gov/https://www.altinn.no/no/http://print/https://www.altinn.no/no/http://www.recovery.gov/http://www.nyc.gov/http://www.nyc.gov/html/ops/nycstim/html/home/home.shtml


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Overcoming the obstacles


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As the Web 2.0 solutionsand applications discussedhere show, public serviceagencies are already deliveringinnovations based on Web 2.0technologies that are improvingcitizens' lives and their activeparticipation in their owngovernance. Nevertheless, anumber of obstacles and riskscurrently stand in the way ofbroader development of suchsolutions. These include:

Culture issues: Web 2.0

applications have multipleimpacts on the organizationalculture, and these must beunderstood. For example, some

particularly hierarchical culturesmay resist the kind of citizenempowerment that is a naturaloutcome of Web 2.0. In addition,the proper incentives may notbe in place to encourage thekind of collaboration necessaryto realize a good return oninvestment in Web 2.0 solutions.Indeed, in many organizational

cultures, active participation inWeb 2.0 websites may be seenas "wasting tax dollars."

Increased transparency and

loss of control: We have arguedthat better transparency is apositive outcome of Web 2.0applications. However, oneshould expect to encounterresistance in some public

service agencies where thedesire to control informationis more the norm.

Increased security and data

privacy risks: Issues here includeprotecting internal users and thebusiness from malicious codeand malware attacks. Manysocial networking sites attractlarge numbers of visitors, andthat unfortunately means theywill also be visited by potentiallylarger numbers of hackers.Blogging, in addition to itsability to build communities ofinformation, can also be a wayto share company secrets, eitherinadvertently or maliciously.The risk of potential use ofsensitive personal data byan online social networking

service must also be assessed. Strain on infrastructure

and bandwidth: Web 2.0technologies often involve theexchange and downloadingof large multimedia files,which can have a negativeimpact on system availabilityfor an organization.

Compliance and

administrative issues:Increasing communicationwith constituents throughthe Internet also increasesthe type and volume of dataand records that are subjectto various types of "freedomof information" laws andregulations around the world.


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Getting started


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Where should public serviceorganizations begin as theyconsider adopting Web 2.0technologies to drive morevaluable outcomes to citizens,engaging them as co-producersof value? Based on Accenture'scurrent work with clientsaround the world, here are somepractical steps to consider.

1. Understand theconstituencies you serve.Whether the potential Web 2.0application is to help an internalconstituency collaborate moreeffectively or to improve serviceto citizens, it is vital to develop

solid intelligence about thepotential audience being served.Remember that the key toproducing value from these newsocial networking-based servicesis in engaging the audienceas co-producers of value. Thatmeans you must develop a veryclose understanding of theaudience's needs and how a newWeb 2.0 application can make

a substantive difference in theirlives. You don't understand thataudience only by talking withyour counterparts, or conducting"brainstorming" sessions.You need to get out there inwhatever community you'retargetinguse focus groups,Web surveys and the like. Butthen you need to vet any ideas

that arise with those same typesof audiences to engage themin the process and in any newtools that might be developed.

The goal of a Web 2.0development program must beenhanced service and value toan identified group of citizens.Identifying this group can

help an agency make the rightinvestments. A social security orpension application, for example,may not benefit from Web 2.0development, as the segment ofthe population consuming suchservices is less likely to be usingsocial networking technologies.That is an obvious example, butsuch thinking can help preventexpensive mistakesrolling outservices that few citizens areinterested in or can access.

A related point aboutconstituencies has to do withdefining your communities,and then defining whatinformation you have that adds

value to those communities.From the other side, considerwhat information thosecommunities have that isvaluable to you and that can(again) make that communityan active co-producer ofvalue. Communities tend toexist naturally; leverage thesecommunities and provide a

framework for collaboration/communication.

2. Develop clear goals andobjectives.Establish clear goals, objectivesand metrics for your new Web2.0 service. Be clear aboutwhat you want to achieveand communicate those goals

broadly. If you are spending thetaxpayers' money, understandthe benefits and be prepared toshow detailed metrics if askedto prove what value you aredelivering. Be ready to evaluateand change your strategy if youdont see expected outcomes.

3. Create a strategic plan todrive clear outcomes.

A strategic plan serves as a kindof "road map" that helps younot only set value-based goals,but also to assess progressalong the journey. Identifynear-term points on the journeythat can serve as quick winsbecause those help to generateincreased trust, confidenceand even excitement. Bear in

mind that different objectivesrequire different levels of effortand different implementationtime frames. A new Twitterimplementation might berelatively easy to implement;on the other hand, enablingpublic information through Webservices requires more time andeffort. Having a road map inplace, and then communicating

this with the end users, givesthem a sense of directionand purpose, and engagesthem in tracking progress.


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4. Assess organizationalreadiness.

Public sector Web 2.0development brings with ita number of risks that mustbe carefully considered. Oneimportant step early on is to

assess organizational readiness,a process that experiencedchange managementprofessionals can perform.Is the organization ready topress on, even knowing that itmay have to deal with variouskinds of security, privacyand transparency risks?

As a Web 2.0 development

program gets going, it isvital to get buy in from keyexecutives, and then to enlistthem as program sponsorsand agents of change. WhenAccenture began to embracethe world of blogs and wikis,for example, we enlisted SteveRohleder, our chief operatingofficer. His communicationsto our people about the value

of better collaboration werestrong and consistent. Hemade the case clearly thatconnecting and collaboratingacross our teams is at theheart of the company's cultureand competitiveness. "We canenrich collaboration across ourorganization," he wrote, "byincreasing our use of technology

to connect with each other,innovate and share knowledge."

It's important to understand theimplications of a new serviceboth in terms of potentialfailure and potential success.Understanding your audience is

important to preventing failureand driving a good return oninvestment. However, what ifthe service is successful? Willyou have the organizationalresources at hand to actuallyprocess the information anddata coming in? If you havean online forum or other socialnetworking community, whatwill you do if you get a millionresponses? Will you be able toevaluate the responses, keepthe data clean and manage theknowledge coming in?

5. Implement a stronggovernance framework.

When it comes to creatingeffective accountability forWeb 2.0 development from theagency's perspective, puttingin place the right governancemodel for development andfor the ongoing delivery andmaintenance of the serviceis critically important. Again,obstacles and risks are sureto surface at some point. So astrong process for governanceand decision making is essential.

Accountability must also beestablished from a technologypoint of view, as complextechnology decisions will needto be made. An agency musthave a good understandingof the scale of technologyrequirements. A successful

application has the chance tostress the agency's technologyinfrastructure, so differentoptions will need to bediscussed, including possibleoutsourcing solutions forapplications and infrastructure.

6. Set clear policies forinformation sharing.

To help mitigate any potentialrisks of a social networkingapplication (which is inherentlymore open in terms ofinformation sharing), work

early on to define clearpolicies and guidance for bothinternal and constituent-facing capabilities. Governmentagencies are typically verygood at establishing soundcontrols, but those caughtup in the excitement of newtechnologies may misconstruepermission to use a websiteor technology as permission toshare inappropriate information.Leadership is more thanfollowing the crowd; its aboutinformed decision making anddoing the right thing. So, workhard to establish clear roles andresponsibilities, and then put inplace sound end-user policiesthat are then also supported byadequate communications and

end-user training. Most securityrisks involve human error, nottechnology error. Make sureyour people understand theirresponsibilities in preventingprivacy and security breaches.


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7. Cultivate a "beta"mentality.

Many public serviceorganizations areunderstandably cautiousand risk averse. From an ITpoint of view, this can lead

to delays as everyone wantsto make sure it's "right thefirst time." But the Web 2.0environment is much more opento experimentation with betaproducts. Organizations needto become more comfortablewith the fact that they mightnot get it right the first time.As long as the application issecure, there's nothing wrongwith trying something andthen continually improving it.

At the same time, it is importantto avoid just throwing thingsagainst a wall to see whatsticks, which can disenchantyour audience. We recommendbeginning with some smallerapplications instead of a large,monolithic, multimonth design-

build-run program. Look forapplications that are fast tobuild, test, deploy and run. Alsoconsider mashups for sharingof data between agencies,which can deliver effectivecollaboration without the needfor a large integration project.

Once an organization investsin the underlying platform, thedeployment of new applicationsis relatively quick and easy.The community of users isquite aware of the fact thatusage then determines whatsurvives and what dies in themarketplace of ideas. Obtainingfeedback from users about whatwas good or bad about an initialoffering helps with subsequentreleases. Or, equally valuable,it leads to quick identificationof applications that can beretired because they aren'tdelivering the value anticipated.


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Conclusion


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At its core, Web 2.0 is aboutempowering a greater numberof people to move fromconsumers to producersfrom passive online spectatorsto active contributors andco-producers of value. Thosecontributors may be internalto an organization, usingcollaborative technologiesto improve the value theydeliver, or they may be citizensthemselves. Either way,by tapping into previouslyunderutilized productivecapacity, Web 2.0 technologiesincreasingly allow people toget what they need from each

other. This is a game-changingconcept for governments.

Web 2.0 technologies andapplications have the potentialto dramatically improve socialand economic outcomes forcitizens and to engage them asco-producers of value. Becauseof its inherent power to deliverservices that citizens want

according to their needs, Web2.0 offers great promise inbalancing choice and flexibilitywith fairness and the commongood. Uneven power throughouta society often results fromuneven access to informationand services. Web 2.0applications have the potentialto serve the common good bymaking knowledge and services

more universally available.

At a time when budgets aretight, however, government CIOsmust have a solid frameworkby which to evaluate potentialWeb 2.0 technologies in light ofthe charge and mission of publicservice. The mere popularityof any given social networkingservice does not equal valuefrom a public service pointof view. In this regard, theAccenture Public Service ValueGovernance Framework can be acritically valuable asset, helpingpublic service organizationsevaluate potential applications,and then guiding the planningand decision-making processes.

Properly directed, Web 2.0technologies can improvesocial and economic outcomesfor citizens, and help improvethe performance environmentfor those within an agency.By opening up the world ofinformation to more people,new applications can helpbalance choice and flexibility

with the common good.Social networking servicescan create more transparentand open government, makingpublic service agencies moreresponsible and accountablefor the public trust.

Perhaps more important, Web2.0 services can engage citizensin ways almost undreamt ofin previous technology eras.New technologies are bringingcitizens into the world ofservices, rather than justpushing services to them. In thisway, the new applications ofsocial networking technologiescan be an important set oftools that help public sectororganizations achieve andsustain high performance.


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References


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1 http://anthonydwilliams.com/2006/10/07/is-government-ready-for-the-web-20-era/

2 www.govtech.com/gt/423688

3 http://egovau.blogspot.com/2008/10/french-government-joins-online.html

4 www.economist.com/world/unitedstates/displaystory.cfm?story_id=13109717&mode=comment&intent=readBottom

5 www.nickburcher.com/2008/04/6-examples-of-twitter-use-by.html

6 Government 2.0: Building Communities with Web 2.0 and SocialNetworking, published By Digital Communities, page 7.

7 www.govtech.com/gt/423688

8

www.ri.gov/press/view/85249"Mayor Bloomberg announces federal stimulus transportation

projects list," Press Release, March 30, 2009. www.nyc.gov


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are trademarks of Accenture.

About Accenture

Accenture is a global managementconsulting, technology servicesand outsourcing company.

Combining unparalleled experience,comprehensive capabilities across allindustries and business functions,and extensive research on the worldsmost successful companies, Accenturecollaborates with clients to help thembecome high-performance businessesand governments. With more than181,000 people serving clients in over120 countries, the company generatednet revenues of US$23.39 billion forthe fiscal year ended Aug. 31, 2008.Its home page is www.accenture.com.

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