Alexander Schellong and Philipp Girrger recently released an interesting paper called Government 2.0 in Beta Phase highlighting the use of Web 2.0 applications for eParticipation purposes throughout Germany. The study concludes that — based on the 66 cases studied — “German Government 2.0 activities are still in beta phase”.

The study analysed the state of eParticipation and use of Web 2.0 applications for urban planning, budgetary planning, complaints/suggestions, and citizen services in 50 of Germany’s largest cities and in its 16 federal states.

Some key findings from the research into these areas are outlined below:

Urban Planning

A rundown of results for each of the 50 cities shows that citizens overall remain in the role of passive information receiver in urban planning processes….

58% of the cities offer citizen the possibility to comment on drafts and concepts but only 6% have virtual polls on urban planning projects. Web 2.0 applications are rarely being used…

Budgetary Planning

40% of cities and 8% of the states make their current budget as well as information on a government’s project realized effects available to the public. 60% of cities try to include their constituents in the early phase of budgetary planning by offering them the chance to submit ideas—mostly through online forms and in 20% of the cases through a participatory budgeting platform. Only one city, however, asks its citizens for a virtual vote on the final budget…

Similar to cities, 60% of states offer citizen the opportunity to submit comments or ideas on the budget—usually this is realized by presenting them an email address. State-level participatory budgeting activities or virtual polls could not be found. Moreover, Web 2.0 applications are rarely being used in budgetary planning.

Complaints and Suggestions

60% of cities and 31% of states offer citizens to submit a complaint or suggestion. Tracking its progress in government’s internal processing or impact is offered by less than 10% of all cases. Online petitioning is possible in 50% of the states and 30% of cities. Web 2.0 applications are non-existent.

Citizen Services and Web 2.0 applications

Most of the 14 Web 2.0 applications set in this survey are not yet being used on the state and local websites. RSS is used in 14 states and 28 cities. Another popular application is video functionality which is part of 68% of state and 36% of municipal websites. Sometimes the term “podcast” is used for video functionality as well. While 36% of cities and 50% have started using micro-blogging, they lack information about the channel on their portals. Tagging, polls, Wikis, blogs and chats are those Web 2.0 applications that are the most seldom to be found on state and local websites.

The image above (taken from the report) displays the % of Web 2.0 applications implemented in cities and states. This emphasises just how prevalient RSS and Video are over and above any other Web 2.0 applications and services.

City Rankings

The study also looked at cities and found up to 80% of these do not have any embedded Web 2.0 applications in their websites. Some noticable exceptions, however, include:

• direktzu.bonn.de – which offers citizens the opportunitie to engage in dialogue with the Mayor through and online platform and to comment on ideas and suggestions by fellow citizens.
• berlin.de – provides a micro-site aimed at encouraging voluntary citizen engagement. It also provides links to numerous citizen participation offerings on the district-level e.g. participatory budgeting in Friedrichshain-Kreuzberg and Lichtenberg.

Conclusion

The study notes that for urban and budgetary planning eParticipation remains mostly on the level of information provision. The web is rarely used as a medium for participation and even when it is these efforts remain hidden deep within government websites. 

It also notes how participatory budgeting struggles with successful adoption rates. According to buergerhaushalt.org, out of 18,040 municipal participatory budgeting offerings in Germany, only 67 cases can be considered active. Therefore, only 0.5% of all 14.000 municipalities in Germany have implemented Internet-based participatory budgeting.

One of the primary onservances from the report is that Web 2.0 applications are mostly applied to disseminate information towards the public. The medium is being used as a push mechanism. Correspondingly, video and micro-blogging applications are the most popular applications deployed with cities and state websites.

The study concludes by recognising that while states and municipalities have eParticipation on their agenda, they lack the willingness or resources to fully engage in it. In order to rectify this the authors believe German authorities should focus on three main areas:

1. Improve knowledge on the potential, limits and implementation of eParticipation and Web 2.0 applications in politics and government.
2. Convince government officials to just try out new things and sail into uncharted waters.
3. Give citizens the opportunity to learn participation in various ways as early as possible.

(H/T Mick Phythian)

Earlier this month the Center for American Progress Please join the Center for American Progress – in conjunction with the Young Foundation – released two practical innovation guides as part of their Doing What Works programme:

• Scaling New Heights: How to Spot Small Successes in the Public Sector and Make Them Big
• Capital Ideas: How to Generate Innovation in the Public Sector

The guides discuss why it is so difficult to innovate in the public sector, and provide thoughts on how government can begin generating and implementing new ideas. The absence of a profit motive requires different ways of inspiring great ideas and nurturing the best of them into social transformations that improve the world. Innovation in the public sector is not, however, an oxymoron and the guides provide many examples of governments around the world that are working on projects to spur innnovation and harness the ideas of their employees.

OMB Director Peter Orzag also announced a plan for cutting waste by reforming IT. He explains how one source of ineffective and inefficient government is the technology gap between the public and private sectors:

While a productivity boom has transformed private sector performance over the past two decades, the federal government has almost entirely missed this transformation and now lags far behind on efficiency and service quality.

As part of this he explains three specific actions the Government is taking to advance IT reform.

1. I am directing all executive departments and agencies to stop issuing new task orders or procurements for all financial system modernization projects – an area of persistent problems – pending review and approval by OMB of new, more streamlined project plans. 
2. The Federal Chief Information Officer Vivek Kundra will undertake detailed reviews of the highest risk IT projects across the federal government.  Agencies will be required to present improvement plans to the CIO for projects that are behind schedule or over budget.
3. Third, OMB’s Deputy Director for Management Jeff Zients will develop recommendations, within 120 days, for improving the federal government’s overall IT procurement and management practices. 

For more on the Government’s efforts to Reform IT check the memo sent by Director Orzag to all heads of Executive Departments and Agencies.Reforming the Federal Govt Efforts to Manage IT Projects

Facebook is teaming up with the British Prime Minister’s office to solicit ideas from the public on how to cut the budget deficit. The social networking site will ask its 23 million members in the UK to submit and vote on ideas for where cuts can be made.

The government says Facebook will be its “primary channel” for communicating with the public about spending cuts.

The website will have a page for people to debate spending priorities and will allow people to submit and vote for ideas on where cuts could be made.

Watch a video chat between PM David Cameron and Facebook CEO Mark Zuckerberg below.

For more see:

• SpendingChallenge
• Ministers turn to Facebook for cuts suggestions.

An introduction to the work of the Democratic Society, a UK-based NGO working on participation, citizenship and democracy.

The question they pose is:

Can we take take the accessibility, information and passion of the Net and combine them with the common spaces, shared rules and need for compromise of the political world?

The aim of the society is to build:

A network of local organisations, dedicated to citizenship, not partisan posturing, involving members in national debates.

It is run on democratic lines locally and centrally.

It concentrates on easy participation and allows the best arguments to rise so people can pick them up quickly.

There is a regular schedule for votes so media and politicians can pick them up, then the issue is closed for a while. 

Membership is open to all, but isn’t a free-for-all.

Data is open and easy to access on different devices.

It gives members chances to lead and to gain political skills.

Members too shy or busy to debate can explore issues and participate in votes remotely.

We will have to start small, but will have scalability built in and a goal of being the most popular, most authoritative, most trusted place for citizens. 

Follow the Democratic society on twitter @demsoc

Earlier this year, Doug Hadden at FreeBalance and Martha Batorski at Grant Thornton published a white paper called ‘Embracing Government 2.0: Leading transformative change in the public sector’. The paper explores the skills and mindsets governments need to employ to achieve transformative change.

The paper argues that such change requires a dramatic increase in the transparency, participation and collaboration between governments and citizens through Web 2.0 and social networking technologies.

Embracing Government 2.0 Leading Trans Formative Change in the Public Sector

The report identifies some of the benefits of Gov 2.0 as:

• Reduced cost of engagement through more productive tools and processes
• Simplided knowledge creation and retention though usable applications
• Easier knowledge sharing
• Enhanced information discovery through transparency and data mashups
• Effective cross-pollination through bottom-up social collaboration
• Leveraging internal government and external “wisdom of crowds” to improve government results
• Fostering of innovation, through the use of fexible tools.
• Expanded engagement
• Faster completion of review cycles
• Improved citizen and employee satisfaction

The report concludes with:

Government 2.0, through the use of social collaboration tools, can and should represent real transformation. Social collaboration, and even electronic outreach that mirrors traditional processes, can make meaningful improvements in every part of every organization.

Relentless pressure to do more with less in the public sector will continue. To reduce costs, save time, improve results, and create value. To harness and share knowledge more cost effectively. To modernize management practices. All of these factors are creating the need to responsibly leverage new technologies enabling social collaboration. Implication: accelerated organizational transformation and change.

Government 2.0 requires leaders to embrace an enhanced set of change and risk management skills. It requires a paradigm shift from outside-to-inside networks, and right-sizing operational controls. It requires new skills in design thinking, trust, and change leadership. The future is here for public sector organizations, and its name is Government 2.0.

For more on the report, check http://www.freebalance.com/blog/?p=879

This Superb infographic on “How A Bill Becomes a Law” was selected as one of the winning entries from the Sunlight Foundation’s recent Design for America competition. 

The visualisation is also available from this on-demand print service,

A journey through complexity theory and our networked society, exploring how we got it wrong and the exponential growth in human capability.

Interview with Stephen Goldsmith – Daniel Paul Professor of Government and the Director of the Innovations in American Government Program at Harvard Kennedy School – on the Power of Social Innovation.

Spotlight Webcast: Social Innovation with Stephen Goldsmith from Spotlight on Vimeo.

The interview above discusses Goldsmith’s book The Power of Social Innovation. The book describtes itself as providing “tools for civic entrepreneurs to create healthier communities and promote innovative solutions to public and social problems.” It does this through detailing case studies of civic leaders and entrepreneurs and the examining the role each plays in transforming a community’s social service delivery systems.

It features illustrative case studies of change-oriented philanthropists, public officials and civic leaders. The book features established organizations such as the New York City public schools, United Way of America, the United Negro College Fund, and Teach For America, and shows how each plays a role in transforming a community’s social service delivery systems.

Social Innovation and Public Service Delivery

For more on how Social Innovation is impacting the provision of Public Services, check Dominic Campbell’s research on the Next Wave of Public Service Delivery.

For more on the Power of Social Innovation follow @powerofsocinnov.

The starting point for European tech politics, at least in Scandinavia, is high levels of public trust in the political system, good levels of broadband penetration and a solid legal framework. This has fostered social networking experiments in Nordic politics, and promoted two blogging Foreign Ministers – Jonas Gahr Støre and Carl Bildt who set a policy agenda through their blogs.

For more check out:

• Social Media in Sweden Public Sector
• Opengov.se
• Denmark Open Data Competition
• Open Gov in Norway
• Scandinavian Techpolitics Case Studies

(via Personal Democracy Forum Europe)