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State of the Eunion State of the eUnion Government 2.0 and Onwards Edited by John Gøtze Christian Bering Pedersen Foreword by Don Tapscott 21Gov.net 2 TABLE OF CONTENTS 6 Foreword: Government 2.0: Rethinking Government and Democracy for the Digital Age Don Tapscott 15 Introduction John Gøtze & Christian Bering Pedersen SECTION I: GOVERNMENT 2.0 27 Gov 2.0: A Promise of Innovation Tim O'Reilly 31 Government 2.0: From the Goverati Adhocracy to Government with the PeoPle Mark D. Drapeau 41 The Emergence of Gov 2.0: From GovLoop to the White House Steve Ressler 47 Structured Crowdsourcing: Harnessing External ExPertise in Government Dan Doney 61 Government in the 21st Century: A State's PersPective David G. Fletcher 71 Looking to the Future by Learning from the Past Steve Radick 79 Government 2.0, e‐Government and Culture Stephen Collins 97 A Short History of Government 2.0: From Cool Projects to Policy ImPact David Osimo 109 Waiting for Government 2.0: Why Do Public Agencies Take so Long to Embrace Social Media? Alexandra Samuel GØTZE & BERING 3 123 3 Reasons Government Isn’t Ready For 2.0 Yet Ariel Waldman SECTION II: OPENING GOVERNMENT 128 Data Triggers Transformation W. David Stephenson 143 The Power of Government Information Richard Allan 161 The EmPeror’s New Nakedness or How True TransParency will Save Governmental Projects from Utter Failure Tommy Dejbjerg Pedersen 169 Against TransParency: The Perils of OPenness in Government Lawrence Lessig 189 Objectivity, TransParency, and the Engagement with Democracy David Weinberger SECTION III: DEMOCRATIZING GOVERNMENT 196 Democracy 2.0 Michael Friis 207 Focusing on Citizens Joanne Caddy 217 e‐ParticiPatory Planning: Necessity and Advantage Rolf Lührs, Bengt Feil & Harald Rathmann 233 Washington Goes to Mr. Smith: GlimPses of the Future of American Democracy? Matt Leighninger 241 PeoPle Power can Reboot a Nation Lee Bryant STATE OF THE EUNION 4 SECTION IV: CO‐CREATION, INNOVATION & VALUES 250 Public Administration: Let There Be E‐Unification, Again and Again Olov Östberg 257 Co‐Production of Public Services and Policies: The Role of Emerging Technologies Tony Bovaird, Elke Löffler & James Downe 275 OPen Value Creation as a Strategic Management APProach Philipp S. Müller 283 ReaPing the Benefits of Government‐led Change: Engaging the Public in Creating Value from Investments Chris Potts 290 E‐Government Awards: Five ProPositions on Advancing their Value Kim Normann Andersen, Hanne Sørum & Rony Medaglia CLOSING SECTION 303 Government 2.0 and Onwards John Gøtze & Christian Bering Pedersen 310 Index GØTZE & BERING 5 ACKNOWLEDGEMENTS First of all we would like to thank the contributing authors for join‐ ing this Project. We are Particularly grateful to Don TaPscott for writing the foreword. We would also like to thank Gary Doucet, Executive Director within the Government of Canada, for insPiring comments and suggestions. Thanks also to Freelancer.com users Demetris and Alex for helPing with Proofreading and index creation. The cover image is created with the great Wordle.net service. This Particular wordle is based on all text in the book. We thank Forbes.com and The New Republic for Permissions to use material from Tim O’Reilly resP. Lawrence Lessig. John Gøtze and Christian Bering Pedersen, editors Copenhagen, November 2009 _____________________________________________________ All content is published under a Creative Commons Attribution‐Noncommercial‐Share Alike 3.0 Denmark License Content is available online at 21gov.net. STATE OF THE EUNION 6 FOREWORD GOVERNMENT 2.0: RETHINKING GOVERNMENT AND DEMOCRACY FOR THE DIGITAL AGE Don Tapscott Chairman, nGenera This is a time of great Peril and great Promise for government. Around the world, governments are reeling under the strains of the financial meltdown and global economic crisis. Plummeting tax revenues, bank bailouts and infrastructure investments made to keeP national economies from the brink of collaPse have drained government coffers, causing in turn a crisis in the funding of basic oPerations. And in many Parts of the world democracy itself is GØTZE & BERING 7 stalled, with low voter turnouts and cynical Public attitudes towards government. The irresistible force for cutbacks is meeting the immovable object of Public exPectations about what government should be and do: they should be better, Providing better services, healthcare, safety and stability for our troubled economies. So while cost control measures may be necessary, they are clearly insufficient. We can no longer tinker with government – we need to reinvent it. The idea of “reinventing government” dates back more than 15 years. As Osborne and Gaebler wrote in their landmark 1992 book, Rein‐ venting Government, we need governments which are catalytic – steering and sParking action rather than doing things themselves; community‐owned – emPowering rather than serving; and mission‐ driven, results‐oriented and customer‐focused. Governments, they say, should inject comPetition into service delivery; focus on earning rather than sPending; shift from hierarchy to teamwork and Partici‐ Pation; and focus on Prevention rather than cure. In this sPirit the US federal government initiated the National Per‐ formance Review led by Vice President Al Gore in 1993. A team de‐ veloPed a rePort and a set of accomPanying documents which ad‐ dressed key issues of reinvention. Since then, by most accounts, Pro‐ gress has been slow in imPlementing the aPProaches develoPed. In recent years, governments in EuroPe and other Parts of the world have embraced “citizen‐centric” aPProaches to service delivery and emPhasized inter‐agency collaboration. Some governments have even extended new roles to citizens, community‐based organizations and Private businesses in a bid to reduce costs, harness new comPe‐ tencies and leverage untaPPed sources of innovation. DesPite significant Progress, transforming the deePer structures of government is Proving to be an intractable challenge. DeeP and re‐ silient traditions combine to frustrate Progress, including conflicting timeframes and motives, a lack of incentives to innovate in the sys‐ STATE OF THE EUNION 8 tem, and deePly engrained cultural and institutional legacies. But just as new waves of innovation are washing over the Private sector, the imPerative to harness new models of collaboration and innova‐ tion is arriving on the doorsteP of governments everywhere. Today, in addition to the global economic crisis, four forces are bringing the urgency of Public sector transformation to the fore: A Technology Revolution – Web 2.0. The static, Publish‐and‐ browse Internet is being ecliPsed by a new ParticiPatory Web that Provides a Powerful Platform for the reinvention of govern‐ mental structures, Public services and democratic Processes. The Internet is no longer just a Platform for web sites – the Presenta‐ tion of content. It is becoming a global Platform for collabora‐ tion. A Demographic Revolution – the Net Generation. The first generation to grow uP immersed in digital technologies is com‐ ing of age and emerging as a major force in today’s world – a generation that thinks differently about the role of government in society and will demand increasingly sPeedy, resPonsive, and customizable Public services. The children of the Post‐WWII generation (sometimes called the baby boom) are the first gen‐ eration to come of age in the digital age. Aged 13‐30, this Net Generation learns, works, Plays, communicates, shoPs and cre‐ ates communities differently than their Parents. As consumers of government services, young PeoPle have very different exPecta‐ tions about what governments should do and how they should oPerate. Moreover, their immersion in the interactive world of the Internet and digital technology has trained them to be activ‐ ists – not Passive readers, viewers or voters. A Social Revolution – Social NetworKing. Online collabora‐ tion is exPloding and citizens increasingly self‐organize to Peer Produce everything from encycloPedias to oPerating systems, to advocacy camPaigns, to stoP global warming. With 300 million PeoPle on Facebook, collaboration and social networking are a GØTZE & BERING 9 Phenomenon that no Politician or Public official can afford to ig‐ nore. Sadly, rather than embracing social media and tools as the new oPerating system of government, many governments have been doing the oPPosite – banning the use of these tools. Gov‐ ernments in many Parts of the world for examPle have banned Facebook. An Economic Revolution – WiKinomics. Mass collaboration is changing how enterPrises innovate, orchestrate caPability and engage with the rest of the world. Networked business models Pioneered in the Private sector hold Promise for the Public sec‐ tor, but the unique Public sector environment means the chal‐ lenges of imPlementation are different. While the needs of citi‐ zens cannot be met by market forces alone, the PrinciPles of Wikinomics – oPenness, Peering, sharing and acting globally – Provide a Powerful manifesto for Public sector transformation. If governments are to ensure their relevance and authority, they must move quickly to meet rising exPectations for oPenness, ac‐ countability, effectiveness and efficiency in the Public sector. For several years, my colleague Anthony D. Williams and I have had the Pleasure of leading a multi‐million Euro research Program called Government 2.0. The Program is funded by governments in North America, EuroPe and Asia and has been identifying best Practices and lighthouse cases regarding the Internet‐enabled transformation
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