Government Technology Magazine January/February 2018

Solutions for PLUS: state and local Path to Viability government. An up-close look at tech ﬁ rms bringing new tools to the public sector.

JANUARY/FEBRUARY 2018 Bigger deals, more investment, new companies and fresh ideas 2018 power the gov tech market. GovTech

VOL 31 ISSUE 1 / A PUBLICATION OF e.REPUBLIC / GOVTECH.COM

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Vol 31 | Issue 1

COVER STORY 14 / 2018 GovTech100: Raising the Profile Three years in, more signs emerge that upstart tech companies see government as a legitimate market. Blue Ravine Rd, Folsom, CA 95630. Periodical Postage Paid at Folsom, CA and additional offices. POSTMASTER: Send address changes to: Send address changes to: at Folsom, CA and additional offices. POSTMASTER: Paid Postage Periodical Folsom, CA 95630. Rd, Blue Ravine NS: Subscription inquiries should be directed to Government Technology, Attn: Circulation Director, 100 Blue Ravine Rd, Folsom, CA 95630, CA 95630, Folsom, Rd, 100 Blue Ravine Attn: Circulation Director, NS: Subscription inquiries should be directed to Government Technology, By Ben Miller 26 / Growing Up GovTech Three pioneers on getting started, gaining ground and going forward. By David Raths 31 / Guest Voices Leaders from the front lines of gov tech weigh in on the market. SHUTTERSTOCK.COM 916-932-1300. Government Technology (ISSN# 1043-9668) is published monthly except February, May, August, and November by e.Republic Inc, 100 and November by e.Republic August, May, February, (ISSN# 1043-9668) is published monthly except Government Technology Inc. All rights reserved. SUBSCRIPTIO Copyright 2018 by e.Republic Folsom, CA 95630. Rd, 100 Blue Ravine Government Technology, www.govtech.com // January/February 2018 3

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______Designer ______Creative Dir. 100 Blue Ravine Road Folsom, CA 95630 916-932-1300 ______Editorial ______Prepress www.erepublic.com CMY grey T1 T2 T3 5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 Page # ______Other ______OK to go BLACK YELLOW MAGENTA CYAN Publisher: Alan Cox, [email protected] EDITORIAL GT Editor: Noelle Knell, [email protected] Managing Editor: Lauren Harrison, [email protected] Web Editor & Photographer: Eyragon Eidam, [email protected] Chief Copy Editor: Miriam Jones, [email protected] Copy Editor: Kate Albrecht, [email protected] Senior Editor: Tod Newcombe, [email protected] Assistant News Editor: Ben Miller, [email protected] Staff Writers: Skip Descant, [email protected] Theo Douglas, [email protected] Zack Quaintance, [email protected] Elizabeth Zima, [email protected] Contributing Writer: David Raths Editorial Assistant: Erik Hopkins, [email protected]

DESIGN Chief Design Offi cer: Kelly Martinelli, [email protected] Graphic Designer Pubs: Kale Mendonca, [email protected] Senior Designer Custom: Crystal Hopson, [email protected] Production Director: Stephan Widmaier, [email protected] COLUMNS NEWS Production Manager: [email protected] PUBLISHING 5 Point of View 6 govtech.com/extra SENIOR VP OF STRATEGIC ACCOUNTS: Stacy Ward-Probst, [email protected] 2018 GovTech100 company Updates from Government Technology’s VPs OF STRATEGIC ACCOUNTS: names provide a revealing daily online news service. Kim Frame, [email protected] Arlene Boeger, [email protected] look at the state of the market. Shelley Ballard, [email protected] 36 CIO Central SALES DIRECTORS: Melissa Sellers, [email protected] 8 Four Questions Career changes across tech-driven Tracy Meisler, [email protected] Karen Hardison, [email protected] Melissa Bridges of Little Rock, Ark., roles in government. Lara Roebbelen, [email protected] on open data and fostering Carmen Besirevic, [email protected] Lynn Gallagher, [email protected] buy-in across departments. 39 Spectrum Kelly Schieding, [email protected] More research, more science, ACCOUNT EXECUTIVES: Paul Dangberg, [email protected] 10 What Does It Take to Win more technology. Rebecca Regrut, [email protected] Kathryn Nichols, [email protected] in Gov Tech? Joelle Tell, [email protected] Excerpts from our online series, 41 Products Lisa Blackie, [email protected] BUS. DEV. MANAGER: Ask Joe. ASUS NovaGo, Getac Next-Gen S410 Maggie Ransier, [email protected] Notebook, SMK-Link Electronics Nick Pedersen, [email protected] INSIDE SALES: 12 Becoming Data Smart Ergonomic Keyboard Katrina Wheeler, [email protected] SR. SALES ADMINISTRATOR: To improve disaster response, Kelly Kashuba, [email protected] government must trust tech. SALES ADMINISTRATORS: Jane Mandel, [email protected] Koy Saelee, [email protected] 38 Cybersecurity Strategies Sr. Dir. of Sales Operations: Andrea Kleinbardt, [email protected] How to communicate Content Studio Managing Editor: Jeana Bigham, [email protected] about cybersecurity. Dir. of Web Marketing: Zach Presnall, [email protected] Web Advertising Mgr: Adam Fowler, [email protected] Subscription Coord.: [email protected] 40 Data Points Eenie Yang, CORPORATE Using tech to improve the CEO: Dennis McKenna, [email protected] home-buying process. President: Cathilea Robinett, [email protected] CAO: Lisa Harney, [email protected] CFO: Paul Harney, [email protected] 42 GovGirl on Social Executive VP: Alan Cox, [email protected] Chief Content Offi cer: Paul Taylor, [email protected] Why your agency needs Dep. Chief Content Ofc.: Steve Towns, [email protected] a social media coordinator. VP Research Joe Morris, [email protected] Government Technology is published by e.Republic Inc. Copyright 2018 by e.Republic Inc. All rights reserved. Government Technology is a registered trademark of e.Republic Inc. Opinions expressed by writers FOLLOW are not necessarily those of the publisher or editors. US ON Article submissions should be sent to the attention of the Managing Editor. Reprints of all articles in this issue and past issues are available IN OUR NEXT ISSUE: (500 minimum). Please direct inquiries for reprints and licensing to Wright’s Media: (877) 652-5295, [email protected]. The State of Open Data Finding Equity Real ID Subscription Information: Requests for subscriptions may be directed A look at the real impacts of New paths toward States must be compliant to Subscription Coordinator by phone or fax to the numbers below. You can also subscribe online at www.govtech.com. progress around government bridging the digital divide. by 2020. What will it take 100 Blue Ravine Rd. Folsom, CA 95630 transparency. to get there? Phone: (916) 932-1300 Fax: (916) 932-1470 Printed in the USA.

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4 January/February 2018 // www.govtech.com

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What’s in a Name?

his issue marks the third iteration lic sector. The widespread use of both words, GovTech of the GovTech100 — a representa- and so many related terms, in company Ttive list of 100 technology companies monikers is refl ective of where government These terms show whose solutions are aimed at state and local priorities lie in 2018. Good government is up most often in government, a market with estimated tech guided by open, transparent operations. And 2018 GovTech100 spending of more than $100 billion last year. the most eff ectively run public organizations company names: As we’ve gotten deeper into our coverage are supported by usable, timely data that can City 8 of the growing ecosystem of companies be harnessed by those inside and outside of off ering innovative tech solutions to solve government for the most possible good. Civic 5 real government problems, there are clear The most prominent words to show up Data 4 signs the market is maturing. New ideas in GT100 company names are “city” and “civic.” This undeniable fact suggests that Gov 5 continue to make their way onto the scene, and the deals and investments are growing, the civic tech movement we’ve been covering Open 3 signaling the viability of a government-only for several years has given rise to this new (or government-fi rst) business model. market category of gov tech, and that many A quick look through the companies that solutions are borne out of tech- or just plain make up this year’s GovTech100 reveals a civic-minded citizens connecting in new number of themes. While it’s not surpris- ways with local governments and identifying ing that fi ve companies have “gov” in their areas where they can help. And more than names, it does lay plain their focus on the help, they’re fi nding ways to productively public sector, eliminating any ambigu- engage with their communities and create ity as to their target audience. Four out of viable businesses that can scale to jurisdic- fi ve companies with gov in their names tions around their state and across RAISE YOUR were formed in this decade, most in the the country. latter half. While unscientifi c, it stands to It’s not a homogeneous list, to be sure. VOICE reason that, before then, most companies But taken all together, it’s a revealing look at Your opinions matter to wouldn’t brand themselves as government- what’s trending and what’s gaining ground in us. Send comments about only enterprises. The outlier, NEOGOV, the emerging government-focused tech mar- this issue to the editors at was formed in 1999, and its HR software ketplace. Read our story Raising the Profi le, p. [email protected]. is used by more than 1,500 customers in 14 , for insights and analysis on the year that Publication is solely at the state and local government and education. was in the gov tech market. Also, see who discretion of the editors. The words “open” and “data” show up made this year’s list (starts on p. 19) and let us Government Technology in a handful of company names on the list. know what you think. The complete list and reserves the right to edit OpenDataSoft checks both boxes, and in a an interactive funding map are online at submissions for length. win for truth in advertising, off ers an open govtech.com/100. data hub serving both citizens and the pub-

www.govtech.com // January/February 2018 5

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Driverless Cars Hit the Road in Arizona Twenty states now allow for some form of autonomous vehicle (AV) testing, and now two Arizona cities have become go-to test beds for piloting the tech on city streets. Both Tempe and Chandler have established mostly informal agreements with AV companies to operate their cars in real-world scenarios. Uber has deployed self-driving cars in Tempe, while Waymo has been testing its technology in Chandler since 2016, and the cars have been driverless since mid- 324Number of applications submitted for October. “Because of Arizona’s ‘hands-off ’ approach to this ﬁ eld, Bloomberg Philanthropies’ Mayors we don’t require any special permits or reporting requirements Challenge competition, which off ers of the companies that come here to test,” said Ryan Harding of $5 million to the city leader with the the Arizona Department of Transportation. “Our goal is making best solution to an urgent problem sure companies developing the technology have a hurdle-free facing local governments nationwide. path while ensuring key areas like safety are addressed.”

Florida Shores Up Cybersecurity In a move to secure Floridians’ Biz Beat data and personal information $ at the source, in his 2018-2019 budget, Gov. Rick Scott is proposing The Govtech Fund, a venture capital fi rm a recurring annual expense of targeted specifi cally toward tech companies working with government, is in the midst of M $220,000 to provide training raising a second fund. The fi rm has raised Funding12 raised in a Series A round to security managers across 35 $20.75 million so far toward a possible $25 by Optibus, whose AI-powered state agencies. The move comes million maximum for the fund, according to a software optimizes transit in at the request of the Agency fi ling with the U.S. Securities and Exchange 200 cities globally. for State Technology, which Commission. Since it fi rst launched in 2014 with $23 million, the Govtech Fund has invested in previously received the funding at least 13 companies, including Neighborly, on a year-to-year basis, but as SeamlessDocs and Mark43. At the time of its agency spokesperson Erin Choy launch, Ron Bouganim, fund manager and the pointed out, it has a “statutory fi rm’s founder, said he anticipated putting about responsibility” to train state agency $500,000 into each investment. information security personnel. WHO SAYS? % “For the first time ever, technologists are now expected to talk to the 2.9The drop in public transit ridership public. My God, what have we done tactically to get to this point?” in the fi rst half of 2017, which continues a downward trend Govtech.com/quoteJanuary2018 after peaking in 2014. MOST READ STORIES ONLINE: 2017 Digital Cities: Winners Work to Iowa Employee Pension Accounts Make Government Effi cient, Eff ective Compromised, Security Practices and Responsive Scrutinized 4,110 VIEWS 1,612 VIEWS $ Section 508 Gets an Update: New Web Philadelphia Builds ‘All-In-One’ Property Accessibility Guidelines for Government Mapping Tool Sites Take Eff ect in January 1,530 VIEWS 2,413 VIEWS M How Can Government Deliver an 2018 Poised to Be the Year for Public Amazon-esque Service Experience 35The amount Georgia Gov. Nathan Safety Networks to Constituents? Deal announced will be used to 1,801 VIEWS 1,384 VIEWS build a second building at the state’s Cyber Innovation and Training Center currently under construction. 6 January/February 2018 // www.govtech.com

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Q&A Building a Better Resiliency Strategy Step Three: Adapt Scott Warmbier, Senior Principal Systems Engineer, Veritas

The public sector faces What backup and recovery where they need to be with respect to increasing cybersecurity Q: methods are typically ransomware and other cybersecurity threats. No agency plans used in the public sector? threats and where they are now. State and local agencies often have to be a target of one of traditional backup and recovery methods However, we have been able to support our these attacks, but it must in place, like snapshots or duplication, state and local government customers in be prepared nonetheless. because they’re heavily virtualized. putting the necessary resources in place to That’s why leveraging the recover in a more timely fashion. right backup and recovery Some agencies also have a business solution is critical. continuance plan, but it’s usually a How can agencies avoid potential manual process. They may be ahead Q: disruptions to their IT operations, Government leaders must take of the curve in other areas, but they and thereby achieve IT resiliency? three steps to build a resilient often operate large, on-premises legacy Agencies ﬁ rst need to determine whether agency: prepare, respond and systems and haven’t taken that next step their backup and recovery infrastructure adapt. In this Q&A, we take a toward automated business continuance. is adequate. Once they do this, they need closer look at step three: adapt. That’s where Veritas can help them. to leverage automation tools to deliver Veritas Senior Principal Systems business continuance and resiliency. Engineer Scott Warmbier What makes the public sector a discusses how organizations Q: target for cyber attacks? Even though public sector agencies can build an eff ective backup State and local agencies’ backup may feel adequately protected, they infrastructure may be adequate for need to have a solid plan to quickly and recovery infrastructure so backup, but not for large-scale recoveries retrieve their information in the event they can better adapt to today’s or to view these threats as a business of a breach. Taking a comprehensive evolving threat environment. continuance event. There is a gap between approach will make all the diff erence. © 2017 e.Republic. All rights reserved.

To learn more best practices about building government resiliency, download our handbook: www.govtech.com/resiliencyhandbook

GT17 Q&A Veritas.indd 1 10/10/17 9:10 AM

to the public and how to bust down data silos between departments so they get a more complete vision. Our police chief has been a real champion of this work, which is kind of unique for cities. He knows he has one piece of the puzzle, but crime information without code enforcement or public works or community programs — he knows those are partners and he needs their pieces of the puzzle to say, “Hey, we’ve got a lot of commonality with problem areas, so let’s band resources together and turn those areas around.”

Has it been diffi cult to foster internal buy-in across departments? 3It has been a long journey. I will not tell you all 13 departments are on board and completely understand, but another big champion we’ve had is our city manager. He led the charge and said, “Let’s see if we can have access to these resources because it’s a better way of doing business.”

BRENDA WYATT PHOTOGRAPHY WYATT BRENDA He wanted to have deeper, richer conversations with his department directors about putting data puzzle pieces together. A lot Melissa Bridges of it has been internal education, showing Performance and Innovation Coordinator, Little Rock, Ark. other departments, look, here’s what housing is doing with this. It’s been little suc- cesses within departments as they’ve come Melissa Bridges has had three careers with Little Rock, Ark. She worked in the mayor’s on board, and it’s been ﬁ nding key people office in the late ’90s while finishing a master’s degree in public administration. Then, following in departments already hungry to have the a stint in the Peace Corps, she became network security manager in 2010, a role she held for technology piece, which is the piece they six years. Most recently, the city named Bridges its performance and innovation coordinator, were missing. They knew they had the a new position she is excited to define. After participating in Bloomberg’s What Works Cities information, they just didn’t have a platform program, Little Rock has a new open data policy, an open data portal, and momentum toward to do something with it. improving internal efficiency with data while also building public-facing tools for engagement and transparency. In fact, one of Bridges’ early challenges has been to limit how much she tackles. What are the immediate goals for “All the other cities I’ve talked to doing similar work, the biggest lesson they’ve told me is ‘don’t open data in Little Rock? bite off too much, because if you try to solve all the world’s problems, you’ll set yourself up for 4The city manager has stated that in failure,’” Bridges said. “Just find one small thing to focus on and grow from there, and that’s the 2018 he wants to have a public meeting approach we’re taking.” focused around quality-of-life issues, including everything from public safety to parks to Where is Little Rock with its open people to see what’s going on around community programs, like a one-stop shop data eff orts? their house, around their kid’s school, and for citizens of Little Rock. Instead of running 1We launched an open data portal, and also for us to see areas the city needs to to a budget meeting, a planning meeting, we’ve got a new website called Citizen refocus resources on, to use data to push a quarterly crime meeting, you can come Connect that allows the regular layperson policy decisions. to one meeting and have all these entities to look at a map and understand bet- there with data leading the discussion, say- ter without being a heavy data person. How has the shift from head of ing, here’s what we’re seeing, what poten- We’ve tried to layer our 311 requests with network security to open data been? tial trends are and why we need to refocus police incident information and building 2My old position was heavily involved resources based on what we’re seeing, but permits, and we’re also adding housing with information security and teaching end have that be a citizen-focused conversation information, working to get our unsafe and users why that’s important. Now, I’m on the around data. vacant structure list up. It’s an easy way for other side. I think about how to release info — Zack Quaintance, Staff Writer

8 January/February 2018 // www.govtech.com

GT12_08.indd 8 12/28/17 1:54 PM Stay up to date on the latest trends and gain insights to some of your most pressing challenges.

A Case Study | Intelligent Jail Management Streamlining the Unlocking the Power of Data Response to Public

Records Requests

TRANSFORMATION: How La Plata County uses prebuilt process templates to T automate document gathering and request management DIGITAL

Snapshot: La Plata County Using Laserfiche to create online forms and automate workflows is a significant TRANSFORMATION: part of the county’s initiative to mitigate declining tax revenues by reducing $$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ Location: Southwestern Colorado $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ Mobile Technology direct costs and working with leaner operations. $$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$ $$$$$ $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ Population: 55,000 $$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $ $$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ “Laserfiche helps us increase our capacity to get work done, even in times $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$ $$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ FY 2017 Budget: $77 million of tight budgets,” says Mike Hawkins, enterprise content analyst. The $$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$Enterprise$$ $$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$ $Strategies$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ for$$$$$$$$$$ Maximizing$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$ $$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ Improves Public Safety improvements gained from process automation are instrumental to the $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ 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hard and soft costs in FY 2017 and $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$ $$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ All too often, fulfilling a public records request means carrying paper around to its Innovate La Plata initiative, a program that empowers staff to think $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$ $$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ 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differently about their work in order to streamline processes, save money $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$ $$$$$$$$$$$$$ $ $$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$ $ $$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ While Driving Down Costs to assemble all the right documents. And because one employee typically and improve their job satisfaction. $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ serves as the response coordinator, deadlines could be missed when that $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ person takes time off. $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$ $$$$$$$$$$$$$$$$$$$$$$$$$$ $$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $ $$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ 1 The cities of Montebello and Lexington tap mobility “The world is Incarceration is one of the costliest components of the criminal justice system. And even $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$ Meeting Deadlines, Reducing Work $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$ VROXWLRQVWREHWWHUVHUYHFLWL]HQVDQGLPSURYHHIƓFLHQFLHV though jails and other detention facilities are 24/7 data factories — generating volumes of information This was the challenge for La Plata County, Colo., where state law requires $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ changing, and so $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$ $$$$$ HIV\[VќLUKLYZIVVRPUNOV\ZPUNOLHS[OJHYLJVYYLJ[PVUHSVѝJLYZHUKTVYL·THU`HYL\UHISL[V a response to records requests within 72 business hours. $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ many things now OHYULZZ[OH[KH[H[VOLSWJVU[YVSJVZ[ZHUKTHUHNLMHJPSP[PLZLќLJ[P]LS` When a public records request is entered into La Plata’s Laserfiche system, $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ We’ve become painfully aware in recent years that vehicle safety means more than “The 72-hour response requirement is a tight timeline and requires everybody the automated workflow starts freeing up county employees’ time by: $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ $$ $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ 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Visit our website for some of our most recent work! www.govtech.com/library

ER17 AD Custom Papers.indd 19 11/15/17 9:39 AM

What Does It Take to Win in Gov Tech? Joe Morris, vice president of research for e.Republic, answers commonly asked questions from companies working in the government technology market.

By Ben Miller

language. If you’re coming over from the In selling to government, commercial market, they don’t want you to How does a new entrant Q: what does it take to win? be talking about profi t. They want you to Q: into the market deal be talking about what’s relevant to them. with the fact that government So how do you become relevant to sometimes leans toward the Government’s a tough business win? I think that’s doing your homework. vendor who was already on the A: in that it’s a large market. It’s Most governments produce a strategic contract or that they’ve dealt many diff erent governments, many dif- IT plan. Review that strategic IT plan in with before in another capacity? ferent programs, many diff erent verticals that city, that county, that state. Look and all with very specifi c needs. But there are see if there’s alignment to what you’re some principles that we think companies in off ering and their needs. Look at the I think it’s that they want people this space or companies looking to get into organizational chart, understand where A: that are in this space to some de- this space should follow. They boil down people sit, what their responsibilities are. gree, that are proven. I don’t think it’s any to the fact that governments do business Read the publications that are in diff erent from when you or I go out to get with companies they know and trust. this space. Read the surveys that are a plumber or a home contractor. Do you If you’re sitting there going, “How do I produced. One of the pieces of advice want it to be the fi rst job that they’ve ever develop trust when I’m a new player?” there I always give to clients is take our top taken on? Or do you want to go onto Yelp or are ways to do that. That’s having a relevant 10 priorities that are produced by the Angie’s List or some equivalent and deter- point of view so you can gain traction, you’re [Center for Digital Government’s*] mine that this person has higher reviews? seen as a trusted adviser. But at the end of the Digital Cities, Counties and States surveys How do you get there? How do you day, government is still somewhat risk averse. and line up your off erings to them. develop that? By creating case studies, They don’t like to be the fi rst to do much of anything most times, so they’re looking to go with known quantities a lot of the time. But how do you establish that? Government has a very defi ned procurement process with rules and regulations. A lot of times, if you have a The great thing is they make all of that information available to you. And because company that normally sells to they make it available to you, they expect “ you to know that you need to register commercial or private-sector as a vendor, that between this dollar entities, a lot of things are about profit. amount and that dollar amount, this is the process. They expect you to speak their That’s not a concept in government.

10 January/February 2018 // www.govtech.com

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Ultimately I think that the leader, about what’s coming. And that could be because they’ve got vertical expertise. companies that succeed They’re seeing the transportation vertical “ on a much higher level because they’re work the hardest to develop not putting out fi res, or they’re leveraging their past experience. That could be about a a strong relationship with the program or that could be about a technology. market and/or their client. Look at something emerging, like we’re starting to see editorial coverage bubble up around blockchain. There aren’t a ton of thought leadership, positioning in the understand how it links up to government, public-sector implementations, but there market so you’re seen in this space. Does but case management is what you have. are vendors out there educating on it. your website even say “government” on it? Have you done past government work? If so, you want to call that out on How would you say you What do you mean your website or in case studies, so if I’m Q: bridge that gap, if you’re Q:by speaking the right a government procurement offi cial or IT a subject matter specialist who language? offi cial and I’m doing my research and I doesn’t necessarily have a ton stumble into your content, I want to see of government background? a bunch of city seals and state logos. Every industry has its own nomen- If you don’t yet have that track record, A: clature. A lot of times, if you have a I’m also interested in non-public-sector It will vary, but I think you have company that normally sells to commercial examples, but they still have to be relevant. A: to look at similar situations. Have or private-sector entities, a lot of things are You have to be talking that language, you done a similar initiative, maybe not about profi t. so create a point of view. Demonstrate in government, but in size and scope in That’s not a concept in government. your subject matter expertise. a diff erent industry? If you’re in health That’s not the right term. You’re not going to I also say that now it’s changing. You and human services, have you done it in go into a K-12 school district and talk to them see … new entrants winning business health care? Can that experience in that about profi t. You’re going to talk to them in many spaces. It’s not like if you’re other industry be leveraged, and can you about educational outcomes and how you’re not here you’re never getting in. There identify the commonalities? For example, going to improve their graduation rate. are a lot of new companies that are if you can handle Kaiser Permanente or When you go to health and human services, coming into the gov tech space and Blue Shield or Blue Cross, you can prob- it’s not going to be about cutting costs to the civic tech space that don’t have ably handle the county hospital of XYZ. appease shareholders. It’s going to be about what you would consider a pedigree of Part of it is looking for those similarities how do we help people get onto these social established wins. But what they have and tying that up. But whenever you do services programs, work them through the is a really competitive off ering and that, you have to tell that story and it system and improve their lives, improve they’re speaking the right language. has to be told in the right language. their outcomes. How do we help you do That idea of subject matter expertise Ultimately I think that the companies that more effi ciently, perhaps, to contain can play itself out in a variety of ways. That that succeed work the hardest to develop costs because budgets aren’t limitless? subject matter expertise could be that you a strong relationship with the market and/ It’s just leveraging the right language. have tremendous deep expertise in the area or their client. And they do that by being of health and human services and you’re a a trusted adviser, and that’s by providing The Center for Digital Government leader in that space. It could be that you are a insight, by seeing around the corner and is part of e.Republic, Government phenomenal case management solution; you educating their prospect, that CIO, that IT Technology’s parent company.

www.govtech.com // January/February 2018 11

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Getting on the Same Page the time Maria struck, “government was To improve disaster response, government actively coordinating with groups like must learn to trust new tech tools. CrowdRescue HQ,” said Brassfi eld. In the days leading up to the next storm, government should build upon these advances, off ering volunteers access uring the wave of hurricanes that have three rescuers calling someone at to additional data and resources. tore through a number of coastal the same time,” Marchetti explained. Governments’ initial hesitance to work Dareas in September, crowdsourcing However, throughout the storms, with volunteers was understandable, was a lifesaving tool, allowing residents in volunteer groups worked to improve considering questions about the reliability need of rescue to input their locations so coordination with governments. Ted of crowdsourced data, but volunteers that fi rst responders could fi nd them and Brassfi eld, project lead for CrowdRescue went a long way toward earning trust giving relief workers better information to HQ (CRHQ) in Puerto Rico, said that during the recent storms. Chris Bellmyer, help them navigate the perilous landscape. during Harvey, CRHQ began reaching out an environmental specialist at Maryland Throughout those chaotic weeks, fi rst to the Federal Emergency Management Environmental Service who volunteered responders used these volunteer-created Agency (FEMA) to explore opportunities with CrowdRescue HQ in Puerto Rico, maps to identify stranded residents and for coordination. During Irma, the group explained that the organization put in place ensure that help could reach them safely. proposed models for collaboration, and a quality assurance and control process At the same time, governments used began actively developing processes in to lend authority to its data. “During data their own data on the status of fl ooding conjunction with FEMA during Maria. mining and input, volunteers reached out and locations of vulnerable residents to The result was better communication and re-confi rmed with original sources,” he direct interventions. While collaboration with FEMA’s responders, and therefore said. “We would try to reach out to people between volunteers and governments fewer redundant eff orts. Going forward, directly on social media to get clarifi cation improved throughout the storms, better government should seek to deepen this and more information about a particular coordinating interventions could make collaboration with volunteers, moving situation, and some of our volunteers the next response much more eff ective. toward a master map on which both groups would ask their families that were in Gaining the government’s trust to can input information on residents in Puerto Rico whether or not they were use crowdsourced tools was a challenge, need of rescue and those already safe. experiencing or heard something similar.” especially in the earlier storms. “The Pooling government and volunteer The leaders of these crowdsourcing government was a bit hesitant to rely resources can also increase the accuracy eff orts also see the success of these on volunteers,” explained Matthew of future response eff orts. Marchetti initiatives as a building block for more Marchetti, creator of the understood the value of this collaboration trust and collaboration down the road. “This was a very good proof of concept Stephen Goldsmith CrowdSource Rescue site. and reached out to government during the is a professor at Not having the government storms in Puerto Rico. While volunteers that’s changing conversations,” said Harvard Kennedy Bellmyer. “We showed that crowdsourced School and director and volunteers on the same had access to publicly available data from of the Innovations in page during Harvey was a the National Weather Service and Puerto data can be verifi ed and can be more Government Program accurate than what government receives and Data-Smart City disadvantage. The inability Rico’s Department of Transportation, Solutions. The former to share data on who government possessed other vital from their sources on the ground.” mayor of Indianapolis, his latest book is needed to be rescued led resources that were not readily available, Chris Bousquet, a research assistant/ The Responsive City: to redundant eff orts from like information on the location of elderly writer at the Ash Center for Democratic Engaging Communi- ties through Data- volunteer and government and low-income residents. Collaboration Governance and Innovation at the Harvard Smart Governance. responders. “You might did improve throughout the storms — by Kennedy School, co-authored this column.

12 January/February 2018 // www.govtech.com

GT01_12.indd 12 12/13/17 4:14 PM

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P73973 A8 I i d B Y 9 10 75 i dd 1 11/22/17 11 21 AM

Raising the Profile Three years in, more signs emerge that upstart tech companies see government as a legitimate market.

By Ben Miller

14 January/February 2018 // www.govtech.com

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merica knows about Gov tech, with its emphasis on speeding Then there are the ownership deals. Internet-connected juice up administrative functions and digging into In 2016, Vista Equity Partners bought machines that squeeze bags old data sets, might not hold the national Granicus and GovDelivery, two of the A with roughly the strength of fascination like the gadgets America just largest strictly software-as-a-service a pair of human hands, and salt shakers unboxed for Christmas. But it’s growing. vendors that work entirely with state that also play music, and smart door locks Now, what will that mean for and local government, and merged them that may not open if a software update government? together. In 2017, Berkshire Partners goes wrong. This is the world of big tech purchased Accela in what they credibly investment, where a company with a zany called the largest gov tech investment idea may fl are up and fi zzle out or it may hit BIG MOVES deal ever. Accela CEO Ed Daihl hinted the stock market at a billion-dollar value. If investors weren’t interested in gov that the investment was somewhere Is there room in that world for tech, one might expect the deal landscape between $500 million and $1 billion. technology that helps city hall update its to look sparse and inconsistent, limited to Finally, gov tech saw one of its own go application forms? well-established companies and with low public this year. Though the initial public It’s beginning to look like the answer price tags. off ering for ShotSpotter wasn’t quite is yes. In the past several years, the Not so. on the order of magnitude of consumer ecosystem of government-serving tech- Especially in the past year, the gov apps like Snapchat, the gunshot-tracking nology companies has seen an undeni- tech market has experienced increasing fi rm raised $35.4 million — about $4.6 able rise in fi nancing activity, and it’s been interest from some big names and some million more than it had anticipated. taking many forms: bigger deals, more high dollar-value deals to follow. Govern- In the fi rst fi ve months after the IPO , investors, more companies, new ideas. ment Technology tracked six separate the company’s stock price rose. There are many possible explana- investment rounds that reached at least $10 tions for why. State and local govern- million this year — in Remix, OpenGov, ments have become more willing to try Neighborly, Nextdoor, LiveStories NEW ENTRANTS implementing new systems using agile and Optibus. Most of them were Series But underneath the fl ashy, headline- methodologies that fi t better with the A rounds, implying that if those compa- making big deals lies a bubbling ecosystem modern tech world. They are striking up nies were to go on and raise more capital of smaller-scale activity and a host of new pilot projects and demonstration agree- in a year or two, they would attract even people getting involved in gov tech fi nancing. ments that let them try out new ideas more money. Another that leans toward There are a few people in this space before taking the kind of big-dollar risks government clients, the drone naviga- who have been established for some time: that government is not amenable to taking. tion company AirMap, brought in a Urban.Us has been around since 2013, The rise of cloud computing has created $26 million Series B in February 2017. the Govtech Fund launched in 2014 an environment where small companies But there’s been more activity further and the Urban Innovation Fund set are better able to build products that can down the corporate growth road for gov up shop in 2016, though it is tied to the work for public agencies big and small. tech companies too. Private equity fi rms, work of the older nonprofi t Tumml. Regardless of why, things are changing in which tend to lean toward larger invest- Recently more people have been joining the gov tech space. That’s why Government ments in more established companies and the market with capital pools dedicated Technology has, for three years now, put out can end up buying out earlier investors, either directly to gov tech or overlapping a list of 100 companies serving government have been making waves in gov tech. In heavily with it. Toward the end of 2016, a in unique, innovative, eff ective ways. When October 2016, Warburg Pincus made what former mayor of Philadelphia, former chief the fi rst GovTech 100 list came out in 2016, was probably a minority-stake investment data offi cer of Chicago and New Jersey e.Republic Chief Innovation Offi cer Dustin in NEOGOV, and in June 2017 Serent attorney general — among others — started Haisler — heavily involved in the list’s Capital made a similar investment in a unique investment fi rm called Ekistic creation — saw that many of the investors Pondera (see Growing Up Gov Tech, p. 26). Ventures. And Responder Ventures, dedi- involved in the companies seemed like they cated to funding public safety technology, is were “experimenting around the edges.” looking to set up its fi rst offi cial fund after a They would invest in one gov tech company 2018 GovTech100 couple years of working with private money to see how it would go. from the family of one of the founders. Things look quite a bit diff erent companies A very conservative estimate — the bare these days. have raised minimum — would be that all these fi rms “It’s no longer a test bed,” Haisler control some $70 million between them said. “It’s really starting to blossom into $2,088,651,000 (which includes nearly $21 million raised something that investors are more by the Govtech Fund last November). They comfortable with.” in funding almost certainly manage much more than that.

www.govtech.com // January/February 2018 15

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That’s not counting investors who are WA

well-established but are only now begin- MT ND ning to look like more serious gov tech backers. Among these are Salesforce OR MN Ventures, which is that company’s very ID SD active investing arm, and the private WI MI equity ﬁ rm Banneker Partners. WY

Responder Ventures, one of the newer IA entrants to the space, said not all niches NE IL OH NV of the public-sector technology market Wa UT are moving at the same pace. Public safety CO IN W investing, the area Responder focuses on, CA KS MO seems like an awfully lonely place. Bryce KY Stirton, partner and managing director at the TN ﬁ rm, said that when the team worked with AZ OK Motorola Solutions to try to get an idea of AR SC NM MS what percentage of public safety company AL GA investment off erings get funded, the number

was so low that the data didn’t seem reliable. LA “We have yet to fi nd another investor TX actively willing to go in at the state and local level and work on selling to smaller agencies, which is really what it takes in Haisler said the government’s lag time public safety investing,” Stirton said. in following commercial-sector tech- Some of the most prominent startup nology trends is an opportunity driver accelerators in the space — those that work here. That is, the app-store mentality with very early stage companies and focus that exists for smartphones and has transform data into a usable format, and on business strategy as well as infusing a powered a new industry fi lled with niche can also parse through photos of infra- small amount of capital — have also started developers is just starting to fl ourish in structure to fi nd signs of damage. Waycare, welcoming more gov tech entrepreneurs. government. As a result, software seems which is in the process of setting up pilot These include the Y Combinator, 500 to be getting more sophisticated. projects across the U.S., is using machine Startups and Techstars. In the past year, “We’re starting to move into more learning to predict when and where traffi c Urban.Us has started working with the New mission-critical applications that do congestion and accidents will happen. York accelerator URBAN-X, which has much more complex work and work with CivicScape (see Growing Up Gov Tech, backing from the automaker MINI, to off er much more sensitive data,” Haisler said. p. 26), like many other predictive policing more opportunities for startups focused on Perhaps the best showcase of that companies, uses the technology to come urban problems and local government. increasing entrepreneurship is in the up with risk scores. Unlike other compa- Maury Blackman, who was at the helm number of unique, innovative ideas that nies, CivicScape is emphasizing trans- of Accela for more than 15 years as it grew newer companies are bringing to market. parency by publishing its code online. into maturity, is on the bleeding edge of Artifi cial intelligence and machine Other companies are fi nding ways people jumping into gov tech investing. learning algorithms are powering a lot of to serve government by solving funding After leaving the company in October 2016, it. For example, SADA Systems launched problems in specifi c areas. Callyo has Blackman has revealed to Government Tech- an asset management platform in 2017 that off ered law enforcement a way to stream nology that he’s turned to the fi nance side of uses machine learning to automatically video through their existing cellphones, the business, signing on as a limited partner giving smaller police departments a with the Urban Innovation Fund and way to access the technology without independently co-investing on several fund- expensive body camera contracts. Inte- raising rounds for companies in the space. Average number grated Roadways, currently setting up of funding real-world tests in the Midwest, thinks it has a way for public roads to pay for COOL IDEAS rounds for a themselves by stuffi ng them full of data- It’s not just that investors are paying collecting, broadband-carrying hardware. more attention to gov tech, either — there’s 2018 GovTech 100 ClearGov and ProudCity are two a lot of entrepreneurship coming in too. company: 2 companies that aren’t exactly brand new

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Labs, a subsidiary of Alphabet, is then the company goes belly up,” Bertolini working on plans to build a smart city said. “There’s nothing worse than that.” from the ground up in the Toronto area. After all, a company’s failure might leave VT NH There are also a lot of foreign companies its government clients in the lurch when establishing a presence in the U.S.; Bang it comes to supporting users and main- MA NY RI the Table, Citymart, UrbanLogiq and taining the software. Government enti- CT OpenDataSoft have all set up shop here ties — especially the small and mid-sized PA recently after getting their starts in other ones that the G2G Marketplace primarily H NJ countries. Israel has become a burgeoning supports — typically look for software MD Washington DC DE tech scene, and transportation-focused they can use for a long time. That might WV companies in particular have been coming have something to do with the traditional VA to the U.S. from that country. Among way of procuring technology, but Berto- them are Optibus, Waycare and Waze. lini thinks it’s often done out of necessity. NC “After the recession and everything we’ve gone through, we don’t have SC WHAT DOES IT ALL MEAN? endless pots of money,” he said. “So A growing infusion of investment money when we buy something, we kind of GA 2018 GT100 in the gov tech ecosystem might mean marry it. We make it part of the family.” many things. But above all of it hangs one Investment money might also make on the Map driving fact: Most investors want to see a company faster at picking up new FL a return on their investment. And in the customers. For the small, nimble compa- Here’s where the companies on world of angels, venture capitalists and nies bringing innovative ideas to the table, this year’s list are headquartered. private equity fi rms, that means an exit. that means more government customers In other words, if a company has taken trying out new ways of serving the public. private investment money, that usually Joe Iannello, CIO of Austin, Texas’, transit means it is working toward someday agency Capital Metro, has seen that fi rst- but have nonetheless brought innovative being merged, acquired or going public. hand. For years now, Iannello has been services to the table using data. The So what does that mean for the govern- working with startups to try out their former has launched data dashboards ments those companies serve, and the technology via demonstration agreements. that allow users to easily compare the citizens those governments serve? Those agreements, only a few pages long same information across large numbers Some people see it as a very good sign and typically turned around in a couple of of jurisdictions with an emphasis on for government. Phil Bertolini, chief days or weeks, benefi t both Capital Metro per capita numbers and fi nancials. The information offi cer of Oakland County, and the company involved. The agency gets latter has been canvassing the Web to Mich., and founder of the G2G Market- to try something new before committing better understand how governments place that acts as a sort of beefed-up tech to it, while the startup gets on-the-ground use their own websites, and is planning purchasing cooperative, said that solid experience and maybe even some street on putting it all together and off ering fi nancial backing is a sign of stability. cred it can take to potential customers. API access to people who want to study “The big fear of government is you buy Through those agreements, Capital local governments’ Web presence. a solution, you implement a solution and Metro tried out mobile ticketing and AirMap is quickly establishing itself in the drone space, building software for airports as well as state and local govern- Who’s Investing? ment agencies to learn about drone Here are some of the investment groups working in the gov tech space. fl ights and communicate with operators. For our interactive funding network map, go to govtech.com/100. Binti (see Growing Up Gov Tech, p. 26) has built software to dramatically speed Andreessen Horowitz Responder Ventures up the process of approving foster-care Berkshire Partners Sequoia Capital (Remix) families. CityInsight is bringing the municipal water bill to Amazon’s Alexa. Ekistic Ventures Serent Capital The list goes on. Urban Innovation Fund Moreover, the U.S. gov tech ecosystem GovTech Fund is becoming more global. After its private Motorola Solutions Urban.Us equity acquisition, Accela announced plans to open offi ces in Europe.Sidewalk Pamlico Capital Vista Equity Partners

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eventually adopted it. More recently it has of tech investment, he said, many people Sotsky, director of strategy and assess- launched a ride-share-style on-demand want to see hockey-stick growth at a new ment for the nonprofi t Knight Founda- service using vans called Pickup, and company within its fi rst few years. tion, published a report in 2017 examining is trying out smart kiosks as well. “The risk I see with gov tech companies the phenomenon of generally slow growth “If you go back in time, while they were taking venture capital dollars is a natural one, among civic tech companies. When they startup companies, the startup compa- which is a bias toward sales, a bias toward took money, often from impact investors nies to a large extent were playing off of revenue,” Nemani said. “Because there’s a like the Knight Foundation, those startups the larger companies, maybe providing deep skepticism in the venture capital world didn’t always put an emphasis on sales or services in support of the bigger players,” in selling to government, I think startups defi ning a customer type for their products. Iannello said. “But for quite some time make bold commitments to revenue, which “Your civic duties and voting are now, there [have been] startup companies they use the venture capital to invest in.” supposed to be, essentially, safeguarded that have their own solutions and they are Another pitfall that might tempt from profi t motive,” Sotsky said. “So focused on a particular solution, and many founders, he said, is going after huge clients. when citizens or users of these sites of them obviously have had great, great Though those contracts might bring in a lot are … espousing a social good and are success … even though larger companies of money, they will take up a lot of a compa- supposed to be a platform for achieving may have ventured into the territory.” ny’s time without necessarily teaching it that, when there’s a sense that they’re There’s some evidence that increased how to work with smaller governments. commoditizing it, there can be a sense private investment has followed a spike of danger in branding with users.” in gov tech entrepreneurship. For this Some people also worry that invest- article, Urban Us used a machine learning ment in innovative new companies will algorithm to come up with a U.S.-centric 2018 GovTech actually backfi re in the long run. That list of 374 companies with a govern- 100 Companies is, if investment money puts a company ment connection, and then analyzed their on a path toward acquisition, then will market activity. Overall, both company that are publicly all the new ideas eventually get sucked foundings and funding rounds have traded: 7 into the gears of corporate giants who increased noticeably since about 2012. sold governments the very solutions But entrepreneurship came fi rst — they’re now trying to improve upon? the two years with the most company The topic is very much open for debate. foundings were 2012 and 2013, while the He thinks a smarter path is to grow a “This is one of the deep questions that years with the most completed funding base of smaller local government customers. we have to fi gure out, is what does an exit rounds were 2013, 2015 and 2016. That strategy might not be so impres- strategy look like for gov tech companies?” It’s worth noting that the observa- sive to an investor working with a fi ve- Nemani asked. tion is correlational, and correlation year horizon, he said, but it forms a solid Blackman thinks the presence of does not necessarily mean causation. foundation for growth and expertise. more investment will work in favor For Blackman, increased investment is a “I would much more recommend a of government in the long term. good sign. It means a better chance for new company in their fi rst year go after 20 to 30 “When you bring in capital, you’re companies with new ways of doing things to small contracts instead of two big ones,” able to deploy resources that create user really achieve infl uence in the public sector. he said. experiences that both citizens and govern- “What I’m excited about now is that After all, if a tech solution is “part of ment agencies get excited about,” he said. I see a lot of entrepreneurs building very the family” like Bertolini said, then a well- And there is most defi nitely room left disruptive applications that will keep served government customer is a loyal one. for disruption. Sensors, drones, artifi cial these bigger players on their toes, and Blackman thinks that that founda- intelligence, blockchain technology — all there’s the capital out there right now to tion actually makes gov tech attractive to are emerging opportunities that govern- really get things off the ground,” he said. an investor, provided a company already ment is trying to fi gure out how to use. It might not be so cut-and-dry. Abhi has clients when it comes to the table. “Now that investors are believing Nemani, who has served in data and innova- “People are still cautious about investing that gov tech is a viable investment tion roles for Los Angeles and Sacramento, in startups that are government-focused, opportunity for them, we’re only at the Calif., and who works to help startup but once they get some critical mass under- fi rst few innings of an exciting nine- founders better understand govern- neath them, investors love that because inning game,” Blackman said. ment, sees the possibility that investment they understand that the [customer base] in new companies might create incen- underneath that is sticky,” he said. tives that don’t really help government. It’s not going to be the same story for Follow our continuing coverage of the In the fast-paced, high-expectation world every kind of company, either. Jonathan gov tech market at govtech.com/biz.

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Companies listed in orange are making their ﬁ rst appearance on the GovTech100.

Accela Balancing Act Cartegraph Accela software helps government agencies Balancing Act is a suite of tools to help Cartegraph offers mobile-enabled asset and automate transactions and service delivery government engage citizens on budget operations management software to cities and in land management, asset management, priorities and ﬁ nancial issues. Product of counties. licensing, and public health and safety. Engaged Public. Est. 1994 / cartegraph.com Est. 1999 / accela.com Est. 1998 / abalancingact.com

CityBase Aclara Technologies Bang the Table CityBase is a cloud platform that integrates data Aclara supplies automated meter and Bang the Table offers an online from multiple sources to develop citizen-facing smart grid infrastructure to water, gas citizen engagement platform for local portals and apps and optimize government and electric utilities. government. operations. Est. 1972 / aclara.com Est. 2007 / bangthetable.com Est. 2015 / thecitybase.com

AmigoCloud Binti CityInsight AmigoCloud provides mobile GIS solutions Binti’s software streamlines the approval CityInsight creates apps to streamline to government. process for prospective foster parents. municipal government operations and Est. 2011 / amigocloud.com Est. 2014 / binti.com government-citizen interactions. Est. 2014 / cityinsight.com

APPCityLife Inc. BlueLine Grid Fast Fact: CityInsight was founded by a APPCityLife provides an end-to-end platform BlueLine Grid helps fi rst responders fi nd each 21-year-old college student. for developing city- and agency-specifi c other and collaborate in the fi eld. mobile apps. Est. 2013 / bluelinegrid.com Est. 2009 / appcitylife.com Citymart Citymart helps cities solve problems by Boundless connecting them with new ideas through ArchiveSocial Boundless is a provider of open source product open challenges that engage entrepreneurs ArchiveSocial provides cloud-based social support, training and core development to meet and citizens. media archiving for records management, geospatial requirements. Est. 2011 / citymart.com regulatory compliance and e-discovery. Est. 2012 / boundlessgeo.com (Disclosure: The parent company of Government Technology is an investor CitySourced in ArchiveSocial through e.Republic Buildingeye CitySourced helps cities and utilities manage Ventures.) Buildingeye maps planning application their assets, ensure regulatory compliance, Est. 2011 / archivesocial.com data in cities, allowing planners, businesses improve safety and respond to customer and the public to see what is planned in requests. their area. Est. 2006 / citysourced.com Axon Est. 2012 / buildingeye.com Axon provides electronic control devices to law enforcement and corrections agencies. Cityzen Est. 1993 / axon.com Callyo Cityzen works with government on targeted Callyo’s app for law enforcement lets audience outreach. Fast Fact: Axon serves more than offi cers capture and stream video Est. 2014 / publicinput.com 17,000 law enforcement agencies via cellphone, offering an alternative across the globe. to body-cam recordings. Est. 2009 / callyo.com 2018 GovTech100 companies have 332 investors

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Average age of companies on Cityzenith ClearGov the 2018 GovTech 100: 13 Cityzenith allows cities to see, manage and ClearGov aggregates city fi nancial data to use the disparate data they hold through its help citizens and local offi cials understand proprietary platform. and visualize how tax dollars are being spent Elucd Est. 2009 / cityzenith.com compared to other jurisdictions. Elucd builds technology that helps police track Est. 2015 / cleargov.com and respond to precinct-level community trust in law enforcement. CivicActions Est. 2016 / elucd.com CivicActions uses open source tools and agile coUrbanize methodologies to help government develop coUrbanize provides an online marketplace for digital platforms and large-scale software undervalued and abandoned urban real estate. Envisio Solutions deployments. Est. 2013 / courbanize.com Envisio offers tools to help governments be Est. 2004 / civicactions.com more transparent and accountable by simply aligning activities with strategic plan goals. Court Innovations Est. 2012 / envisio.com CivicPlus Court Innovations’ Matterhorn platform CivicPlus builds custom websites for city and enables self-service for resolving disputes county governments. and minor criminal cases entirely online. Esri Est. 1994 / civicplus.com Est. 2013 / courtinnovations.com Esri provides a geospatial platform and related tools for public agencies. Est. 1969 / esri.com CivicScape CRIMEWATCH CivicScape offers a predictive policing CRIMEWATCH is data-sharing software that platform that aims to eliminate bias through law enforcement agencies use to access GCR transparency. cross-jurisdictional information as well as GCR is a software and consulting fi rm whose Est. 2017 / civicscape.com simplify citizen communication efforts. major government clients include secretaries of Est. 2012 / crimewatchtech.com state and airports. Est. 1979 / gcrincorporated.com CivicSmart CivicSmart provides smart city parking CSDC Systems systems around the world. CSDC Systems helps government Govlist Est. 2015 / CivicSmart.com automate citizen-facing services like Govlist helps local governments make better building permits, licenses and Freedom procurement decisions using automation, Fast Fact: CivicSmart acquired a parking of Information Act (FOIA) requests. analytics, management and collaboration tools. tech company founded in 1936, giving it Est. 1989 / csdcsystems.com Est. 2016 / govlist.us more than 80 years total experience.

EasyVote Solutions GovPilot CIVIQ Smartscapes EasyVote Solutions delivers a software- GovPilot is a Web-based management platform CIVIQ Smartscapes designs and manufactures as-a-service platform to city, county and developed exclusively for local government. Wi-Fi-enabled smart city kiosks. state election offi ces to help manage the Est. 2014 / govpilot.com Est. 2015 / civiqsmartscapes.com election process. Est. 2013 / easyvotesolutions.com GovSense Clear Ballot Group Fast Fact: EasyVote works with more GovSense is cloud-based permitting, licensing Clear Ballot provides a suite of transparent than 170 election offi ces across and fi nancial software for state and local voting system solutions. 12 states. government. A Est. 2009 / clearballot.com Est. 2014 / govsense.com

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For more information on the 2018 GovTech100, as well as our interactive funding network map, visit govtech.com/100.

Granicus LotaData Neighborland Granicus provides cloud-based technology LotaData uses an AI platform to locate mobile Neighborland’s platform enables residents to solutions for creating, managing and distributing users, enhance customer proﬁ les and study collaborate with local organizations and take live and on-demand streaming media content. geo-behaviors to help improve citizen service action on issues in their area. Est. 1999 / granicus.com offerings. Est. 2011 / neighborland.com Est. 2015 / lotadata.com

GRIDSMART Technologies Neighborly GRIDSMART is a camera-based system that Mark43 Neighborly curates opportunities for direct collects key traffi c and safety data that helps Mark43 software allows police to collect, manage, individual investments in public projects change traffi c lights in response to different analyze and share information. and civic infrastructures. traffi c demands. Est. 2012 / mark43.com Est. 2012 / neighborly.com Est. 2006 / gridsmart.com

Maximus NEOGOV HAAS Alert Maximus software and services help governments NEOGOV provides on-demand human resources HAAS uses mobile data to alert drivers (and administer health, child, family and community software to automate the hiring, onboarding cyclists) of approaching emergency vehicles development programs. and performance evaluation process. through vehicle-to-vehicle notifi cations. Est. 1975 / maximus.com Est. 1999 / neogov.com Est. 2015 / haasalert.com Fast Fact: NEOGOV has more than 1,500 MeWe public-sector customers. IPS Group MeWe provides workfl ow software for IPS Group globally delivers smart city tech government inspectors. within an Internet of Things framework. Est. 2014 / mewe.org Nextdoor Est. 1995 / ipsgroupinc.com Nextdoor is a neighborhood-specifi c social network. Est. 2010 / nextdoor.com Motorola Solutions Itron Motorola Solutions provides equipment for data Itron offers technology and services focused communications and telecommunications. NextRequest on measuring and controlling energy and Est. 1928 / motorolasolutions.com NextRequest provides user-friendly FOIA water use. and public records processing software Est. 1977 / itron.com for governments. Munetrix Est. 2015 / nextrequest.com Munetrix provides tools for visualizing and LiveStories using fi nancial information from municipal LiveStories provides an integrated civic governments. NIC data hub to discover, analyze and publish Est. 2010 / munetrix.com NIC develops and operates offi cial government civic data. websites, mobile apps and secure payment Est. 2013 / livestories.com processing for public-sector clients. Municode Est. 1991 / egov.com Fast Fact: LiveStories offers clients Municode provides legal, editorial and publishing access to 2,000-plus data indicators. services for managing city codes. Est. 1951 / municode.com One Concern One Concern uses AI to complete risk assessments and damage and loss estimations. Average annual website page views of a 2018 GovTech 100 company: 811,000 Est. 2015 / oneconcern.com

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OpenCounter PermitZone Remix OpenCounter helps new businesses obtain permits PermitZone informs contractors if they need a Remix allows city transit planners to see the cost, from city hall. permit and provides the ability to pull permits demographic and ﬁ scal impact of proposed route Est. 2012 / opencounter.com online from anywhere. changes. Est. 2016 / permitzone.com Est. 2014 / remix.com

OpenDataSoft OpenDataSoft is an open data hub for citizens Pluto AI RoadBotics and city departments, allowing self-service data Pluto AI is a predictive analytics platform for RoadBotics uses AI to monitor the status of preparation. water utilities. road conditions before emergency crews are Est. 2011 / opendatasoft.com Est. 2016 / plutoai.com needed for repairs. Est. 2016 / roadbotics.com Fast Fact: Pluto AI raised $2.1 million in its OpenGov seed round. OpenGov software allows interested parties to Safe Fleet Holdings access, explore and share fi nance and budget Safe Fleet Holdings provides safety products information held by government. Pondera Solutions for fl eet vehicles. Est. 2012 / opengov.com Pondera helps public agencies use analytics to Est. 2013 / safefl eet.net identify and remediate fraud, waste and abuse in large government programs. Paladin Data Systems Est. 2011 / ponderasolutions.com SceneDoc Paladin Data Systems delivers hosted solutions SceneDoc is a mobile software solution for that help agencies streamline community public safety data collection and retrieval. development, project management and employee PredPol Est. 2011 / scenedoc.com development. PredPol identifi es the highest-risk times and places Est. 1994 / smartgovcommunity.com for criminal activity in near real time. Est. 2012 / predpol.com Seabourne Seabourne provides data integration, consolidation Passport and visualization tools for the public sector. Passport specializes in enterprise business ProudCity Est. 2013 / seabourneinc.com applications and payments for parking and ProudCity’s software provides cities with websites transportation. and online government services. Est. 2010 / passportinc.com Est. 2016 / proudcity.com SeamlessDocs SeamlessDocs converts PDFs and paper forms into fi llable, e-signable, secure online PayIt Questica digital forms. PayIt simplifi es doing business with state, Questica’s software provides fully featured Web- Est. 2011 / seamlessdocs.com local and federal government through based budgeting prep and performance data its mobile transaction and payment visualizations. platform. Est. 1998 / questica.com Securus Technologies Est. 2013 / mobilgov.com Securus Technologies connects incarcerated people to friends and family through calling RapidSOS and video visitation. Periscope Holdings RapidSOS uses technology to rethink emergency Est. 1986 / securustech.net Periscope provides procurement services to communications and is working on a platform to government. predict emergencies before they occur. Fast Fact: Securus’ services cover more than Est. 2001 / periscopeholdings.com Est. 2013 / rapidsos.com 1.2 million inmates across the country.

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For more information on the 2018 GovTech100, as well as our interactive funding network map, visit govtech.com/100.

SeeClickFix SeeClickFix allows residents to report non- Average number of investors in a 2018 GovTech 100 company: 3 emergency neighborhood issues through its Web tool, which are then communicated to local governments. SST ViewPoint Est. 2008 / seeclickfi x.com SST develops gunshot detection and location ViewPoint provides online permitting, licensing, technology to help reduce gun violence in cities. inspections and code enforcement for local Est. 1996 / shotspotter.com governments. Sidewalk Labs Est. 1995 / viewpointcloud.com Sidewalk Labs works with cities to build products that address urban problems. StreetLight Data Est. 2015 / sidewalkinc.com StreetLight Data delivers geospatial business Vision Internet intelligence to support critical decisions and Vision Internet builds custom websites for city and improve return on investment. county governments. Smarking Est. 2010 / streetlightdata.com Est. 1995 / visioninternet.com Smarking lets clients own or manage a holistic view of their parking assets and data through a variety of technology systems. TriTech Software Systems Vizalytics Technology Est. 2014 / smarking.net TriTech provides computer-assisted dispatch, Vizalytics creates insights from open data to records management and EMS billing. provide customized intelligence for municipalities Est. 1992 / tritech.com and government agencies. SmartProcure Est. 2012 / vizalytics.com SmartProcure aggregates the purchase histories of public agencies. Tyler Technologies Est. 2011 / smartprocure.us Tyler is a provider of end-to-end information Waycare management solutions and services for local Waycare helps cities manage their roads by governments. harnessing municipal traffi c data. Socrata Est. 1966 / tylertech.com Est. 2016 / waycaretech.com Socrata provides data discovery services for government. Fast Fact: Waycare’s fi rst U.S. pilot began in Est. 2007 / socrata.com Utilidata Las Vegas in September 2017. Utilidata works with utilities to save energy, increase reliability and better detect grid SPIDR Tech anomalies. WebQA SPIDR Tech offers a community engagement Est. 1983 / utilidata.com WebQA’s software replaces paper-based platform that helps police departments serve rulemaking processes in legislatures and their communities. government regulatory agencies. Est. 2015 / spidrtech.com Valor Water Analytics Est. 2000 / webqa.com Valor Water Analytics develops customized Fast Fact: SPIDR projects $320K in savings fi nancial data and dashboard tools for water per 100-offi cer department. utilities and businesses. Xcential Legislative Est. 2013 / valorwater.com Technologies Xcential provides SaaS-based solutions SpotCrime to enable legislatures and regulatory SpotCrime makes public crime data available VaultRMS bodies to more effi ciently create/publish through a public-facing crime map and alerting VaultRMS is a cloud-based technology platform for legislation and regulations. service. public safety agencies. Est. 2002 / xcential.com Est. 2007 / spotcrime.com Est. 2013 / vaultexposuretracker.com

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he total forecasted spend in state and local government for 2018 have visibility into time and resources at the project and service is $3.25 trillion.1 Since this massive sum largely comprises taxpayer management level. Once a self-service application is deployed, it Tdollars, state and local governments need to be prudent about must deliver a seamless, end-to-end user experience, and connect delivering services and managing projects on time, on budget and to data and workfl ows from multiple departments to meet customer citizen expectations. needs at every step of service delivery. But with information and tools distributed across multiple platforms, RETIREMENTS AND KNOWLEDGE TRANSFER. Forty-fi ve percent organizations often lack the unifi ed view needed to perform work of state and local government jurisdictions responding to a recent effi ciently, make well-informed decisions, and meet service and project survey noted an increase in retirements in 2016.3 As older workers goals. The challenge is magnifi ed when multiple services and projects are retire, governments must gain insight into the workforce skills and underway concurrently. All of this can result in budget and time overruns. experience they need to eff ectively provide services and manage To overcome this, organizations are looking at how service requests projects. Retiring employees will need to transfer knowledge about are made and routed to improve response times and outcomes. There projects and services quickly, effi ciently and cost-eff ectively — ideally is also an increased focus on project planning and management for via self-service tools. The organizations that most eff ectively identify, better delivery and resource utilization. An integrated work management capture, share and apply essential knowledge improve project platform combines service management and project portfolio outcomes by nearly 35 percent.4 management into a centralized hub to help governments gain visibility; TIGHT BUDGETS. Agencies are under pressure to stretch tight automate workfl ows; enhance effi ciency; and ultimately provide better budgets and spend tax dollars responsibly. Given that personnel costs experiences to the public, businesses and employees. account for more than 40 percent of annual spending for state and local governments,5 organizations need to maximize employee time A DIFFICULT BALANCING ACT by streamlining workfl ows, reducing manual processes and ensuring Besides budgeting, scheduling, allocating resources, prioritizing each worker is in the right role. Organizations also need to ensure tasks and managing other risks, the following broader challenges aff ect they successfully complete new projects and services. In one study, government organizations as they manage services and projects. 52 percent of large government IT projects went over budget, were HIGH EXPECTATIONS FOR CONSUMER-ORIENTED behind schedule or didn’t meet expectations; 41.4 percent were SERVICES. Citizens, businesses and employees want government abandoned or had to be restarted.6 services to be as responsive, innovative and convenient as private DIGITAL EQUITY. As state and local governments progress in their sector services. To do this, government agencies must rapidly digital transformations, they must ensure all constituents — regardless of develop and deploy self-service web and mobile applications. their physical capabilities, economic status and geographic location — Gartner predicts demand for mobile app development services will can access information and services. Public kiosks, mobile-friendly apps increase at least fi ve times faster than IT organizations’ capacity and other solutions that consolidate information and back-end workfl ows to deliver them by the end of 2017,2 meaning organizations must can help accomplish this.

GT17 BRIEF Team Dynamix.indd 2 12/11/17 8:35 AM

INEFFICIENT, SILOED PROCESSES. Many organizations use paper- use it. Crowdsource knowledge (judiciously) from multiple departments to based templates and processes, as well as email, faxes, spreadsheets make the knowledge base as comprehensive as possible. and offi ce management suites to manage projects and services. These CONSOLIDATE PROJECT AND SERVICE MANAGEMENT. This manual approaches are time consuming; lead to redundancies and allows organizations to obtain a unifi ed, accurate view of what tasks outdated information; and inhibit transparency, reporting and collaboration. need to be done and what projects are assigned to who. It also helps When governments use automated project management and service optimize resources, allocate workers’ time appropriately and improve management tools, the systems are often siloed and redundant, making it project performance. diffi cult to get a comprehensive view. CHOOSE THE RIGHT TOOL FOR THE JOB. Users can become frustrated when they are asked to follow methodologies that are unwieldy WORKING TOGETHER: SMARTER, FASTER, BETTER or unnecessary for a given task or project. To encourage broad adoption of Integrated work management solutions help address these a project management methodology, consider the scale and complexity of challenges, and enable state and local governments to complete each project, and then choose the model that best serves the project. projects in ways that better serve citizens, employees and MAKE PROJECT MANAGEMENT A DISCIPLINE. Create a project businesses. By consolidating service management and project management offi ce (PMO), appoint a certifi ed project management portfolio management onto one platform with a single knowledge professional to lead it, and establish policies and procedures to help base, integrated work management solutions provide a complete standardize and enforce best practices. In a survey of U.S. government o picture. They allow organizations to automate workfl ows; increase IT leaders, respondents reported that their PMO had contributed to a a effi ciency; create sophisticated self-service portals; and track, 23 percent drop in the number of failed projects, a 35 percent increase analyze, prioritize and route small tasks and larger workfl ows. in the number of projects that were delivered under budget and a 20 percent improvement in productivity.7

In one study, 52 percent of large INTEGRATED WORK MANAGEMENT government IT projects went over PAVES THE WAY FOR MODERNIZATION budget, were behind schedule or didn’t Project, program and service management are core functions in every government organization. Integrated work management platforms quickly meet expectations; 41.4 percent were connect citizens, employees and businesses with content and workfl ows so abandoned or had to be restarted. they can answer questions on their own and make well-informed decisions. In doing so, these solutions help ensure tasks, projects, events and services Externally, citizens can use self-service portals to complete a variety are initiated, supported, completed and reported effi ciently and cost- of tasks. For example, they can look up recycling information, report a eff ectively. As state and local governments work to modernize and transform needed infrastructure repair, request a permit, reserve a camp site or their organizations, they can adopt an integrated work management check the status of a building project. platform to help address some of their most pressing challenges. Internally, agencies experience the same advantages. Take onboarding a new employee as an example, which typically involves IT, This piece was developed and written by the Center for Digital Government human resources, security and facilities. A single onboarding request Content Studio, with information and input from TeamDynamix. to an internal portal can assign the appropriate task to the various departments, such as requesting equipment from IT, clearance from security, badge processing from facilities and benefi ts onboarding from Produced by: human resources. IT teams also benefi t and can manage the rollout of new software and servers, automatically route tickets and enable employees The Center for Digital Government, a division of e.Republic, is a national research to submit requests via self-service tools. The possibilities are endless and advisory institute on information technology policies and best practices in and will become even more sophisticated as states and municipalities state and local government. Through its diverse and dynamic programs and develop smart city projects, integrate with the Internet of Things (IoT) and services, the Center provides public and private sector leaders with decision support, knowledge and opportunities to help them eff ectively incorporate new implement innovative mobile services. technologies in the 21st century. www.centerdigitalgov.com.

GETTING STARTED: BEST PRACTICES The following best practices will help organizations manage work For: across the organization more effi ciently, cost-eff ectively and successfully. ESTABLISH A COMPREHENSIVE, USER-FRIENDLY KNOWLEDGE TeamDynamix cloud-based work management software gives organizations the BASE. A well-built knowledge base promotes self-service and allows ability to align, work together, and simplify their work management processes across their organization. Higher Education, K-12 districts, state and local governments, and people to easily access the information they need. Think about how you nonprofi ts use the TeamDynamix project portfolio and service management platform will present, index and categorize information so users can easily fi nd and to work together faster, better, smarter to fulfi ll service requests.

Endnotes: 1. Based on data from the Center for Digital Government and NASBO’s Fiscal Year 2018 Proposed and Enacted Budget 2. www.gartner.com/newsroom/id/3076817 3. http://slge.org/wp-content/uploads/2017/06/State-and-Local-Government-Workforce-2017-Trends.pdf 4. www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/capture-value-knowledge-transfer.pdf?sc_lang_temp=en 5. www.cbpp.org/research/some-basic-facts-on-state-and-local-government-workers 6. www.computerworld.com/article/2486426/healthcare-it/healthcare-gov-website--didn-t-have-a-chance-in-hell-.html 7. www.pmsolutions.com/articles/Government_PMO_Struggle_to_Prove_Value_JCB.pdf © 2017 e.Republic. All rights reserved.

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Three pioneers on getting started, gaining ground and going forward. By David Raths SHUTTERSTOCK.COM

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Pondera From 2006 to 2010, Jon Coss ran a Folsom, In 2011, he launched Pondera Solutions, Calif.-based consulting fi rm that helped sys- a Gold Hill, Calif.-based company that tem integrators with large state government develops fraud detection, investigation and IT projects. During that time he saw gaps in enforcement solutions for large government those implementations that gave him ideas programs such as unemployment insurance, for his next business. “I worked on a massive Medicaid and nutritional assistance. Its California Medicaid contract,” he recalled, “fraud detection as a service” is a subscrip- something a traditional tech company might “and I was shocked by the large number of tion-based, cloud solution that uses third- come up with.” requirements and yet how few were related party data matching and prediction models Pondera spent 2011 and 2012 building to fraud, waste and abuse.” to red-fl ag potential abuses for investigative the solution and developing new predictive After Coss sold the consulting fi rm, he follow-up. algorithms. It beta-tested the platform began looking around for new opportunities. Product development took some time with the Florida Agency for Health Care A friend who worked at Google invited him and involved several iterations, admits Coss, Administration. Its fi rst unemployment to look at some of its analytical off erings a former Oracle Corp. executive. He wanted insurance customer was the Iowa running in the cloud. “Two things came a product that would scale and be portable Workforce Development Agency in 2013. together for me,” he said. “One was that across states, and he wanted to hide all After that, customer growth took off . you now have these cloud-based analytic the complexity of the analytics and data Pondera is now operating in 30 programs technologies you can rent, and the other is sets and just deliver leads about potential in Florida, Georgia, North Carolina, that that there was an opportunity to apply fraud to clients. He hired a combination of Pennsylvania, New York, Iowa, Nevada and this new technology to this old problem predictive scientists, subject matter experts California. Pondera recently won its fi rst of fraud, waste and abuse that had been and technology specialists. “They don’t local government contract with the city of underserved in terms of attention in the all speak the same language,” he says, “but Los Angeles, which will use the platform for past. While driving home from Menlo they all have interesting things to bring to audit tax selection to go after businesses that Park to Sacramento, I decided to start the the table. Once they came up with good may be under-reporting income. company, and I incorporated a week later.” ideas, I thought they were original and not In its sales approach, Pondera reaches out to the executives fi ghting fraud, such as The way fraud detection works, as we add data, the program integrity units. “Department directors and deputy directors are being it informs our prediction and detection models and told by their governors that they need to do makes us more eff ective. Then we hope more something about Medicaid fraud, or they states will want to work with us. need to become more business-friendly by lowering unemployment insurance rates,” Coss explained. “Those are the folks we

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approach because our off ering matches predictive analytics platform. “We were and launched CivicScape as a startup. “We what they are trying to do.” able to introduce artifi cial intelligence and spent six months building a smart user To fuel its growth, in June 2017 Pondera neural networks into the model,” he says. interface,” he said. “We focused on making received an investment from San Francisco- “We found we could produce models that it mathematically as smart as possible but based Serent Capital, reportedly in the tens were exceptionally accurate and worked also useable for anyone. We have a SaaS- of millions of dollars. According to Coss, hour by hour for small spatial areas such as based product to help people be in the Pondera is currently contracting with states three square city blocks.” right place at the right time whatever that allow it to analyze about 34 percent To make the system sustainable, in their mission.” of the country’s Medicaid benefi ciaries. 2017 Goldstein arranged a technology The cities of Camden and Linden, Looking ahead to 2018, he would like to transfer out of the University of Chicago N.J., and Dearborn, Mich., were among expand on that. “The way fraud detection the early users, and now Detroit is in the works, as we add data, it informs our implementation phase, Goldstein says. It prediction and detection models and makes We have a GitHub was important to him that the solution be us more eff ective. Then we hope more states page where we allow viable for small and medium-sized cities. will want to work with us.” for algorithmic scrutiny, “One of the things that worries me in the technology space in public safety is that we and that has been design a lot of things for big departments CivicScape huge. It gives a level that have technology resources and lots of CivicScape, a company that applies predic- of transparency. money,” he explained. “That doesn’t mean tive analytics to policing, grew out of its that the small and mid-sized departments founder’s experience in the Chicago Police shouldn’t have something that works just Department. Brett Goldstein, who began his career as an early employee of OpenTable, joined the Chicago Police Department in 2006. After a year as a beat cop, he was asked to head up a new group that used advanced analytics to enhance police eff orts. “Initially I was disappointed to fi nd we were using data in a remarkably basic way,” he said. “We were data-rich but information-poor. But I was given carte blanche to try to change things.” One change he made was to include other city data streams such as neighborhood-based 911 and 311 calls. “We needed to look at disparate data sources to better understand what was happening, and we had to be better listeners to the data,” he said. “We also needed to move beyond descriptive statistics to advanced statistics using machine learning and data science.” The system went live in 2010. Goldstein says that it helped lead to lower homicide rates. “There is something to be said for using your data intelligently, coupled with smart resource allocation. You can really make a diff erence.” After serving as the city of Chicago’s chief data offi cer, Goldstein left government in 2013. With a grant from the Laura and John Arnold Foundation, he led a team at the University of Chicago refi ning the CIVICSCAPE/SEAN COARI

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as well and that is easy to operate. Instead of the common approach of looking at the top 25 departments in terms of size, I wanted to be able to implement in any size department.” The concept of predictive policing has received criticism from groups such as the American Civil Liberties Union, which expressed concern about racial profi ling using analytics, but Goldstein argues that transparency about the system can help alleviate concerns. “We have a GitHub page where we allow for algorithmic scrutiny, and that has been huge,” he said. “It gives a level of transparency so chiefs of police are able to talk about their initiatives in a transparent way. People can test our math. We don’t have a secret sauce or a black box. Potential customers can check it out and use their data and make sure they feel good about it.” CivicScape is funded by Ekistic Ventures, of which Goldstein is a managing partner. Ekistic also incubates new government- related tech startups. “We spend a lot of time scouting out whether this is a problem we can solve and listening to pitches. I like to build things and want to have a positive impact,” he said. “My fi rst one was CivicScape, and I feel like the traction is GovSense founders Gary good. That is exciting. Now I am starting McTall (left) and Paul Cammisa to think about what the next idea is. I am testing a couple of things and I hope one of LOZANO GOVSENSE/CYNTHIA them has legs.” McTall said the idea for the company Between the two of us, we are a great one- grew from things he saw as a consultant. two punch.” GovSense “No matter the size or location, I saw an Together they developed a software- The co-founders of Alpharetta, Ga.-based abundance of silos. A lot of it is the way as-a-service platform leveraging the GovSense complement each other well. government procures solutions, budgeting Oracle Cloud and designed to break down Gary McTall spent 10 years consulting state by department, but I also felt that vendors those agency silos. “Our mission is to and local governments on IT projects; Paul in the industry have created artifi cial provide leaders with a 360-degree view Cammisa has more than 30 years of fi nance, barriers and built systems to capitalize on of their organization,” McTall said, “with technology and business operations experi- departmental budgets, and I got burned out one database and one unifi ed system to ence. They brought that together to begin on it. I thought there had to be a better way.” achieve the goals of the organization rather creating cloud-based permitting, licensing Having founded a company called than departmental systems.” Their SaaS and fi nance software for state and local gov- InnoVergent in 2006, Cammisa had 10 subscription business model is charged ernment. In September 2017, GovSense was years of experience with enterprise cloud based on the number of users. a winner in the inaugural Government Ex- applications in the private sector. “I came The two executives started building perience Awards from the Center for Digital from the SAP world, so I understood large GovSense in 2014 to expand on the success Government* for its economic development ERP applications,” he said. “I bring the they had working for private-sector and initiatives, using GIS data for non-traditional cloud and business acumen to the table, and nonprofi t clients. They launched it as a visualizations like planning and budgeting. Gary brings knowledge of the public sector. sister company to InnoVergent in 2016.

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If I recruit a company and its 40 employees to my city, I want to track the tax incentives off ered, the business licenses and permits.

McTall says their software scales to work with jurisdictions of all diff erent sizes. “We work with as small a community as Basalt, Colo., (population: less than 4,000) to an entity as large as the state of Colorado. Being able to scale to those sizes and everywhere Gaining Momentum in between helped us really grow faster than the traditional startup would in this sector,” One of the most promising graduates of the Startup in Residence (STiR) he added. Other customers include the state program’s inaugural 2014 class was Binti, which develops software to help of Texas and the city of Evanston, Ill. speed up the process of approving applicants to become foster parents. The GovSense sales pitch to cities and Binti automated many steps that the city-county of San Francisco’s Human counties is that they can replace ERP Services Agency used to complete manually, and established a system that systems that are expensive to support and foster care workers say saves time. upgrade with a less costly service where When Government Technology profi led the company in June 2017 it had upgrades are painless. signed up 21 of California’s 58 counties as customers. As of November, Binti Cammisa used government economic had added four more counties in California, one in Colorado and a foster care development agencies as an example of agency in North Carolina. “We have expanded to private foster care agencies groups that gain from the 360-degree view and are talking to a lot of agencies at the state level, but we don’t have our of constituents they describe. “If I recruit a fi rst state-level customer yet,” said co-founder and CEO Felicia Curcuru. company and its 40 employees to my city, Binti had raised money a few years ago for an earlier business model I want to track the tax incentives off ered, to help families navigate adoption. It still had money from that, and grew its the business licenses and permits,” he said. revenue from working with California counties. But it also took a $500,000 “What are the sales taxes and property investment from the GovTech Fund. “We didn’t need it, per se, but Ron taxes? I don’t need to go into six diff erent Bouganim, the managing partner, became a mentor to me because I was new applications or send out an email and wait to government,” Curcuru explains. “He was excited about our progress and six weeks to get that information. I can log off ered to invest.” in and get at all of that — from the beginning The company has grown from fi ve full-time staff ers and several part-timers of the economic development life cycle to 12 employees. “We sublease space in the basement of Code for America’s right through to gross receipts. That is a real offi ces,” she said, “but we just made an off er on our own space in Oakland, diff erentiator.” and it has windows.” Always trying to stay on the leading Looking ahead, Curcuru says Binti wants to expand its impact. “I think we edge of technology, GovSense is about to are on the brink of having customers in a lot of other states, so that will be announce it will have blockchain capability exciting,” she said. The company also has a road map of diff erent products built right into the platform, McTall said. related to foster care it plans to roll out. “We are agile. We can do that within our “We also want to measure our impact more,” Curcuru said. “We platform without relying on third-party benchmarked our impact with San Francisco and we have increased the services.” number of foster families applying by over 300 percent. There are other *The Center for Digital Government is benchmarks we want to measure. In addition to the number applying, we part of e.Republic, Government Technology’s want to increase the number that actually get approved and make the

parent company. process faster.” BINTI.COM

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What does it take to introduce entrepreneurial energy into government? What’s the next big thing in gov tech? What indicators are gov tech investors looking at? For those and related questions, it depends on who you ask. We asked some leaders in the ﬁ eld for their take on the gov tech market from their unique vantage points. SHUTTERSTOCK.COM

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Working with Seneca Systems, we implemented our fi rst Constituent Services Platform across the organization to centralize communications, manage service requests, and gather constituent and organizational data into a single hub. Listening to the needs of 12 departments who each provide very diff erent services is a big undertaking, and I almost cried when I saw how much our feedback informed the next iteration of their product. They not only listened; they also turned our feedback into product enhance- ments we could never have envisioned. By Rebecca Woodbury Expect nothing less than modern technology and interfaces. Many of our current systems are old, tired and have steep learning curves EYRAGON EIDAM EYRAGON so few employees know how to use Shaping the Future them. Your workforce deserves easy- to-use tools to do their jobs. It’s 2018. of Digital Services We are working with OpenGov to visu- How startups can empower the modern government workforce. alize not just our budget, but also non-fi nancial data on topics such as homelessness, open space fi res and permit activity. Not only is the platform easy and intuitive to espite the critical work that public costly implementation fees or long- use, but also the visualizations are easy to servants do for their communities, term contracts, embody the spirit of understand. By making data more accessible, Dmany lack the tech tools they need continuous improvement, and have meaningful and timely, governments can to do their jobs. I should know; I’ve worked their eyes keenly on the future. make more informed, data-driven decisions. in local government for almost a decade. Fortunately governments are starting Work with technology partners, Find low-risk ways to test and exper- to get the attention they deserve from not just vendors. iment and avoid long-term contracts. technology companies, and startups are It’s far more important that you Government needs to get better at emerging that promise to replace our focus on selecting a partner with values taking risks, but that doesn’t mean fail- outdated, archaic systems. Despite this, that align with yours, rather than ures need to be costly. Safeguard your- some of my peers either worry about part- using less meaningful criteria like the self by avoiding multiyear contracts. And nering with startups or don’t give them number of years a company has existed don’t just take a vendor’s word for it. “Try the time of day because they aren’t “tried or the number of clients they have. before you buy” approaches and sandbox and true.” Our partnership with ProudCity has environments allow you to see for your- Our experience, however, is that the proven to be so much more than just a self how easy something is to use. benefi ts outweigh the risks. At the city website. We’ve now worked with them to Public servants do incredible work of San Rafael, we didn’t set out to work streamline processes using online forms over a wide range of issues: We connect with startups. We set out to fi nd new and payments; create tools for localized chronically homeless with much-needed tools to help our agency provide timely resident information like trash pickups and mental health services; help entrepre- and important information, be more real-time traffi c conditions; and help City neurs achieve their dreams; make sure responsive to community needs, and Hall visitors fi nd what they’re looking for. buildings, streets and parks are safe; and work in a more data-driven fashion. ensure government services are acces- By taking a more merit-based, Shape and infl uence product design sible to everyone. It’s time we get the tools forward-thinking and fl exible approach and off ering. we need so we can do our best work. to procurement, we ended up working Startups are nimble, responsive and Rebecca Woodbury is a senior with several startups. They rose to passionate about what they do. By working management analyst in San Rafael, Calif., the top because they have simple and with a startup, your feedback and needs and a 2017 Government Technology intuitive interfaces, don’t require are directly refl ected in their product. Top 25 Doer, Dreamer and Driver.

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workfl ows. And while we still need to fi gure it out together with our government clients as we try things that have never been done before, today’s companies — even the newest startups — are expected to imme- diately address security, data ownership, privacy and accessibility requirements that weren’t initially part of the equation. While more decision-makers within government agencies are better versed in these issues today — and online information and training makes it possible for anyone By Lisa Abeyta to learn — expertise on these issues is often delivered by startups. We are often called upon to guide our clients through industry best practices as well as very complex requirements. It makes it more important than ever that the companies serving governments do so with the highest levels of integrity and care toward the protection of the privacy and security of both the agencies they serve and the communities who will interact with their products. Today’s gov tech projects run the gamut of the one-off app created by a local group to address one specifi c issue to multi- faceted concepts for building smart cities from the ground up, requiring collaboration between multiple agencies as well as Gov Tech’s private companies. But all of these initiatives, from the small pilot project to the Next Chapter grandest of visions, can benefi t greatly when there is access to industry expertise Startups have an important role to play in transforming and platforms built to support the complex government using technology. integrations of myriad types of data and input coming from multiple sources. It’s SHUTTERSTOCK.COM more important than ever that the accessibility, security and intelligence of gov hen we launched APPCityLife of the way we all interact with govern- tech projects be baked into the road map. in 2009, the terms “gov tech,” ment agencies and our community. On a personal level, one of the most W “civic tech” and “smart cities” Our own team was incredibly fortunate exciting developments within the industry were yet to be in wide use, and the idea to forge strong partnerships with early is the potential for these new technolo- that governments would sign up in droves industry leaders like Accela (we’re now gies to make our cities friendlier and to freely share their internal data with the training their Australia team to develop more accessible to those who are often public? That was next to inconceivable. apps on our platform) as well as our left out of the early adoption curve. When Today it is hard to imagine that it own local government in Albuquerque, chatbots can remove visual and mobility has actually been around a decade since N.M. These early relationships helped barriers and artifi cial intelligence natural the launch of smartphones and open us understand the pain points and goals language processing can remove literacy data initiatives, as well as the genesis of from a government perspective as well as and language barriers, we can make gov what we now call the gov tech industry. those of our fellow gov tech partners. tech a vehicle for more inclusive govern- Along with those early technologies of In those early days of working together, ments and communities — something mobile apps and open data, today cities there were no road maps for cities or for that we shouldn’t lose sight of in all of our are embracing machine learning, arti- startups on how to develop, deploy or excitement to build an even smarter city. fi cial intelligence and other new tech- maintain new technologies that often had Lisa Abeyta is founder and CEO of nologies to continue the transformation to integrate with legacy systems and unique APPCityLife and co-founder of Hautepreneurs.

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Pairing Cities faster. It would also dramatically aff ect the vendor ecosystem and stimulate with Startups perhaps trillions of dollars’ worth of private investment and competition. What cities and startups should be thinking about as they strive to work together. There are problems in the way startups think about their relationships By Stonly Baptiste with cities too. Startups, young and resource-strapped, tartups aren’t evenly distributed. For many cities, trying out new can’t be everywhere and must be very delib- But solutions can be. technology is a top priority. But there’s a erate about their early growth strategies. S The number of gov tech better way to think about relationships This includes picking their fi rst customers. startups founded and funded since 2007 with startups. In other words, cities must compete for has grown by more than 10 times over the The National League of Cities surveys opportunities to work with startups too. last 10 years. More than 4 billion private the priorities of mayors annually, and Our 2017 Business-to-Government SaaS dollars (mostly venture capital) have economic growth consistently gets the No. 1 Global Survey found that more startups are helped fuel this growth. The geographic spot. It’s not that other priorities like aff ord- selling to medium-sized cities (populations distribution of that growth mirrors, able housing, mobility, crime and pollution of 100,000 to 1 million) than large cities with some variance, the patterns of most don’t matter; they’re high on the list too. (populations greater than 1 million). Of the of the startup ecosystem with a large But when measuring startup activity or respondents working with large cities, more percentage located in cities like San seeking startup engagement, most policy than half indicated they are also interested Francisco, Boston and New York. This stops at that fi rst “economic” priority. But in working with small cities. Less than 30 means that although great founders can there’s more that cities should consider. percent are solely focused on large cities. come from anywhere, startup investing “Cities need to understand that “Depending on the business model, the is not distributed equally. Startups in a involving startups is not just about lifetime value of a customer (small versus few cities benefi t from network eff ects, economic development, but a fairly cheap large city) varies massively,” Haselmayer power laws and geographic luck. and low-risk way to explore new ways of said. “For example, if your business model Nonetheless, this shouldn’t corre- doing things,” said Sascha Haselmayer, is to onboard users in government across late with how and where solutions founder and CEO of Citymart, who added departments, New York City would have at can be distributed. Here are a few that most cities don’t have processes in least 20 times the value of Syracuse, N.Y.” ideas for correcting this problem, place to evaluate and work with startup But there’s value in smaller customers which is ultimately an ineffi ciency in companies. “As a result, things get stuck on too. matching the best solutions to needs. the economic development side, because “We also pay attention to the reputa- they feel a certain degree of ownership.” tion of the customer as a reference. As Local offi cials are often the fi rst to admit an ambassador, how can they contribute that the RFP process in most cities is weak, Government is slow-moving for a to our brand? That has worked well for not only because it’s complicated and reason. Its resources are limited, and it us, since it meets an aspirational need in takes a long time, but also because typi- needs to make sure taxpayer money is smaller cities, for example, to deploy tools cally, the people who should know about spent responsibly. So, government isn’t validated in well-run cities,” he added. startup solutions are not even fi nding out always jumping to try new things. In the end, startups have something to about them. Startups off er a fairly cheap Perhaps if they aimed to try solu- gain from working with a blend of small and and low-risk way to explore new ways tions early, but not fi rst, they could larger jurisdictions, despite the challenges of doing things, but most cities have no move forward more eff ectively. presented by city RFP processes. It can be guidelines or framework in place on how to “I honestly think that being fi rst is not easier to build relationships with smaller work with startups, how to evaluate their what cities are after, and never will be,” cities as they often don’t have as many viability, etc. As a result, few city leaders — Haselmayer said. “Our goal should be a stakeholders involved. Second, the aggre- and importantly other staff — get exposed world where cities have the realistic ambi- gate speed of acquiring new customers to startups or know how to handle them. tion to be third adopters: Buy something can help a startup signal growth, making it One solution that’s helping is to change that is proven elsewhere, but don’t let easier to raise money. Finally, larger cities the wording of RFPs. As my partner 40-plus years go past before you get it.” have the advantage of room for meaningful Shaun Abrahamson puts it, “There is a This approach would result in growth within the same organization. diff erence between asking for mobility communities seeing the quality of Stonly Baptiste is a partner in investment

EYRAGON EIDAM EYRAGON solutions versus buying buses.” services and eff ectiveness grow much ﬁ rm Urban Us.

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ust a decade ago, gov tech was an industry dominated by large, legacy Jvendors. Many of the “solutions” at that time were still being delivered by CD through the mail and downloaded onto a local machine. The cloud and software It’s Time as a service were foreign concepts. Most important, the very best talent had little to no interest in working in an for an industry that was seen as boring, slow and UrbanOS unwilling to evolve. Technology should be Times have changed. used to connect and Today, dare I say it, gov tech is kind empower a modern, of sexy. It’s become equitable citizen both admirable and experience. cool to build products that improve government By Nick operations, increase civic Bowden awareness, and attempt to solve some of society’s biggest problems. The last decade has produced a number of great SaaS companies, signiﬁ cant investment, federal support (United States Digital Service, 18F), and an ever-growing

volunteer/hacking community. Govern- SHUTTERSTOCK.COM ment has offi cially joined the 21st century. All of this progress has been great The memorable experiences we have moment, these technologies operate inde- and should be recognized. There’s much in cities are a manifestation of every city pendently at best and in confl ict at worst. more work to be done. In fact, the most operation working well together. The Each of these products might be improving tantalizing prospect in this industry effi cient movement of people and goods, an isolated workfl ow, but the sum of the lies mostly untouched: an UrbanOS. thoughtful public spaces, the right scale disconnected parts is likely making the The core responsibility of any city and density, quality urban design, and a whole operate much less effi ciently. is to facilitate diverse and rewarding sustaining economic environment are It’s time for an UrbanOS. A modern, interactions between people and the all contributing factors. Done well, these digital version of the human operating physical environment. When we think attract and retain diverse people, who system that enables a sum greater than the about the places we love — the places further enhance and improve the physical parts. The goal for this industry shouldn’t we want to live and visit — we never cite environment. This positively reinforcing be simply to build technology for govern- the formal governing body as a primary fl ywheel propels more growth, thus ment and its citizens. The goal should be to reason. I surely wouldn’t say, “Wow, I leading to more and better experiences. use technology to facilitate more memo- really want to live in New York because The formal governing body (“The City”) rable moments. To make the interactions the city and its wonderful workers are is the operating system through which all between the physical and social worlds so great.” It’s more likely I would say, of this is possible. It determines, through even better. To enable and empower a “SoHo is such a great neighborhood, laws and regulations, what is permitted citizen experience that is modern and equi- the shops and architecture and people in any given place. In the pre-digital era, table. In order for this to occur, someone, are amazing.” Of course we know that the effi ciency of the operating system was some organization must thoughtfully the city and its wonderful workers do in highly dependent on a number of people pursue the idea that these technologies fact play a key role in delivering a great being in constant collaboration. Govern- can and should work together to make the experience. Cities are the mechanisms ment is no longer in the pre-digital era. places we live the best they can possibly be. by which we deliver memorable The explosion of new apps and products to Nick Bowden founded mySidewalk experiences through stimulating service the specifi c needs of the system will in 2010 under the name MindMixer. In physical and social environments. continue to be important; however, at this 2016 he founded Better Planning.

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New Orleans’ Data Leader Leaves for Socrata Oliver Wise, director of the New Orleans Offi ce of Performance and Accountability, left the city for a position with open data company Socrata as digital government principal. A Government Technology Top 25 Doer, Dreamer and Driver in 2015, Wise started in New Orleans in 2010, a time when no U.S. city had a chief data offi cer, which was essentially his role. As such, he helped pioneer early eff orts in using data to drive positive change. Among his more notable projects are the BlightSTAT program, a data-driven approach to help the city more effi ciently deal with blighted properties, and a predictive ﬁ re risk tool that matched at-risk properties with smoke alarms. Wise said he looks forward to working with Socrata because

it will allow him to build on his experience using data to drive policy. KIDD DAVID

Baltimore’s New CIO Is Veteran Intel Executive In October, Frank Johnson, a ﬁ xture at Intel for more than 25 years, went to work for Baltimore as the city’s new CIO and chief data offi cer. He was most recently vice president and general manager for the Intel Americas Industry Sales Group in the Washington, D.C., metropolitan area, a post he held for more than eight years. Baltimore has been without a dedicated CIO since February, and comptroller Joan M. Pratt praised the hiring, “because the mayor is looking for someone with fresh ideas and someone who can bring best practices and state-of-the-art business practices in IT.”

Washington State Fills Key Tech ILLINOIS CTO Position Longtime state technology offi cial Sue Langen was STEPS DOWN appointed acting director of the Offi ce Mike Wons, Illinois’ chief of the Chief Information Offi cer in technology offi cer and a key November following CIO Michael architect of its ongoing tech Cockrill’s departure for a nonproﬁ t modernization, resigned his research group. Langen is a 25-year position in December. He state employee who rose to CIO of left the state to join global the state’s Department of Social and risk, compliance and cyber Health Services before joining the company SAI Global as its OCIO in February 2015 as senior chief technology and product policy and enterprise system advisor. offi cer, but he indicated he “I hope we will continue to build on the intends to remain involved progress the OCIO has made in recent in government IT. years,” Langen said in a press release. “I look forward to working with our

WATECH.WA.GOV partners around the state.”

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______Designer ______Creative Dir. 100 Blue Ravine Road Folsom, CA 95630 916-932-1300 ______Editorial ______Prepress www.erepublic.com CMY grey T1 T2 T3 5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 5 25 50 75 95 100 Page # ______Other ______OK to go BLACK YELLOW MAGENTA CYAN MARICOPA COUNTY, Washington, D.C., CTO Announces Departure ARIZ., NAMES NEW CIO After two years with the city, Less than a month after CIO David Stevens left Washington, D.C., CTO Archana the position for the private sector, Maricopa Vemulapalli announced County, Ariz., named Ed Winfi eld as its new she would depart her post in IT leader. Winfi eld, who was named one of early January 2018. Some of Government Technology’s Top 25 Doers, Vemulapalli’s achievements during Dreamers and Drivers in 2016, previously spent four years as CIO of Wayne County, Mich., where her time in the capital include he led a move to upgrade from legacy systems leading the Council of Global City to the cloud and to cut costs in the economically CIOs with New York City CIO challenged area. Maricopa is the fourth-largest Miguel Gamiño, as well as helping county in the U.S. and was the fastest-growing the city become one of the fi rst on in the country from 2016-17. “The opportunity of the East Coast to participate in the

getting to be CIO for a county of that stature is KIDD DAVID Startup in Residence program. very appealing,” Winﬁ eld said.

Kentucky’s New CIO Brings Federal-Level Experience In December, Kentucky announced that Charles Grindle, a recently retired U.S. Army veteran with federal-level IT experience, will serve as the state’s new CIO. Grindle takes over from acting CIO and Deputy Commissioner Jim Barnhart, who replaced Jim Fowler after Fowler resigned following the election of Gov. Matt Bevin in 2015. LINDSAY ARMSTRONG PHOTOGRAPHY LINDSAY COLIN WOOD 2017 Digital Cities Awards Boston CIO Leaves Post The 2017 Digital Cities Survey awards were presented on Nov. 16 in Charlotte, N.C., At press time, Jascha Franklin-Hodge during the National League of Cities’ annual conference. Pictured here are the winners announced he would be resigning his from Lynchburg, Va., which took ﬁ rst place in the 75,000 to 124,999 population position as CIO of Boston. Visit category. From left to right: Alan Cox, executive vice president of e.Republic; and govtech.com/people for our full story. elected offi cials and staff from Lynchburg, MaryJane Dolan, Sterling Wilder, Treney Tweedy, Edgar J. T. Perrow, Michael Goetz, Allison Johnson and Terry Hutchens.

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Taking the (Cyber)Show on the Road Five ways to initiate communication about cybersecurity.

hile I was chief security So how can you begin this security also invited our government partners offi cer (CSO) in Michigan, conversation with business areas to our cybersummits and scheduled Wthe most impactful way our in your government? Here are fi ve one-on-one lunches. Nevertheless, centralized security team communicated communication tips to consider: ongoing security roadshows were a vital with executives was with regular component of our overall cyberstrategy. security roadshows with client agencies. Do Your Homework. Decide who should Important information was exchanged be involved, what topics and materials will Leverage Existing Governance during these annual sessions in front be covered, when to put these meetings on Mechanisms. One chief information of top business leaders, including busy calendars, where you will meet, and security offi cer I know uses technology physical- and cyberthreat briefi ngs, how you will run the meetings. As CSO, I and security advisory boards to help key project status updates, discussions let the business areas select their executive provide briefi ngs to key business executive on security capabilities, conversations participants, and some groups kept it staff , while also keeping the governor’s on staff awareness training programs, small, while others invited up to 30 agency offi ce and cabinet offi cials informed. He and ongoing incident status reports. leaders. Also, if scheduling the time isn’t also uses the same briefi ngs for cabinet While we packed a lot of topics into an working, you likely have a larger business meetings, legislative committees and hour, our format encouraged an open dialog priority issue regarding cybersecurity. updating other government entities that with everyone involved to build face-to- have an ongoing role. For low-hanging face transparency, accountability and trust. Select Good Metrics and Keep Reporting. fruit: Start small with key business areas. But before we traveled around to meet with Just as businesses maintain key metrics Having a strong endorsement from top government leaders in each department of success, off er measurements that are elected offi cials is great, but (sadly) is not such as state police, transportation, treasury understandable and repeatable as part always the case. If you can’t get your top and more, we started each governmentwide of the ongoing security conversation. leader to vocally support cybersecurity, try cybertour with the governor. to fi nd business-side champions to help These meetings were important Adapt to the Audience. While a shape your message. Most organizations because they brought our security consistent, updated enterprise presentation have leaders, followers and laggards project scorecard to life was off ered every year on our roadshow, on tech, so start with a “coalition of Daniel J. Lohrmann with statewide metrics and we also adjusted our messages to each the willing” who support your eff orts is the chief security agency-specifi c actions. They audience. Flexibility is especially needed to get some needed momentum. officer and chief strategist at Security enabled ongoing conversations when meeting with new agency leaders Remember, the top complaint in most Mentor. He is an regarding cybersecurity who need to bone up on security concepts. public- and private-sector organizations internationally recognized cybersecurity risks and outlined the steps is a lack of good communication on leader, technologist that were being taken or Don’t Limit Communication Options. key issues, including cybersecurity. and author. From 2002 to 2014, could be taken to mitigate Security roadshows should be a part of a Security roadshows will improve Lohrmann led threats. Our stated goal was wider set of ways you communicate with your team’s eff ectiveness by off ering Michigan’s award- winning technology “to balance security and ease business groups. Channels can range from meaningful dialog with business and cybersecurity of use to maximize value newsletters to emails to tabletop exercises executives on cybersecurity risk. programs, serving as CSO, CTO and CISO. and enable the business.” to emergency call lists for incidents. We

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According to a report from the Union of Concerned Scientists (UCS), Going from Pump to Plug 2017, U.S. electric vehicle (EV) drivers can save $440 to $1,070 annually over driving a conventional vehicle. UCS looked at the costs of ﬁ lling a conventional car with gas versus charging

SHUTTERSTOCK.COM an EV in 50 big cities across the country, and compared Merit Badge for Coding those numbers with average A 2012 study from the Girl Scout Research Institute found that 74 percent fuel effi ciencies for EVs and of teen girls are interested in science, technology, engineering and math new gas-powered cars. Taking (STEM) fi elds, but the perceived gender barriers to study in those areas make it into account variations like diffi cult for girls to fi nd paths to those traditionally male-dominated jobs. electricity provider, rate plans In response, the Girls Scouts, in partnership with defense contractor and the cost of gas, EVs were Raytheon, are launching a computer science program for girls grades six found to save a signifi cant through 12, educating them in cybersecurity, artifi cial intelligence and more. amount of money for their The hope is that giving girls more exposure to tech fi elds early on will make drivers. In addition to fuel cost them more likely to stick with it as they grow up. The program will pilot in savings, EVs also cost less to several cities in early 2018, with plans to expand nationwide in the fall. And maintain, as owners can forgo in 2019, the Girl Scouts and Raytheon will pilot a Cyber Challenge, in which repairs like oil changes and

students from the program will put their coding skills to the test. SHUTTERSTOCK.COM replacement of spark plugs.

SOURCE: ENGADGET.COM SOURCE: TREEHUGGER.COM

INKED UP While tattoos are usually no more than permanent, wearable art, engineers at MIT have developed a temporary version that could be much more. The tattoo is 3-D printed with “living ink,” composed of bacterial cells programmed with sensitivities around various compounds, and the cells are then blended with nutrients and other ingredients. The ink is printed onto a patch that then transfers the tattoo to the wearer’s skin, and the idea is that various parts of the tattoo will light up when they’re in the presence of certain compounds, for example if the wearer is in a location with toxic air quality. The tattoo’s creators also hope the concept can be used therapeutically, such as to slowly release medicine into the body over time. SOURCE: GIZMODO.COM

MIT

Send Spectrum ideas to Managing Editor Lauren Harrison, [email protected]

www.govtech.com // January/February 2018 39

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Fixing Up Home-Buying How government can use technology to make it cheaper to buy and sell your home.

uying a home is one of the most searched electronically. Congress passed notes that it can’t calculate accurate signifi cant fi nancial decisions of a the ESIGN Act in 2000, a federal law estimates in major metro areas like San Bperson’s life. As such, policymakers that recognizes the legality of electronic Antonio and Houston because of its limited have created many laws and regulations signatures when all parties consent to access to property value data in these cities. designed to protect consumers, such using it. But this law does not require Finally, state lawmakers should ensure as the Fair Housing Act, the Truth in local government agencies, which must consumers can use low-cost brokers who Lending Act and others. And while some record real-estate transactions, to accept take advantage of technology to make the policymakers are working to make housing electronic documents or signatures. home-buying and selling process more more aff ordable, such as through targeted The Uniform Real Property Electronic effi cient, such as by allowing buyers to tax credits and lending programs, few Recording Act (URPERA), a state law spend more time looking at properties have focused on how to use technology that requires all local recording offi ces to online, rather than in-person with an agent. to drive down the transaction costs accept and process electronic documents But some states have erected barriers involved in buying and selling a home. Yet and signatures for real estate records, that limit consumers from realizing these given that the fees involved in real-estate addresses this problem. As of early 2017, benefi ts. For example, 10 states prohibit transactions can easily run into the tens of 30 states had adopted URPERA. Not brokers from refunding a portion of their thousands, more should be done to create only does processing these documents commission to consumers, which can more effi ciency through technology. electronically increase the productivity of save buyers thousands of dollars. And First, states should strive to make the county clerk-recorder offi ces, but it also eight states have minimum-service laws legal process of buying and selling homes lets them make this information available that require brokers to provide certain fully digital. One way to do this is to ensure to the public to streamline title searches services, even if consumers do not want states fully support e-closings, where buyers used to identify issues that may aff ect them, which keeps limited-service brokers and sellers can complete a sale remotely potential buyers. If counties digitized from providing lower-cost alternatives. using e-notary services. E-notary services all property records and made them Moreover, tech companies trying to not only provide an electronic notarization available online via APIs, the cost of title bring innovative services to the real- of digital documents, but they also allow searches and title insurance — an expense estate sector often fi nd that they cannot individuals to complete transactions that ranges from $1,000 to $4,000 for access property listings because brokers without being in the physical presence of many buyers — could fall dramatically. have limited their access to this data. a notary. Unfortunately this practice is not Third, policymakers should eliminate To address this problem, policymakers yet common. As of early 2017, nondisclosure rules that prevent the public should require licensed brokers to provide only two states — Virginia and from accessing sale prices for residential open access to their real-estate listings. Daniel Castro is the vice president Montana — allowed remote properties. There are some states, such as Compared to many other sectors, the of the Information electronic notarization, Texas, Missouri, Utah and Wyoming, that real-estate industry has a long way to Technology and Innovation Foundation and Montana restricts strictly limit access to real-estate property go to make better use of technology to (ITIF) and director of signers to state residents. data, so that nobody other than the reduce costs for consumers. However, by the Center for Data Innovation. Before Second, states should homeowner can see it. These restrictions reforming laws, adopting new technology, joining ITIF, he worked fully digitize government- make it diffi cult for sites like Zillow to and making more data publicly available, at the Government Accountability Office maintained real-estate estimate the value of a home, a tool many policymakers can improve the home-buying where he audited records, such as titles and buyers and sellers rely on to make sound and -selling experience and make it more IT security and management controls. liens, so that they can be fi nancial decisions. For example, Zillow aff ordable for millions of Americans.

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Enduring Laptop The ASUS NovaGo is a Qualcomm Snapdragon-powered Gigabit LTE laptop featuring up to 22 hours of battery life. The display is 13.3-inch full high-defi nition (1,920 x 1,080) resolution with capacitive multitouch. TThe NovaGo features 8 GB of RAM memory with storage options of 664 GB, 128 GB or 256 GB Universal Flash Storage 2.0. NovaGo has a durable 360-degree multi-gear hinge and its 10-point multitouch didisplays features ASUS Pen support; ASUS Pen has a 1024-level prpressure-sensitivee tip. The laptop weighs 1.39 kg with a thin 14.9 mm prprofiofi le. The Snapdragon X16 LTE modem produces download speeds of uupp to 1 Gbps. www.asus.com

Sturdy Notebook Getac’s second-generation S410 semi-rugged notebook uses Intel 8th Generation Core i5/i7 processors. The 14-inch full HD LumiBond 2.0 screen provides a responsive 10-point touch experience, even while wearing gloves, with up to 800 nits (optional 1,000-nit HD screen available) of brightness for glare-free reading, even in direct sunlight. It is MIL-STD-810G and IP52-certiﬁ ed to survive drops up to 3 feet, spills, moisture, vibrations, shock and extreme temperatures, from -5.8°F to 140°F (operating temperature) and -60°F to 160°F (storage temperature). Protected I/O ports and an island-style, splash-proof keyboard protect system components from dust and water, while the rubber corners and an ergonomic rubber handle provide additional protection. The 4 GB DDR4 memory is expandable to 32 GB, while storage starts at 500 GB. us.getac.com

Comfort Keyboard The new Trade Agreements Act (TAA) Compliant Ergonomic USB Keyboard from SMK-Link Electronics is designed to reduce wrist strain while typing. The keyboard features 105 tactile-response keys, with hotkeys for Internet (e.g., home and search), multimedia (e.g., play/pause/ stop) and computer control (e.g., sleep/wake, calculator and email). The ergonomic split design encourages natural hand, wrist and arm positioning. www.smklink.com

For more product news, log on to explore Government Technology’s Product Source. govtech.com/products

www.govtech.com // January/February 2018 41

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The Case for the Social Media Coordinator It’s 2018. When are you ﬁ nally going to create that full-time social media position?

hen government agencies a small team. They may be the media facilitate agency goals via social platforms. began experimenting with liaison, publisher of print communications, He or she needs to understand social media W social media proﬁ les a newsletter writer, spokesperson, archival, as well as First Amendment issues decade ago, there was a chance that speechwriter, public relations guru, and sunshine laws as they apply to social their citizens would view their eff orts website content writer, plus a host of media. This is not a simple undertaking. with discontent. Why waste time and other things. To do social media well Keep in mind that your agency won’t resources on a public resources machine? takes work and no small amount of time. be a trailblazer for having a social media Times sure have changed. These The No. 1 complaint I hear from people coordinator. It’s becoming more and more days, the general public is more likely to who manage social media is not having common to see this role in government. notice when government agencies don’t enough time to do everything well. If Agencies such as Mecklenburg County, have a decent social media presence. you think managing social media just N.C., and the Ohio Department of Public So why do some agencies still not have a involves writing a few quick Tweets and Safety are just a couple of entities that have dedicated social media coordinator? There Facebook posts every day — think again. staff in a dedicated social media role. are a couple common arguments against it. Government increasingly recognizes 2. Is there really enough social media the value in social media. In many cases, 1. Can’t our communications work to turn it into a full-time position? the only interaction your citizens and person do social media? You bet! Besides “simply” writing constituents will ever have with their Your communications coordinator content, the social media coordinator government is via social media. (How likely has the aptitude and is qualiﬁ ed needs to manage citizen comments and many people actually show up to your to handle social media for your agency. complaints, analyze data, evaluate ads, train public meetings?) I encourage someone In fact, they’re probably already doing it employees on the right way to use social in your agency to spearhead the eff ort now. But have you ever heard the phrase media, create reports, work with video and to hire a social media coordinator.

“jack of all trades, master of none”? graphics, and more. This person should Will you be that champion? SHUTTERSTOCK.COM To make it easier to tackle, any agencies also be involved in writing social media bundle social media responsibilities into an policy, as well as strategic planning to existing position such as a communications specialist or public information offi cer. Heck, my own title was

Kristy is known “E-PIO” in my ﬁ rst role as “GovGirl” that involved managing in the government technology government social media. industry. A former No one wants to call city government Web manager with it what it is. a passion for social Here’s why I hate media, technology “bundling”: Your comms and the lighter side of government life, person, and anyone else you Kristy is the CEO might assign social media of Government Social Media. to, already does the job of

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