With public sector resources dwindling and demand increasing from citizens, government has little choice but to innovate and reform service delivery. Through qualitative and quantitative analysis, this report will provide a snapshot of what a digital government truly is and the path agencies can take to craft a comprehensive digital strategy.

2. 2. THEGOVLOOPGUIDE
TABLE OF CONTENTS
Executive Summary - - - - - - - - - - - - - - - - - - - - - - 4
Defining a Digital Government - - - - - - - - - - - - - - - - - - - - 6
What does a 21st century government look like? - - - - - - - - - - - - 7
5 Components of a Digital Government- - - - - - - - - - - - - - - - 9
1) Accessible – Information Anywhere and Anytime
2) Self-Service
3) Data-Driven
4) Agile and Scalable
5) Removing the Burden of Paper
The Digital Government Strategy – A Philosophical Approach - - - - - - - - 13
The Tools to Get There
Figure 1: What tools are you including in your digital strategy?
Figure 2: How have you responded to the Digital Government Strategy?
Figure 3: Challenges to Adopting a Digital Strategy
5 Benefits of a Digital Government Strategy- - - - - - - - - - - - 17
1) Cost Savings and Efficiency
2) Improves Services
3) Creates Workforce Efficiencies
4) Scalable Infrastructure
5) Transparency

3. DIGITALGOVERNMENT 3.
6 Ways Emerging Technology is Facilitating Digital Government- - - - - - 21
Spotlight Interview: How Open Source Can Improve Citizen Engagement
Government Case Study: RFP–EZ and Presidential Management Initiative
Spotlight Interview: Removing the Burden of Paper for Government
Government Case Study: Department of Agriculture’s SuperTracker App
Spotlight Interview: Increasing Efficiency with Digital Communications
Spotlight Interview: Reimagining Public Sector Institutions Through Technology
Best Practices to Craft Your Agency’s Digital Government Strategy - - - - 33
1) Collaborate Across the Agency
2) Have Clear Performance Metrics
3) Set a Clear Vision
4) Have a Technology Roadmap
5) Identify the Mission Critical Initiatives
Where Can Government Be in 3-5 Years?- - - - - - - - - - - - - - - - - 35
About Govloop - - - - - - - - - - - - - - - - - - - - - - - - - - - - 36
Resources - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 37

4. 4. THEGOVLOOPGUIDE
EXECUTIVE SUMMARY
Throughout the ages, technology has played The Digital Strategy includes three core strat-
an essential role for government to craft a egy objectives:
better society for citizens. In the Roman Em-
pire, the aqueducts revolutionized services 1. Enable the American people and an in-
provided to Roman citizens. Leveraging gravity creasingly mobile workforce to access high-
alone, the Romans were able to transform com- quality digital government information and
munities, providing water to distant cities and services anywhere, anytime, on any device.
towns, and create an engineering marvel that 2. Ensure that as the government adjusts to
would lead to years of economic dominance this new digital world, we seize the oppor-
and influence society for years to come. tunity to procure and manage devices, ap-
plications, and data in smart, secure and af-
Today, governments are leveraging much more fordable ways.
than just gravity. With the same ingenuity once 3. Unlock the power of government data to
used by the Romans, governments are imple- spur innovation across our Nation and im-
menting dozens of emerging technologies to prove the quality of services for the Ameri-
innovate and work towards solving large-scale can people.
problems. With public sector resources dwin-
dling and demand increasing from citizens, The strategy provides many milestone dates to
government has little choice but to innovate reach, with the final milestone date arriving on
and reform service delivery. Through qualita- May 23, 2013. According to HowTo.Gov agen-
tive and quantitative analysis, this report will cies must:
provide a snapshot of what a digital govern-
ment truly is and the path agencies can take to • Ensure all new IT systems follow the open
craft a comprehensive digital strategy. data, content, and Web API policy and op-
erationalize agency.gov/developer pages.
In an era driven by technology adoption in • Make high–value data and content in at
consumer markets, government has been at- least two existing, major customer–facing
tempting to leverage new kinds of technology. systems available through Web APIs, apply
GovLoop’s research defines a digital govern- metadata tagging, and publish a plan to
ment as “the tools, applications, resources and transition additional high–value systems.
methodologies allowing government to lever- • Evaluate the government–wide contract
age new and emerging technology to serve vehicles in the alternatives analysis for all
the most mission-centric goals of the agency.” new mobile–related procurements.
Additionally, a digital government is one that • Ensure all new digital services follow digital
builds a foundation that is device-agnostic, in- services and customer experience improve-
formation- and customer-focused, and highly ment guidelines.
scalable to meet increasing resource demands. • Optimize at least two existing priority cus-
This definition aligns with the Digital Govern- tomer–facing services for mobile use and
ment Strategy that has been driving technolo- publish a plan for improving additional ex-
gy adoption at the federal level of government. isting services.

5. DIGITALGOVERNMENT 5.
This report draws upon a sur- Clay Johnson, Presidential In- and comprehensive digital
vey of 94 members of the novation Fellow, Executive Office of the strategy. Technology adoption
GovLoop community who are President to craft a digital government
currently adopting emerging is not just a phenomenon oc-
technology at the state, local Terri Jones, Industry Marketing curring at the federal level. In
and federal level of govern- Manager, Government, Hyland Software addition to the federal govern-
ment. This report also includes ment, public sector agencies
insights based on interviews Dr. Robert Post, Associate Execu- at the state, local, and global
with government leaders and tive Director, U.S. Department of Agri- level have recognized the need
experts from our industry part- culture, Center for Nutrition Policy and for service transformation
ners, including: through a digital government
Promotion
strategy. Digital has become a
Todd Akers, Vice President, Public necessity for organizations to
Undoubtedly, government is
Sector, Acquia improve service delivery and
challenged to quickly mod-
outcomes for citizens.
ernize and turn once rigid in-
Teresa Bozzelli, President, Sapient stitutions into agile, lean and
Government Services Now is the time for public sec-
efficient organizations. While tor innovation and capitaliz-
many agencies have plans for ing on emerging technology.
Lance Horne, General Manager, technology upgrades, Gov- By taking a strategic approach
GovDelivery Federal Services Loop’s research reveals that to innovation and technology,
agencies rarely focus on devel- agencies can begin to craft a
oping a proactive, integrated, 21st century government.

6. 6. THEGOVLOOPGUIDE
Defining a Digital
Government
demand by citizens, institutionalizing an in-
novative culture through a comprehensive
“We have seen urgency on doing more
strategy may not be occurring within agencies.
with less, being driven by the seem-
In the GovLoop survey, 80% of respondents
ingly constant budgetary issues fac-
claimed to not have a digital strategy within
ing the Administration and Congress.”
their agency. Although it is highly unlikely that
agencies are not implementing some compo-
Lance Horne, GovDelivery General Manager
nent of digital within their agency, the data is
an indication that innovation and “digital gov-
ernment” are not part of the culture within an
agency. In other words, agencies are not taking
a structured approach to technology adoption
This section explores our definition of “digital government” and innovation. Further, seventy-seven per-
and provides insights from recent GovLoop interviews with cent (77%) of respondents indicate that their
industry and government thought leaders, along with re- agencies have yet to name a “Chief Digital Of-
sults from a recent GovLoop survey from our community. ficer,” or a related position within their agency.
In the current political, economic, and so- Digital government is certainly not con-
cial environment, the way government op- fined to just the federal level of govern-
erates is changing. In essence, there is a ment in the United States. Digital inititatives
new modality that is emerging for govern- have been implemented by governments
ment to citizen engagement. Citizens are at the state, local and international level.
increasingly expecting a higher quality of
service from government, along with a gov-
One great example comes from the United
ernment that is more responsive, transpar-
ent, and agile to meet the complex demands Kingdom. Like in the US, the UK’s digital gov-
of delivering services for the public sector. ernment strategy was developed out of the
Technology such as cloud computing, en- need to accommodate a society increasing-
terprise content management (ECM), and ly dependent on technology, especially as
mobile device management services has technology continues to permeate deeper
not only transformed citizen facing ser- into our lives. Citizens interact with govern-
vices, but is also shaping how organiza- ment on the web to request services, pay
tions conduct internal operations as they bills, and engage with government. This trend
implement a digital government philosophy.
has led to many agencies developing more
Although a digital government is clearly in
transactions through self-service platforms.

7. DIGITALGOVERNMENT 7.
Overall, both the US and UK are taking the The UK is a fantastic example of how a digital
right approach to improving technology in strategy is impacting governments across the
government and fully leveraging emerging globe. In the United States, the Digital Strat-
tools to transform and redefine the customer egy at the federal level has led the charge
experience for citizens. The UK’s 14 goals can toward technology adoption at the federal
be found below. level. Since the strategy was released in 2012,
federal agencies have been forced to meet
1. Ensure there is an active digital leader on significant milestones outlined in the Digital
departmental and transactional agency Government Strategy. To see the deadlines
boards and milestones, be sure to view GovLoop’s in-
2. Empower skilled and experienced Service fographic, The Digital Strategy Timeline.
Managers to direct the redesign and opera-
tion of services Numerous cities are starting to make a push
3. Ensure that appropriate digital capability into digital government. Cities such as New
exists in-house across departments York City have named digital officers, Phila-
4. Support improved digital capability across delphia and Chicago have named Chief Data
departments Officers, while over 10 cities including San
5. Redesign services with over 100,000 trans- Francisco have named Chief Innovation Of-
actions each year ficers. Further, new divisions have been cre-
6. Ensure all new or redesigned transactional ated in Philadelphia and Boston, called New
services meet the digital by default service Urban Mechanics focused on innovative digi-
standard from April 2014 tal solutions to commmon problems. Some
7. Move the publishing activities of central links to explore can be found below:
government departments onto GOV.UK by
March 2013, with agency and arm’s length • Federal Government US Digital Strategy
bodies’ to follow by March 2014 • Federal Government Digital Strategy Milestones
8. Raise awareness of digital services so that • UK Digital Government Strategy Information
more people know about, and use, them • Listing of Chief Innovation Officers
9. Take a cross-government approach to as- • City of Philadelphia: New Urban Mechanics
sisted digital, and help people who have • New York City Digital Roadmap
rarely or never been online to access and
use services
10. Offer leaner and more lightweight tender-
“The more you can do online, the
ing processes more efficiency you bring to the
11. Lead in the definition and delivery of a suite process, you are not losing paper-
of common technology platforms to under- work, so there is a roadmap es-
pin the new services tablished, and agencies will make
incremental advancements and en-
12. Remove legislative barriers which unneces- hancements to the point they can
sarily prevent the development of straight- do hopefully virtually everything
forward and convenient digital services online in a secure fashion, that’s
13. Define and supply consistent management the vision going forward.”
information for transactional services
Todd Akers, Vice President, Acquia
14. Use digital tools and techniques to engage
with and consult the public

8. 8. THEGOVLOOPGUIDE

9. DIGITALGOVERNMENT 9.
5 Components of a
Digital Government
“First and foremost, the government
has to find what is necessary, not just
interesting. We tend to complicate,
we tend to saturate, and with that
comes a lot of investment of money
and time, and to get the most results
out of a digital strategy we really must
focus on finding the necessary and
not just serving what’s interesting,”
Teresa Bozzelli, President, Sapient Government Services
Beyond improved decision-making, efficiencies nal stakeholders to exchange information any-
and transforming the public sector, the move where and anytime with citizens. No longer is
to digital has led to a philosophical change our workplace defined by a physical location.
in government. With the complexity faced by We work remote, on the go, in coffee shops, on
the public sector, government cannot solve all planes, and in our homes. A truly digital gov-
its problems alone. To start to tackle society’s ernment leverages emerging technology to fa-
most pressing challenges, government must cilitate this kind of environment. As one survey
continue to take a collaborative approach, and respondent states:
bring all the stakeholders to the table.
“[We need] a government where people can access the
1. Accessible – Information Anywhere and forms and information they need easily at any time day or
Anytime night, can submit their questions and have them responded
Throughout our research, a theme that to on a timely basis, and who have people on staff that are
emerged was the desire for internal and exter- willing to examine new forms of communication.”

10. 10. THEGOVLOOPGUIDE
2. Self-Service 4. Agile and Scalable
Self-service platforms are The technology that is be-
changing the way government ing implemented today will
does business. In many cases, be antiquated within the next
self-service is removing the five years. Knowing this real-
burden of paper felt by many ity is critical for government
agencies. As one survey re- to create a digital government.
spondent states, agencies are Agencies must adopt scalable
moving toward an environ- solutions and leverage cur-
ment marked by “Less paper, rent investments in new ways.
portal for customers to ob- By adopting a more agile ap-
tain information, single web proach to technology, agen-
page for many services (such cies can periodically adopt
as name changes).” Through and change initiatives. This
self-service platforms, gov- philosophy will be essential to
ernment can become more meeting increasing demand.
efficient and effective in how
services are delivered, leaving 5. Removing the Burden of Paper
the monotonous tasks to tech-
nology, and allowing manag-
ers to adequately manage staff By providing services digitally,
and place employees on the consumers are able to effi-
highest value, mission-centric ciently receive information on
tasks. the platform of their choice.
Also, the government employ-
ee is freed from the burden of
3. Data-Driven mundane and monotonous
tasks such as filing, searching
With all the different kinds of and organizing large volumes
technology the public sec- of information. Leveraging a
tor is adopting, more data has digital strategy to relieve the
been created. For an agency burden of paper allows em-
to truly be “digital,” this means ployees to be placed in the
fully unlocking the power of most high value tasks, leaving
government data. Agencies the burden of monotonous
must continue to explore the tasks to technology.
value, volume, and variety of
data, and leverage informa-
tion to improve decision-mak-
ing. Although data is impera-
tive, there are two trends that
are essential: real-time data
and predictive analytics. Both
trends are key ingredients in
creating a digital government.

11. DIGITALGOVERNMENT 11.
“[We need] A government where
people can access the forms and
information they need easily at any
time day or night, can submit their
questions and have them responded to
on a timely basis, and who have people
on staff that are willing to examine
new forms of communication.”
-GovLoop Survey Respondent

12. 12. THEGOVLOOPGUIDE

13. DIGITALGOVERNMENT 13.
The Digital Government
Strategy – A Philosophical
ApProach
“There is a whole component of
technology to improving the life
of a government worker and turn
it back into public service, to make
sure their time is used for things
that reward the human mind, that is
really important to me, that you put
the time into human tasks, that only
humans can do.”
Terri Jones, Industry Marketing Manager, Govern-
ment, Hyland Software
One aspect of a digital government involves a With the mobile revolution, it is essential that
keen understanding of the philosophy that drove government retain a sense of openness and in-
the creation of the federal government’s Digital teroperability, to allow and deliver higher qual-
Government Strategy, released in May 2012. The ity services to citizens. By becoming more agile,
aggressive campaign by the Obama Administra- government can build a stronger government
tion focused on strategies to implement tech- structure, able to adapt more effectively to
nology across the federal government to create changes in technology. By taking an agile ap-
a more transparent, participatory and collab- proach to government, and especially in terms
orative style of governance, including initia- of mobile, government can build a sound infra-
tives that will create a 21st century government. structure able to scale and meet future demands.
The Digital Government Strategy sets out to ac- Although the first two priorities are important, le-
complish three things:
veraging data is becoming imperative for the pub-
lic sector. Agencies are creating more data than
Capitalize on the mobile revolution ever before and government is increasingly relying
Become more agile in technology adoption in a on using data to make sound decisions. With gov-
safe and secure way ernment data, the public sector, entrepreneurs,
Unlock the power of government data private sector, and all stakeholders can be em-
powered to develop mobile applications, im-

14. 14. THEGOVLOOPGUIDE
prove a program, or work col- These principles are being in- fine a way for citizens to eas-
laboratively to solve problems fused within the federal gov- ily access and consume data
faced by the public sector. ernment. Although the Admin- in a format that is most useful
Further, the federal govern- istration’s objectives were to to them. A shared platform
ment’s digital government articulate a vision to the feder- approach means that agen-
strategy revolves around al government, local and state cies can work both within and
four overarching principles: governments have certainly across agencies to reduce costs,
been adopting new technol- streamline activities, develop
Information-centric ogy to transform government, consistent standards and, most
Shared platform with a very similar approach importantly, deliver informa-
as the federal government. tion efficiently and effectively.
Customer centric The information centric ap- A customer-centric approach
Security and privacy proach is used broadly to de- is defined as keeping pace with
Figure 1: What tools are you including
in your Digital Strategy?
76% 76%
71%
Survey respondents were asked Another user stated, “Mission (ser-
to “select all that apply” to high- vice) objectives drive the tools 51%
light the tools they were using used. Who are the users? How will 43%
to adopt a digital strategy within they access the “service?” What 39%
their agency. Survey respondents data or information is being pro- 26%
were also offered the opportunity vided to the users? What is the 20%
Website Upgrades
best way to access the data or in-
Shared Platforms
to offer qualitative answers, in
formation?”
.Gov Domain Reduction
Social Media
which one respondent stated, “We
Open Data
A final response was, “I’m looking
try and look at things from a user
Mobile
for tools that streamline and im-
Cloud
and public point of view. If there
API
prove our work and, in particular,
are things that they are doing or ones that help us supply more and
using to communicate, we try to better information to the public
use those same tools, such as so- faster and be able to track our ef-
cial media and optimizing search.” forts with metrics.”
Figure 2: How have you responded to
the Digital Government Strategy?
At the federal level, there are many Two Customer-facing Services to Make Mobile 13%
ways that government can re- Enterprise-wide Inventory of Mobile Devices
spond to the Digital Government and Wireless Services and Contracts
18%
Strategy. In addition to mandates
and milestones, our survey finds Shared and Open CMS 21%
the following ways that agencies
are responding to the initiative:
BYOD Guidence 24%
Government Wide Contract Vehicles,
Mobile, and Wireless 26%
Web API’s 32%
Update dot gov Domain Guidence 32%
Tools and Guidence for Measuring Performance
and Customer Satisfaction 40%
Guidelines for Improving Digital Services 45%

15. DIGITALGOVERNMENT 15.
current market trends to de- The Tools to Get There vices and technology that will
liver services in models that is work seamlessly to transform
desired by citizens. This means “Each agency should have more online the public sector. In our survey,
providing access to informa- presence as we are now living in a high- we asked government employ-
tion through websites, mobile ly visual audience that expects us to be ees what tools they are consid-
applications, and data to al- where they are. The government needs ering to create a digital strat-
low users to consume infor- to take steps to moving into the digi- egy; the results can be found
mation in the right form, and tal era.” -GovLoop survey respondent in Figure 1. Figure 2 high-
models they want to consume.
The final philosophy is one of lights how federal agencies
security and privacy, as agen- GovLoop’s research has found have responded to the current
cies are sharing, collaborating that digital government is not Digital Goverment Strategy.
and creating more data, there just one tool or solution that
must be a way to retain secu- will reimagine the public sec-
rity and protect information. tor; it is the multitude of de-
Figure 3: What are your challenges to Adopting Digital
Strategy?
In the GovLoop survey, respondents were asked to rank their top challenges to adopt a digital strategy.
Respondents were given the options of selecting leadership, budgets, staffing or education. The results can
be found below.
Leadership (30%)
Leadership is essential to technology adoption and crafting a digital strategy. Leaders must craft a clear vi-
sion, consistent with the organizational mission, and work diligently to adopt technology and find new ways
to leverage investments to transform processes within the agency.
Budgets (28%)
$
$
$
$
Budgets continue to plague the public sector. As resources diminish, adoption of technology becomes increas-
ingly difficult. As agencies are trying to provide new services and catch up with technology, they also face a
$
$
$
$
very difficult economic climate to purchase and modernize.
Staffing (22%)
Along with budgets, staffing continues to be an issue for government. With emerging technology, agencies
should be able to put people on more high value tasks, and allow technology to perform the more auto-
mated tasks. This is always not possible, and with hiring freezes and fiscal uncertainty, the public sector is
challenged to recruit and retain top IT talent.
Education (20%)
As many new kinds of technology emerge, they may not be applicable for government. With any kind of
technology adoption, agencies need to develop a clear value proposition, making sure government technol-
ogy is adopted the right way and solving the right problem, and ensuring that decision leaders, staff, and all
stakeholders are all well educated on investments made.

17. DIGITALGOVERNMENT 17.
5 Benefits of a Digital
Government Strategy
Crafting a digital strategy for government mal operations.” From our research and analy-
entities presents many benefits. As govern- sis, there are five benefits of a digital strategy:
ment transforms and delivers services in new
ways, it is important to identify the value add 1. Cost Savings and Efficiency
for digital government initiatives. This trend
is readily clear to the government commu- With the current state of government bud-
nity, as one survey respondent states, “Citizen gets, agencies need to not only leverage cur-
behavior is changing and we need to change rent investments, but also make new ones to
our delivery method to meet that behavior.” find costs savings and efficiencies. One of the
benefits of a digital strategy is that regard-
The business case for a digital government less of the tools being used, done correctly,
strategy revolves on the necessity to provide there are enormous efficiencies and cost sav-
services in new ways, drive cost-savings, and ings to be found. As one respondent states,
increase efficiencies and transparency within digital strategies “reduce cost and [achieve]
the agency. One survey respondent states the more transparency as well as serving the needs
benefits as, “Efficiency at work, cost-savings, of citizens, stakeholders, and intra-agency coun-
consumer-driven, transparency.” Another re- cils.” Another survey respondent indicated the
spondent stated, “Defined process helps com- top benefits as, “Efficiency, effectiveness, trans-
municate movement to public and identify parency, customer service (for both employees
possible support digital can provide to nor- and external customers), enabling innovation.”

18. 18. THEGOVLOOPGUIDE
2. Improves Services 3. Creates Workforce Efficiencies 4. Scalable Infrastructure
A clear example of an im- Technology allows organi- Scalable IT infrastructure is es-
proved service is the use of self- zations to streamline effi- sential. In this context, scalability
service platforms. By allowing ciencies and place people means the ability for software or ap-
people to access information on high value tasks. In mul- plications to continue to function
on the web and perform ser- tiple cases, technology is as the size and volume increases
vices, the agency can find new enabling people to work on to meet citizen demand. This can
efficiencies and do more high- high value tasks and work to mean increasing storage through
value, mission-critical work. improve the public sector. the cloud, quickly adding more

19. DIGITALGOVERNMENT 19.
“digital strategies reduce cost
and achieve more transparency
as well as serving the needs of
citizens, stakeholders, and intra-
agency councils.”
-GovLoop Survey Respondent
5. Transparency
computing power, or easily mi- Technology allows govern- than ever before. This means
grating to new operating software. ment to facilitate an im- everything from providing
New technology, such as the proved dialogue with citi- information during emer-
cloud, can enable organizations zens. Although transparency gencies, sharing data, and
to scale up as demand increases. will always be a challenge streamlining freedom of
As more citizens expect to ac- for government, technology information act (FOIA) re-
cess the web, scaling offerings can instantly connect gov- quests, can happen in a more
is essential to meeting demand. ernment to citizens more transparent environment.

21. DIGITALGOVERNMENT 21.
6 Ways Emerging Technology
is Facilitating Digital
Government
As this report has shown, Spotlight Interview: How Open Source Can Improve Citizen Engagement
digital government can be An interview with Todd Akers, Vice President Public Sector, Acquia, discussing how open
defined and expressed in source technology has transformed the way agencies interact on the web.
many different ways. At the
state, local and federal level, Government Case Study: RFP–EZ and Presidential Management Initiative
agencies are adopting tech- Presidential Innovation Fellow Clay Johnson highlights a project to help “streamline and
nology to work towards mis- modernize the federal procurement system,” known as RFP – EZ.
sion-centric goals, cut costs,
streamline workflow and im- Spotlight Interview: Removing the Burden of Paper for Government
prove the way government In an interview with Terri Jones, Industry Marketing Manager, Government, Hyland Soft-
engages with constituents. ware, Jones describes how enterprise content management is relieving agencies of the bur-
den of paper, and bringing new efficiencies to the workforce.
The following vignettes high-
light six ways that emerging Government Case Study: Department of Agriculture’s SuperTracker App
Dr. Robert Post, Associate Executive Director, U.S. Department of Agriculture, Center for Nu-
technology is facilitating a
trition Policy and Promotion, shares pertinent information on the agency’s SuperTracker
digital government. For each
App, which they created in response to an increasingly health-conscious public.
vignette, GovLoop spoke with
industry and government
Spotlight Interview: Increasing Efficiency with Digital Communications
thought leaders to highlight
In this section Lance Horne, General Manager, GovDelivery Federal Services, highlights the
technologies and best practic-
ways that a comprehensive digital communications strategy improves agencies’ ability to
es that are shaping digital gov- connect, collaborate, and engage with citizens.
ernment strategies. Whether
it is through open source Spotlight Interview: Reimagining Public Sector Institutions Through
technology, enterprise con- Technology
tent management software Teresa Bozzelli, President, Sapient Government Services, provides four trends on how gov-
(ECM), self-service platforms, ernment is adopting digital strategies.
or advance communications
strategies, agencies are im- These interviews and case studies provide expert insights on how gov-
proving the effectiveness, ef- ernment is adopting emerging technology trends. This section also re-
ficiency and transparency of affirms the importance of a strategic approach to adopting technology
government through emerg- to improve government services. With increasing expectations from citi-
ing technology. Below is a zens, government must quickly adopt and modernize services to create
brief synopsis of each vignette: an efficient and agile government.

23. DIGITALGOVERNMENT 23.
Spotlight interview: how open source
can improve citizen engagement
strategy. There clearly is an increasing recognition
“There is a whole lot that can be done by government that constituents at federal, state
leveraging the Internet to help bring ef- and local levels should be empowered to find rele-
ficiency to the operation of the govern- vant information quickly, collaborate on issues, and
ment, and we don’t have a choice. It’s
have a two-way conversation with government on
got to be done. The money is not there
and the public sector budgets are not the web. There are many ways that open source can
growing the way they have in the past.”
improve transparency initiatives for government, as
Akers states:
Todd Akers, Vice President Public Sector, Acquia
“There is a cost associated with achieving ever-increasing transpar-
ency. Choosing an open source solution like Drupal means that, given
the current budgetary environment, more of an agency’s available
As budgets have become more restrictive in gov- resources can be invested in creating transparency and achieving the
ernment, agencies are looking for new ways to le- goal of citizen interaction. Innovation and agility in serving the needs
verage technology. The web has become an essen- of the public are enabled by the significant savings of open source
tial part of a communications strategy, and many technology.”
organizations are looking to upgrade and consoli-
date web services. This means providing options for
self-service, improving how content is delivered on The Future Web: Responsive Design
the web, integrating social channels, and reducing
.gov domains to streamline information. With the web, an emerging and important trend re-
volves around responsive design. Akers spent some
To upgrade web services, many organizations have time explaining the importance of ensuring that
turned to open source technology as a solution to desktop, tablet and smartphone formats are all dis-
transform their websites. One open source technol- played well, stating, “Responsive design is a beautiful capa-
ogy that agencies have adopted is Drupal. At the bility. Responsive design allows you to automatically format and
federal level, many agencies have used Drupal to adjust to the screen that the content is being viewed on, so that
implement new websites, including Energy.gov at allows [agencies] to obviously minimize the number of environ-
the Department of Energy and FCC.gov at the Fed- ments they have to run.” states Akers.
eral Communications Commission (FCC).
The FCC’s Drupal-powered website has improved “The more you can do online, the more
the way the agency shares information and en- efficiency you bring to the process. You
gages with the public. FCC.gov includes a public are not losing paperwork, so there is
affairs section, information on regulatory affairs, a roadmap established. Agencies will
and a section for developers providing access tools make incremental advancements and
enhancements so that eventually they
and data. The site’s clean design makes significant can do virtually everything online in a
informational resources of the agency, including secure fashion. That’s the vision going
maps and data, easily accessible to citizens. forward.”
The federal government is not alone in its adop- Todd Akers, Vice President Public Sector, Acquia.
tion of Drupal and implementing an open source

24. 24. THEGOVLOOPGUIDE
Government Case Study:
RFP–EZ and the Presidential
Management Initiative
In August 2012, the Executive Office developed like the previous system because the long, written
the Presidential Innovation Fellowship program to proposals took time away from marketing research
bring in some of our nation’s smartest individuals and price negotiations and hindered the potential
to solve some of governments most pertinent prob- to review more companies.
lems. In the current program, Presidential Innova-
tion Fellow, Clay Johnson is working on a project “Gone are the days of the 100 page proposal for a
to help “streamline and modernize the federal pro- 100,000 dollar deal; the number of words in your pro-
curement system”. His system, called RFP-EZ, works posal should not outnumber the dollar amount in the
bid,” says Johnson in an interview with DorobekIN-
to make the process of applying for a bid on a gov-
SIDER podcast show on GovLoop. Instead, the RFP-
ernment job easier for contractors.
EZ is an online application the company can send a
request to bid by answering four questions:
In the creation of RFP-EZ, Johnson and his col-
leagues have learned “the secret acknowledgement
that nobody likes writing proposals. Small busi- 1. How would you do the work?
nesses don’t like it because obviously it’s the one 2. What in the past demonstrates you are good at this
thing that’s 100% overhead (sales is not billable an
type of work?
hour).” Contractors do not favor applying for bids
on jobs because it takes up time that can be used 3. Who would work on it?
to spend time with their family or working to better 4. How much would it cost?
their business. The government especially did not

25. DIGITALGOVERNMENT 25.
The answers to the questions are more direct and
succinct, allowing government officials to review
more applications and better identify which con-
tractor is best for the job. Johnson and his col-
leagues also realized that the same contractors
would be applying for bids multiple times. To ad-
dress this, the RFP-EZ application allows contrac-
tors to register; creating an account that enables
them to save their information so the application is
shorter for repeat bidders.
Everything about RFP-EZ aims to modernize the
government bidding process. In keeping with the
goals of the Digital Government Strategy effort, the
program eliminates unnecessary red tape, quick-
ens the process and improves the quality of the
experience on both ends. So far, contractors have
“immediately seen the value,” and 250 new small
businesses submitted bid proposals in one week.
RFP-EZ has proven to be a beacon of opportunity
in the move towards Digital Government Strategy,
including both big government and small business
in its initiatives.

26. spotlight interview: removing the
burden of paper for government
their objectives and spend more time to listen and
“There are things that only humans can engage, which ultimately provides a higher level
do, and there are things that humans of customer service. By focusing on high-value,
should never have to do, and that’s where mission centric tasks, government can provide im-
ECM comes into play. So if I am working proved services, and improve service delivery by
on a digital strategy for government, for increased attention to customer service.
once I am not just going to say that it has
to be cheaper, I am going to say it has to
Briefly, ECM systems allow organizations to:
be better for people and their daily tasks.”
Capture documents
Terri Jones, Industry Marketing Manager, Government, Hyland Process case management requests
Software Access documents and information anywhere
Integrate with other transactional applications
in an agency
In our personal lives, society has grown increasingly Measure and monitor customized reports, and store
reliant on technology. With smartphones and mo- documents
bile devices, consumers have endless options to en-
gage with friends, family and organizations over the With the rapid changes as to how people use the
web. Consumers can purchase coffee, order pizza, web, government is in a transitional period as
receive movie tickets, file customer service com- to how services are delivered. As paper is at the
plaints, access personal email, and instantly con- heart of many government programs, ECM soft-
nect or expand networks on personal devices. With ware is absolutely part of the transition. With ECM
these changes happening in citizens’ private lives, technology, “organizations are once again putting
there are now heightened expectations of how gov- their employees’ time back into the place where
ernment engages with the public. they need the humans,” states Jones.
With the Internet so essential in our lives, web tech- When implemented efficiently, ECM technology
nology continues to impact how government in- creates a solution to alleviate the mundane day-
teracts with constituents, as Hyland’s Terri Jones, to-day tasks of employees. ECM technology shows
Industry Marketing Manager, Government, Hyland that there are some tasks that computers and soft-
Software, states, “We now consider the Internet to ware systems can simply do faster, cheaper and
be mission critical in our social lives, and we are more efficiently than human workers. By remov-
bringing that back to our professional lives, so citi- ing document management tasks, workers’ morale
zens expect certain things from government.” and productivity will increase as they are placed
into roles in which they can use their higher-level
Enterprise Content Management software (ECM) al- skills and work towards the most important goals
lows employees to be more efficient and productive, of an agency.
focusing on high-value and mission-centric tasks.
For instance, rather than performing low-value tasks “There is a whole component of technol-
such as manually entering organizational data, or- ogy to improving the life of a government
ganizing files, and physically delivering materials worker and turn it back into public service,
to make sure their time is used for things
to coworkers, ECM allows automation to liberate that reward the human mind, that is really
government from the burden of paper. This allows important to me, that you put the time into
employees to use their time efficiently, focusing on human tasks, that only humans can do.”
high value tasks, such as helping customers meet

27. DIGITALGOVERNMENT 27.
Government Case Study:
Department of Agriculture’s
SuperTracker app
In the digital world, a food pyr- tailed information dump to get ency and access to information.
amid poster hanging up in a started and can build a deeper The USDA recognized that to-
school cafeteria is no longer an and more intense experience as day’s public expects to have ac-
effective method to relay nutri- you go,” said Post. Government cess to an unfathomable amount
tional information. In response agencies are realizing that they of information in an instant. To
to the increasingly health-con- can no longer depend on the address this need, SuperTracker
scious public in a growing tech- traditional methods of outreach, has a feature called Food-A-Pe-
nological world, the Center for such as posters, public service dia. Post explained, “you can look
Nutrition Policy and Promotion announcements, and the like. up nutritional information for
at the United States Depart- Instead they must create a “fan- over 8,000 foods and do a side-
ment of Agriculture (USDA) has base,” and work on their agency by-side comparison to deter-
created the SuperTracker app. brand as much as a company mine which foods really fit your
must work on a product brand. needs.” All of the information and
The app combines the science personalized metrics are avail-
behind nutritional guidelines One method of doing this is uti- able to the user “at a fingertip.”
and turns it into an interactive lizing social media. “The big met-
program that can be personal- ric for us is the awareness factor,” As with most Digital Government
ized. Users can determine what says Post, “The analytics give us Strategy initiatives, the focus is
and how much to eat as well as a level of penetration in terms on public satisfaction and stream-
how active they have to be by of social media. We know for ex- lining the transfer of information
calculating intake versus activity. ample that the My Plate initia- from agencies to their constitu-
tive [part of SuperTracker] cre- ents. In order to better serve the
In an interview on GovLoop’s ated 2 billion media impressions.
DorobekINSIDER podcast show, public, the Center of Nutrition and
Overtime we will be measuring Promotion at the USDA has made
Dr. Robert Post, Deputy Director perception and the consumer’s
for the Center of Nutrition and great efforts to create a working
intent to change.” By combining digital strategy. SuperTracker by-
Promotion, explained why an app analytics with social media, the
was the chosen method of con- passes the cumbersome meth-
Post’s team will be able to adapt ods of providing nutritional in-
necting USDA with the public.
the app to better serve the public. formation (posters, books, ads,
“We learned through personal-
ized nutrition that consumers etc) and instead gives individuals
What many agencies are finding access to the information avail-
are looking for something that is
is that the public wants transpar- able in simple, organized apps.
easy to use, doesn’t involve a de-

28. “ I want us to ask ourselves every day, how are we using
technology to make a real difference in people’s lives. ”
– President Barack Obama
Meet your mission at the intersection of
“making a difference” and “technology”
In government, we serve the people. It’s a fairly simple idea but unfolds into a myriad of programs,
projects, duties, responsibilities, and tasks that rely on systems and tools that are likely outdated or
barely usable.
Work smarter. Serve the public better. Make a difference with innovative technology. Fulfill Digital
Government Strategy milestones. Meet your mission more easily and efficiently.
Leverage a proven, cloud-based communications ecosystem that has transformed the way public
sector organizations attract, inform, and engage stakeholders.
Find out why more than 550 worldwide government organizations are using GovDelivery
technology to meet their mission, make a difference, and serve the people in transformative ways.
Visit us at govdelivery.com.
reachthepublic.com facebook.com/govdelivery @govdelivery youtube.com/govdelivery govloop.com
© GovDelivery 2013

29. DIGITALGOVERNMENT 29.
spotlight interview: Increasing Efficiency
With Digital Communications
Collaborating and consolidating digital communi-
“We have seen agencies across the federal,
cation efforts is not the only step that needs to be
state, local and foreign governments rec-
taken in order to be successful to advance commu-
ognize the need to focus on strengthening
nications strategies. Agencies also need to know
the efficiencies and effectiveness of their
that the information is valuable to citizens, and
public facing communications,”
being consumed. “Whether there is a need to issue
alert information in times of emergencies or natu-
Lance Horne, General Manager, GovDelivery Federal ral disasters, informing the public of changes in tax
policy or making available updated information
on health care issues, agencies need to not only
be able to distribute information, but know it has
been consumed,” Horne notes.
Technology in the public sector has transformed
the way government does business. This report Understanding how information is being consumed
has shown that technology not only is redefining is essential to advancing government communica-
internal workflows, service delivery, and providing tions. One way of gauging how much information
increased efficiencies, but technology is also ad- is consumed is by creating a two-way dialogue be-
vancing the way government communicates with tween government and the public. “At some level
citizens. it gives the citizen the capability of participating,
or becoming part of the government,” says Horne.
Recently, Lance Horne, General Manager of Gov- This feedback can point to flaws in communication
Delivery, shared his expert insights, gathered from methods and lead agencies towards providing the
more than 15 years of experience in the public sec- information that the public wants.
tor, regarding how communications has been rede-
fined in the digital era. With new ways to engage With current belt-tightening measures in the pub-
with constituents, government agencies need to lic sector and the pressures to be more cost ef-
understand the benefits and obligations they have fective, government agencies need to “refocus
to leverage technology to improve communica- resources and personnel to focus on core mission
tions. critical objects, leaving the heavy lifting to technol-
ogy,” Horne states. That said, the traditional com-
Currently, many agencies have separate contact munication methodology like postal and packag-
lists among their various departments, though they ing services, traditional advertising, and simple
may be trying to reach the same people. There also email distribution is now becoming increasingly
may be separate departments working on social non-viable given the current fiscal environment. In
media, while others worry about more traditional many cases, traditional methods of communication
methods of communication such as phone calls have proven to be more costly than efficient, forc-
and emails. By consolidating communication meth- ing agencies to streamline communication efforts.
ods under one department or program, agencies
will then be able to use analytics to see the larger
picture of what efforts are successful and what “We have seen urgency on doing more
needs adjustment. Agencies need to integrate all with less, being driven by the seeming-
their digital communication efforts “to ensure that ly constant budgetary issues facing the
they can target any outlet to disseminate messag- Administration and Congress,”
ing and show subscriber growth without resorting
to widely disparate systems and techniques,” states Lance Horne, GovDelivery General Manager, Federal Services.
Horne.

30. 30. THEGOVLOOPGUIDE
Enabling HUMAN
POTENTIAL through
INNOVATION
With digital expertise and citizen-centered
design, Sapient is changing how our nation
works, connects and responds.
Check out our Points of Value
SAPIENTGOV.COM

31. DIGITALGOVERNMENT 31.
spotlight interview: Reimagining Public
Sector Institutions Through Technology
public awareness and transparency efforts that en-
“Most of our clients’ digital strategy falls courage citizen participation. Additionally, agen-
into four categories: real-time data for cies can track trends, identify patterns, and predict
situational awareness, making large data events to combat waste, fraud and abuse.
available with more meaning, improving
a service or transaction, or multiple plat- Improving Digital Transaction Services
form design that is device independent.”
Teresa Bozzelli, President, Sapient Government Services
Agencies are moving to implement programs that
meet citizens’ expectations of accessibility to pro-
vide transactional services anytime, anywhere,
and across multiple platforms, such as websites
In today’s global economy, government agencies or mobile devices. Also, agencies are looking to
are seeking to redefine themselves in order to understand citizen needs through the analysis of
adapt to the needs of the public sector. Although complex analytics for providing common transac-
technology connects us like never before, it also tions, such as disbursing benefits, paying bills and
creates an additional layer of complexity as gov- taxes. By making a thorough analysis of available
ernment programs are interconnected across state, data from transactions, agencies can meet citizens’
local and federal levels of government. If agencies needs and instill a high-level of customer service
do not adjust to the changing digital culture, they and satisfaction. To implement this functionality,
will continue to suffer from outdated methods and secure data storage, as well as accurate records of
technology and lose touch with the increasingly transactions needs to be maintained.
digital-focused public.
Experience Driven Multiple Platform Design
Teresa Bozzelli, President, Sapient Government
Services, highlights four trends on how govern- As Bozzelli mentions, many government websites
ment is adopting digital strategies as enabling and mobile experiences are designed and packed
real-time data and situational updates, making big with information that does not easily translate into
data widely available, improving digital transac- how audiences actually want to access information.
tion services, and experience driven multiple plat- Through research and analytics, agencies are look-
form design. ing to understand what information is the most
useful, and how to make resources useable instead
Enabling Real-Time Data and Situational Updates of just available. This includes knowing when and
how to provide information quickly across multiple
Government agencies are interested in providing platforms to increase citizen satisfaction.
information to their constituents, but efficiently
communicating that information in a timely man- With the dawn of the digital era, government lead-
ner can be a challenge. The common theme that ers are seeking new ways to match the pace of
encourages agencies to develop a digital strategy technology by fostering innovation and creativity
is real-time data availability. Increasingly, agencies through a digital government strategy. Today, the
want to use real-time data to make informed de- question is not if agencies should adopt a digital
cisions, spot frauds, and allocate resources quickly strategy, but how it can be done in the unique
during emergencies. culture of government.
Making Big Data Widely Available “First and foremost, the government has to find
what is necessary, not just interesting. To maxi-
Bozzelli states that many agencies are not just mize the government’s investment in a digital
looking to “take large data, highly complex data, strategy, we really must focus on finding areas
to provide meaningful, measureable impact for
and make it broadly available to citizens and moving the mission forward. This is centered on
stakeholders, but to do so with meaning.” As Boz- focusing on the necessary priorities in support
zelli identifies, the key is allowing agencies to un- of the mission. This is where we must positively
connect, support and serve citizens,”
lock the power of government data. By providing
access to data, citizens create value by building Teresa Bozzelli, President, Sapient Government Services.
mobile applications, while agencies can increase

32. 32. THEGOVLOOPGUIDE

33. DIGITALGOVERNMENT 33.
Best Practices to Craft
Your Agency’s Digital
Government Strategy
Our research identifies many different strat-
egies to implement a digital strategy within
government. One of the findings is that the cur-
rent environment in which government oper-
ates makes innovation very difficult. With the
political cycle, changing administrative man-
dates, and difficulty moving between sectors,
innovation is a challenging task for agencies
to institutionalize. With that in mind, it is clear
that innovation that starts at a grass roots level
can be sustained within an agency if it is em-
braced, discussed and encouraged by all lev-
els of the agency. Below are six best practices
to implement a digital government strategy:
1. Collaborate Across the Agency
Collaboration is the key to advancing a digital
strategy, as one survey participant mentions:
“Encourage a collaborative team approach
to challenge responses, and permit uncon-
strained brainstorming.” Encouraging a col-
laborative environment is essential to govern-
ment and can help agencies better identify
resources, exchange ideas, and work towards
achieving mutually defined goals.

34. 34. THEGOVLOOPGUIDE
place for support, communication.” Another re-
2. Have Clear Performance Metrics spondent also stated, “Prototype - don’t waste
time with hefty and outdated plans. Start small
Having clear goals and performance metrics is and test, ramp up if it’s effective.”
essential to fully leveraging emerging technol-
ogy, and finding value to measure importance.
At the onset of any kind of technology adop- 5. Identify the Mission Critical Initiatives
tion, “Having goals, knowing your media and
audience, staying consistent with usage, and “Recognize one solution might not be
staying up-to-date with changes.” the best for every department in an
agency - they have different custom-
ers and needs,”
3. Set a Clear Vision
GovLoop survey respondent.
Setting a clear vision is imperative to creating
a digital government strategy. Agency leaders
need to look to the future, identify the tools No matter what tools the agency decides to
and strategies that need to be adopted, and implement, the new initiatives must work to-
then map to the agency’s mission. One sur- wards mission critical objectives, and help ad-
vey participant states, “Figure out what people vance the cause and mission of the agency.
want/need. Why spend time on a digital initia- As one survey participant states, “First, have a
tive that no one will use? You can survey peo- strategy and not just a selection of technology.
ple or look at trends in terms of repeating tasks Understand the purpose users want the tech-
that might be streamlined or made available nology for. Do not rely on a catalog of devices
tothe citizen directly.” or components.” Further, a second respondent
notes, “Understand the overall strategy, then
4. Have a Technology Roadmap determine whether and how to support it with
digital approaches. Sometimes a fad is just a
Technology comes in cycles, the next big de- fad.”
velopment is right around the corner – it may
be gamification advancements, augmentation, 6. Institutionalize a Culture of Innovation
or something completely new. Regardless,
agencies must be agile to meet increasingly This was one of the core findings in our re-
complex demands of the public sector. One search, the importance of institutionalizing a
survey respondent states, “[We] need to be culture of innovation. Our research finds that
nimble - technology will constantly be chang- to truly create a culture of innovation, agen-
cies need to take risks, share resources, devel-
ing so [we] need to develop a strategy that
op small cross-functional collaborative teams,
covers new options without having to rethink
and reward and provide incentives for teams.
and create a separate plan for how they could
One survey respondent states, “Find ways to al-
be used.”
low people to do things in a limited-risk man-
ner rather than always stopping things in case
Further, it is essential to develop a strategic
they don’t work.”
plan to adopt tools, and running small pilots
to gather quick wins and work through chal-
lenges. As another survey member identified,
“Plan, generate options, test, collaborate, iden-
tify risks and unintended impacts, put policy in

35. DIGITALGOVERNMENT 35.
Where Can Government
Be in 3-5 Years?
With each of our interviewees, GovLoop “There will be some cost-specific things that
asked participants to share insights regard- will continue to happen, including cloud for
ing where they think government will be in data and device independence; those are go-
the next five years. Across the board, inter- ing to be two things that are not an option.
viewees were confident that technology is In three years, if we think about what’s driven
truly going to transform government, and by the citizen, I think crowdsourcing of solu-
serve as a way to re-imagine and create a 21st tions will continue to drive the government to
century government. With budgetary pres- change how it does business. The ability to plan
sures mounting, and agencies being forced for change includes attracting the right digital
to do more with less, now is the time when innovation workforce and developing digital
innovation should occur in government. strategies that connect us across digital divides.”
Further, Jones believes that self-service mod- Undoubtedly, the public sector is ripe for inno-
ules and programs will expand in the public vation, as Horne states, “In the next 3-5 years we
sector. As Jones identifies, “People are go- are going to witness a sea-change in the way dig-
ing to have the tools they need to do the job ital communications is managed from a public
and government is going to have gone a long sector perspective.” Akers agreed with Horne’s
way towards self service. Government has sentiments, stating that: “The way to improve
reached the perfect storm of not enough staff, services is through incremental investments
not enough money and a generation shift in in technology. Agencies can leverage the web
what we expect and are able to do online.” more, and generate cost savings by providing
interaction and automatic submission of docu-
Through emerging technology, Bozzelli is ments and forms online. And since this allows
also confident that the way government does them to provide better ways to get access to
business will be transformed. Bozzelli states, that content, calls to the agency are minimized.”

36. 36. THEGOVLOOPGUIDE
ABOUT GOVLOOP
Location
GovLoop is headquartered in Wash-
ington D.C with a team of dedicated
professionals who share a commit-
ment to connect and improve gov-
ernment.
GovLoop
734 15th St NW, Suite 500
Washington, DC 20005
Phone: (202) 407-7421
Fax: (202) 407-7501
GovLoop’s mission is to connect gov- research. Today, GovLoop is the lead-
ernment to improve government. We ing site for addressing public sector is-
aim to inspire public sector profes- sues.
sionals by acting as the knowledge
network for government. The GovLoop GovLoop works with top industry part-
community has over 65,000 members ners to provide resources and tools to
working to foster collaboration, solve the government community. GovLoop
problems and share resources across has developed a variety of guides, in-
government. fographics, online training and educa-
tional events, all to help public sector
The GovLoop community has been professionals become more efficient
widely recognized across multiple sec- Civil Servants.
tors. GovLoop members come from
across the public sector. Our member- GovLoop’s report, Crafting a Comphrensive
ship includes federal, state, and local Digital Government Strategy is sponsored
public servants, industry experts and by Aquia, GovDelivery, Hyland, and Sapient.
professionals grounded in academic

37. DIGITALGOVERNMENT 37.
resources
Govloop Guides
Unlocking the Power of Government Analytics, Pat Fiorenza, March 13, 2013: http://www.govloop.com/profiles/blogs/new-gov-
loop-report-unlocking-the-power-of-government-analytics
Government Technology: A Year in Review, Pat Fiorenza, December 5, 2012: http://www.govloop.com/page/government-technol-
ogy-year-in-review
New GovLoop Report: Exploring Bring Your Own Device in the Public Sector, Pat Fiorenza, October 25, 2012: http://www.govloop.
com/profiles/blogs/new-govloop-report-exploring-bring-your-own-device-in-the-public-
Navigating the Digital Roadmap: Pat Fiorenza, August 7, 2012: http://www.govloop.com/techgovguide
Identifying the Promise of GIS in the Public Sector: Pat Fiorenza, October 16, 2012: http://www.govloop.com/geographic-informa-
tion-systems-guide
Govloop infographics
How Enterprise Content Management is Transforming the Public Sector, Pat Fiorenza, March 18, 2013, http://www.govloop.com/
profiles/blogs/infographic-how-enterprise-content-management-software-is-transfo
Government Technology in Review 2012, Cat Robinson, December 19, 2012, http://www.govloop.com/profiles/blogs/government-
technology-in-review-2012
The Digital Government Strategy Timeline - An Infographic, Jeff Ribeira, August 9, 2012: http://www.govloop.com/profiles/blogs/
the-digital-government-strategy-timeline-an-infographic
Govloop Blogs
7 Ways to Get Innovation Right, Emily Jarvis, March 26, 2013: http://www.govloop.com/profiles/blogs/7-ways-to-get-innovation-
right
10 Parallels Between the US and UK Digital Government Strategy, Pat Fiorenza, January 24, 2013: http://www.govloop.com/pro-
files/blogs/10-parallels-between-the-us-and-uk-digital-government-strategy
White House Releases BYOD Tool-Kit, Pat Fiorenza, August 24, 2012: http://www.govloop.com/profiles/blogs/white-house-releas-
es-bring-your-own-device-tool-kit
GovLoop’s Technology Page: http://www.govloop.com/technology
Digital Government Strategy Resources: http://www.govloop.com/digital-government-strategy

38. 38. THEGOVLOOPGUIDE
734 15th St NW, Suite 500
Washington, DC 20005
Phone: (202) 407-7421
Fax: (202) 407-7501