Innovating at the Point of Citizen Engagement

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INNOVATING AT THE POINT
OF CITIZEN ENGAGEMENT:
M A K I N G E V E R Y M O M E N T C O U N T

1. THEGOVLOOPGUIDE
W E L C O M E / C O N T E N T S
Introduction - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3
The Spectrum of Citizen Engagement - - - - - - - - - - - - - - 6
Arnstein’s Ladder - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8
IAP2’s Spectrum - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8
Maslow’s Hierarchy - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8
“Must Do” Moments - - - - - - - - - - - - - - - - - - - - - - 10
Retooling Tax Time: How to Educate and Engage Taxpayers on the Go - - - - - - - - - 11
Rejuvenating Jury Duty: How a “Captive” Audience Becomes a Catalyst for Action - - - 13
Constructing Strong Communities: Improving the Permit and Property
Management Process - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 17
“Should Do” Moments - - - - - - - - - - - - - - - - - - - - - - - 20
Helping the Hard to Reach: How Savvy Social Workers Build Digital Bridges - - - - - - 21
Transforming Town Hall: How a Co-Located Community Center Works Wonders - - - - 23
Engaging By Email: How to “Upsell Engagement”Through Sign-Ups and Subscriptions - 27

2.GOVERNMENTCITIZENENGAGEMENT
“Can Do” Moments - - - - - - - - - - - - - - - - - - - - - - - - 30
Enabling Citizen Energy: How Raleigh Opens Up Opportunities for Innovation - - - - - - 30
Mobilizing a Movement: How Online Community Connects Neighbors in Need - - - - - 35
Overcoming Budget Constraints: How Crowdfunding Supplements Tight Budgets - - - - - 37
Summary - - - - - - - - - - - - - - - - - - - - - - - - - - - - 41
Acknowledgements - - - - - - - - - - - - - - - - - - - - - - 43
About GovLoop - - - - - - - - - - - - - - - - - - - - - - - - - - - 44
Resources - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 45

3. THEGOVLOOPGUIDE
What’s the point of citizen engagement?
If you think about it, that question has two an-
swers:
1. When you first hear that question, you likely
think of the word “point” as tied to meaning.
The point, in this case, comes from asking our-
selves: Why do we want citizens to have an
exchange with government? What’s the point
of them interacting with us? Is completing a
transaction enough or do we want citizens to
tell government more about their experience
related to that transaction? Do we want them
to get more involved in the machinations of
government?
2. Of course, there is another way of thinking
about the point of citizen engagement, which
is the place where citizens encounter their gov-
ernment. As citizens lead increasingly mobile
lives and many services move online or to mo-
bile environments, such as tablets and apps,
the physical location of engagement is becom-
ing less relevant. In many ways, the place has
become more like a moment when necessity
meets opportunity.
For example, let’s say my son says, “Daddy, let’s
go fishing” one sunny Saturday morning and I
say, “Sorry, son, but we’d need to head over to
the Department of Natural Resources to get a
license, and by the time we go there and get
back, it’s going to be too late.” Instead, imagine
that I could say, “Let’s do it, son! I’ll use DNR’s
mobile app to get our licenses right now. We’ll
be out the door in 10 minutes. Get the gear and
hop in the car.”
The point of engagement, in this case, is be-
ing available wherever citizens require a key
interaction with or important information from
government.
This guide is designed to offer innovative ex-
amples of government agencies that are seek-
ing to improve access to services and infor-
I N T R O D U C T I O N

mation in a variety of moments when citizens
engage with government. It aims to inspire
government organizations to leverage these
moments as opportunities to build trust and
empower citizens. Specifically, this report will
explore:
“Must Do” Moments
These points of engagement are compulsory.
Whether it is paying taxes, reporting for jury
duty or getting a permit to operate machinery
or engage in recreation, citizens are required
by law to perform these actions. How do we le-
verage these “forced” moments to inform and
invite citizens to other opportunities for en-
gagement? We share two innovative examples
in this section.
“Should Do” Moments
These are the points of engagement when citi-
zens aren’t required to participate, but it be-
hooves them to do so. They might be eligible
for benefits, interested in budget and policy
decisions, or invested in an electoral outcome,
but lack the time or knowledge to participate
fully. How does government make it easier to
take advantage of these opportunities? This
section covers case studies where government
has effectively facilitated a connection.
“Can Do” Moments
Sometimes citizens create their own rallying
point. They gather together around a com-
mon cause and say, “we can do it!” - and they
do. They organize themselves and take action
on a pressing issue or community challenge -
sometimes creating tools and resources that
supplement the good work of elected offi-
cials and government employees. How does
government most effectively come alongside
these initiatives to appropriately fuel the posi-
tive, collective energy of a committed group of
citizens? This section shares case studies of cit-
izen-led, government-supported partnership.
None of these moments are more important
than another, but all are vital to building a bet-
ter society of informed and active citizens. This
guide will help you think innovatively about
the points of engagement in which “we the
people” - public sector professionals and the
citizens you serve - can work collaboratively to
make the most of every moment where we en-
counter each other.
This guide will help you think
innovatively about the points of
engagement in which “we the people”
- public sector professionals and
the citizens you serve - can work
collaboratively to make the most of
every moment where we encounter
each other.

ll too often, we make a false
distinction between two
tiers of engagement - pas-
sive (pay a bill, submit a
form, receive an email) and
active (feedback, participa-
tion, volunteerism) - and we
typically consider the latter to be more valu-
able than the former. The truth is that there is
a spectrum of citizen engagement and govern-
ment operates most effectively when it thinks
about service provision and information de-
livery in ways that leverage what is important
to the citizen in real-time. The key is learning
their interests and providing more of whatever
is meaningful to citizens in the midst of their
busy lives.
The literature supporting this idea of a citi-
zen engagement spectrum is plentiful. For in-
stance, Sherry Arnstein proposed a “Ladder of
Citizen Participation” that ranged from nonpar-
ticipation to citizen power. At the bottom of
Arnstein’s ladder is manipulation and therapy,
which is when government attempts to push
an agenda or use influence to build support
The Spectrum of Citizen
Engagement

7. THEGOVLOOPGUIDE
for an idea. In the next three
levels, government tells citi-
zens what they need to know
(informing), encourages par-
ticipation in surveys and town
hall meetings to gain feed-
back (consultation) or invites
citizens to participate in plan-
ning committees with limited
authority (placation). The top
three rungs find citizens and
government sitting side-by-
side on governing boards with
decision-making authority
(partnerships and delegated
power) or even giving citizens
the final say on matters that
impact them and their com-
munities (citizen power).
Another more recent model
is the “Spectrum of Engage-
ment Activities” developed by
the International Association
for Public Participation. Like
Arnstein’s ladder, government
can inform, consult, involve,
collaborate and empower citi-
zens via varying types of en-
gagement. The IAP2 model is
shown to the right.
Finally, GovLoop Founder
Steve Ressler has suggested
that “Maslow’s Hierarchy of
Needs is a great way to view
the citizen demand curve.”
He explained in a blog post
on GovLoop that govern-
ment must meet citizens’ basic
needs before moving them up
the hierarchy.
Based on several indicators,
Ressler learned that, “Funda-
mental needs like applying for
benefits or emergency alerts
are inherently more popular
than deeper engagement”
when it comes to online inter-
actions – and government can
leverage the points of basic
engagement to move citizens
toward more robust forms of
interaction and involvement.
In fact, Ressler asks govern-
ment readers an important
question:
Are you
connecting the
base needs of
citizens to
deeper
engagement
opportunities?
In many ways, it’s this ques-
tion that drives the vignettes
– the “must do”, “should do”
and “can do” moments - that
you’ll read in the next three
sections as they reveal inno-
vative ways that government
has leveraged one point of en-
gagement to move citizens to
another level.
Engage with Colleagues
To join the conversation on related blog posts on GovLoop, please visit:
How Agencies Can Climb the 8 Rungs of Citizen Participation
Maslow’s Hierarchy of Need for Citizens
Resources
“Best Practices in Citizen Engagement” by American Speaks
“Planning for Stronger Local Democracy” by the National League of Cities
“The Spectrum of Public Participation” by the International Association of Public Participation

Citizen Problem Solving
This could include building an app based on open data or organizing a citizen
watch group. Volunteer activities and events that seek impact are found at this
level.
Sharing Ideas
In-person or online town halls offer opportunities to give feedback on pro-
grams. Citizens also gather to enjoy art or musical performance where com-
munity members share their talents.
General Agency Content/News/Events
Citizens want a sense of belonging. This means getting news about your com-
munity, such as parks information or the latest on a new school opening.
Emergencies/Jobs
Emergency alerts like text/emails with snow/hurricane or health-related infor-
mation. This level deals with finding employment – providing for one’s family.
Basic Transactions
For government, that’s the basic transactions - getting a driver’s license, re-
newing a passport, applying for food stamps or paying taxes for services that
support society.
Self-Actualization
Esteem
Love/Belonging
Safety
Physiological
Morality,
creativity,
spontaneity,
problem solving,
lack of predjudice,
acceptance of facts
Self-esteem, confidence,
achievement, respect of others,
respect by others
Friendship, family, sexual intimacy
Security of: body, employment, resources,
morality, the family, health, property
Breathing, food, water, sex, sleep, homeostasis, excretion
3. MASLOW’S HIERARCHY
OF NEEDS
1. LADDER OF CITIZEN
PARTICIPATION
2. SPECTRUM OF ENGAGEMENT ACTIVITIES
Citizen Control
Delegated Power
Partnership
Placation
Consultation
Informing
Therapy
Manipulation
8
7
6
5
4
3
2
1
Citizen Power
Tokenism
Nonparticipation
Inform Consult Involve Collaborate Empower
Public
Participation
Goal
Example
Techniques
To provide the
public with bal-
anced and objec-
tive information
to assist them in
understanding the
problem, alterna-
tives, opporunities
and/or solutions.
Fact sheets
Web sites
Open houses
Public comment
Focus groups
Surveys
Public meetings
Workshops
Deliberative poll-
ing
Citizen advisory
committees
Consensus-build-
ing
Participatory
decision-making
Citizen juries
Ballots
Delegated deci-
sion
To obtain public
feedback on analy-
sis, alternatives
and/or decisions.
To work directly
with the public
throughout the
process to ensure
that public con-
cerns and aspira-
tions are consis-
tently understood
and considered.
To partner with
the public in each
aspext of the deci-
sion including the
development of
alternatives and
the identification
of the preferred
solution.
To place final
decision-making
in the hands of the
public.
Increasing Level of Public Impact
3
Models
Of Citizen
Engagement

t’s the law. Plain and simple,
there are just some actions
which government demands
of its citizens. For instance,
President James Madison
once said that, “The power
of taxing people and their
property is essential to the very existence of
government” and former Supreme Court Jus-
tice Oliver Wendell Holmes noted that, “Taxes
are what we pay for civilized society.” If you
want to drive a vehicle, you must obtain a valid
license. When a letter comes in the mail sum-
moning you to appear in court, you must com-
ply or be held in contempt.
The truth is that most of us chafe at being told
that we “must do” something. Knowing this re-
ality – that compulsory actions can be onerous
– government bears a responsibility to make
these actions as easy as possible. That could
mean modernizing “must do” moments for the
21st century by adapting the latest technology
to place the power of real-time information
at citizens’ fingertips. It might also mean le-
veraging these moments to guide citizens to-
ward other interactions with government that
are more meaningful to them – the things that
move them up Arnstein’s ladder or rise to the
top of Maslow’s hierarchy – and that ultimately
build trust and mutual respect.
This section explores two ways that govern-
ment could modernize and more effectively
engage citizens during two “must do” mo-
ments: taxes and jury duty.
“MUST DO” MOMENTS

11. THEGOVLOOPGUIDE
Like clockwork, tax season rolls
around every April and citizens
across the nation flood the IRS
with phone calls and website
visits looking for vital infor-
mation. While many citizens
loathe the idea of filing taxes,
it is something everyone must
do to remain in accordance
with the law. In order to make
the process easier and to pro-
vide citizens with the infor-
mation they need in a timely
manner, former IRS commis-
sioner Doug Shulman pushed
for a mobile tool that would
have a big impact on the filing
season by allowing citizens to
get their refund status without
having to use the telephone or
the web.
In January 2011, the IRS de-
veloped the “IRS2Go” app in
order to provide services and
information that citizens were
using on the IRS.gov website
via mobile phones. Originally,
the IRS identified 25 ideas to
engage citizens through the
IRS2Go app based on visitor
activity on their website, but
ultimately focused on just four
main features as a starting
point:
seeing your refund status,
receiving tax law updates,
engaging with IRS on social
media, and
getting contact information
for agency personnel.
Ideally, the app would not just
be a one time, downloadable
tool, but would expand the
relationship with citizens be-
yond the official IRS website.
In order to understand and re-
spond to citizen feedback re-
garding the app, an IRS team
paid close attention to the rat-
ings and reviews being provid-
ed in the various app stores. Is-
sues included everything from
‘look and feel’ to recommend-
ed features.
By reviewing this ongoing
user feedback and monitoring
citizen interactions with the
agency across the web, the IRS
updated the app and released
a new version with expanded
features in February 2013. For
instance, the IRS noticed an in-
crease in visits to the agency’s
YouTube channel, so the new
iteration of the app included
new and popular videos, mark-
ing another key integration
with social media.
Mike Silvia, Director of Online
Experience and Operations
Management at the IRS, noted
that, “people embracing IRS-
2Go has been terrific. Citizens
are using it more and more for
finding their refund status, so
much so that between 15-20%
of all online interaction with
the IRS now comes through
the ‘Where’s My Refund’ tool
on mobile devices.” The IRS-
2Go app has also received nu-
merous accolades and govern-
ment innovation awards for
creatively utilizing new tech-
nology to engage citizens and
deliver better services.
In addition to providing an-
other communication point
with the IRS, the app has gen-
erated nearly 140,000 email
subscribers, which enables the
IRS to deliver timely informa-
tion to taxpayers and sustain
the relationship with citizens
beyond a single point in time
when they submit their tax re-
turn.
7 KEYS TO ENGAGING CITI-
ZENS ON THE GO WITH MO-
BILE APPS
How can other agencies learn
from the IRS’ success with the
IRS2Go app? Below are seven
lessons they have learned over
the last two years:
Retooling Tax Time: How
to Educate and Engage
Taxpayers on the Go

1. Identify a champion. The
impetus for creating the IRS-
2Go app came from the very
top. It’s not always the case
that an agency head will spur
an innovation, but most suc-
cessful initiatives that break
new ground have the imprima-
tur of a high-ranking official. If
you’ve got an innovative idea,
find a senior leader that will
support and sustain the initia-
tive from concept to comple-
tion.
2. Respond to known citizen
activity. Did you notice that
the IRS began their develop-
ment of the app by learning
how citizens were already in-
teracting with the agency on
the web? They performed an
analysis of historic visitor ac-
tivity on their official site and
generated a list of potential
feature sets to inform product
requirements. Leverage the
data you already have to iden-
tify citizen information prefer-
ences.
3. Narrow your project scope.
The IRS exercised extraordi-
nary restraint to whittle down
25 ideas to just 4 final features.
Yet that prioritization and
decision-making process was
one of the big reasons they
were able to stand up the app
quickly and successfully.
4. Think outside the box.
Since IRS2Go isn’t a big lega-
cy system or a tax processing
system, it needed a different
approach to implementation.
The IRS did not follow the tra-
ditional product development
model they have in place. “We
came up with a modified soft-
ware development process to
get some of our more lighter
weight changes out there,”
said Silvia. As a result, “we cre-
ated the app inexpensively
and efficiently without taking
any shortcuts on security.”
5. Iterate quickly and regu-
larly. That modified process
also allowed the IRS to make
changes on a more regular ba-
sis. They make updates to the
app about once a week, fixing
bugs and improving the citi-
zen experience in much short-
er increments.
6. Listen to citizen feedback.
As mentioned above, the IRS is
“constantly watching the rat-
ings in the app store to see
Have you heard of the Mobile Gov Community of Practice? It’s hosted at How-
To.gov as a cross-government, multidisciplinary community dedicated to cre-
ating open systems and technical assistance tools to build a public-centric
path to government anytime, anywhere. Its members created the Mobile Gov
Wiki with over 100 articles about Mobile Gov topics and practices. The Wiki
includes tools and resources to help agencies build a mobile strategy and im-
plement customer–facing mobile products so they don’t have to reinvent the
wheel. Please visit HowTo.gov/communities/mobilegov to connect with other
mobile government innovators. There’s also a MobileGov group on GovLoop:
http://www.govloop.com/group/mobilegov

13. THEGOVLOOPGUIDE
There you sit, held captive at
the courthouse for several
hours while you wait to see if
you’re called to be a juror. You
know it’s your civic duty, but
you can’t help but feel a bit
like the people who are sitting
trial - a little nervous knowing
that your future rests mostly at
the mercy of someone else.
The truth is, whenever you
are called for jury duty, you
become a public servant - a
critical role in our democratic
society. That’s why it’s worth
exploring the potential for this
“must do” moment of civic ser-
vice to become a catalyst for
other forms of engagement.
Again, we turn to an excerpt
from a blog post by GovLoop
Founder Steve Ressler:
Yesterday, I spent all day in jury
duty. In the end, I didn’t get
picked for the weeklong trial,
but I found the whole process
pretty fascinating. It’s great to
see a truly diverse, cross-section
group of individuals across the
city come together to serve in
government. Based on my ex-
perience, I wanted to share 3
lessons that any citizen engage-
ment project can learn from jury
duty:
1. It’s a civic duty: I was im-
pressed by how many people in
the room mentioned that they
didn’t mind jury duty as it was
their civic duty. The judges men-
tioned multiple times that it was
what made America great and
emphasized the importance of
juries to the process.
Lesson: It made me feel like I
mattered as a citizen and that
what we were doing was impor-
tant. Most people are willing to
make a sacrifice and help out - if
you make it clear what you want
them to accomplish.
2. Make it concrete: What I like
about jury duty is that it is very
clear. Show up on this date at
this location. Often citizen en-
gagement and volunteer proj-
ects are vague in timing and
vague in what they need.
Lesson: There’s something great
about simplicity - you are asked
where people are having is-
sues and addressing those con-
cerns,” said Silvia. “While we’ve
focused more on the features,
you’ll also see that we’ve made
design changes. For instance,
we don’t have the image in
the background anymore due
to feedback.” Lesson: listen to
feedback and be responsive.
7. Integrate with other com-
munication channels. IRS2Go
has helped to get more citizens
subscribed to agency news by
email and social media plat-
forms. They have an integrat-
ed communications approach
which uses the IRS2Go app to
drive people to the traditional
website and YouTube for infor-
mation and urges people to
sign up for email updates. In
turn, social media serves as an
additional listening tool and
directs citizens to the website
for better information.
To learn more about IRS2Go
and to see examples of other
agencies using mobile apps to
engage the public, please visit
http://apps.usa.gov.
Rejuvenating Jury Duty:
Can a “Captive” Audience
Be a Catalyst for Citizen
Engagement?

once on a specific day and most
people know what to do. Also, it
is concrete on what is done with
your input. If you are on a jury,
you come together and decide
on a trial. Too often with citizen
engagement programs, it’s un-
clear how much of the feedback
will be utilized.
3. It’s all about execution. The
little things make a big differ-
ence. The city had obviously
thought through the jurors’
perspective and it was pretty
smooth (free parking garage,
quick security, friendly check-
in, flat panel TVs, free wi-fi, cafe
next to the room, and maga-
zines).
Lesson: Throughout the day,
the city executed well and it felt
that they respected your time.
In the end, it all comes down to
execution and these items have
a huge impact on whether the
person has a positive or nega-
tive perception of government.
Why don’t we use jury duty
waiting time better? This
would be the “perfect” place to
encourage citizens to sign up for
city alerts, ask for input on a city
project, give reminders about
important deadlines and notic-
es. You have a captive audience
that is thinking about govern-
ment and are bored in the wait-
ing room.
In response to this question,
GovLoop members shared the
following ways that govern-
ment might make better use
of this “must do” moment:
Show Educational and/or
Promotional Videos: One
respondent asked, “Why not
have videos or interactives
about the history of the justice
system in the U.S., or about the
history of the common laws
and courts in general (perhaps
providing context for the cur-
rent U.S. system)?” Another
contributor affirmed the po-
tential value of this idea:
“When I served on jury duty a
year or so ago, there were 3- to
4-minute video loops running
on what we could expect dur-
ing the selection process --
which information was reiter-
ated live when the court clerk
came to get the crowd to go
into the courtroom for the se-
lection process. I would have
enjoyed learning about up-
coming County or City issues
or events, other opportunities
to participate in the County
and City government process-
es, about outstanding historic
and current area citizens, etc. “
Highlight Local Heroes:
There are people in every
community who are making a
difference. For instance, “We
probably can never thank sol-
diers, law enforcement, civil
engineers, etc. enough!” re-
marked one GovLoop member.
She then wondered: “Who, lo-
cally and in other communities,
are the ‘regular’ folks working
in the public sector who do ad-
mirable or worthy things?”The
negative citizen perception of
government employees could
be countered by sharing in-
novative, cost-saving activi-
ties that shows citizens how
public servants are striving to

15. THEGOVLOOPGUIDE
be good stewards of their tax
dollars.
Feature Non-Profits / Civic
Organizations Where Citi-
zens May Donate or Volun-
teer: Similar to the previous
idea, jury duty could be used
to inform people about the
important work performed
by key organizations in the
region. One commenter on
GovLoop noted, “In my county,
they have multiple non-profit
organizations to which the
juror can opt to donate their
payment from the court to
the chosen non-profit group.”
In order to help people know
more about the potential plac-
es to donate, there could be “a
slideshow presentation featur-
ing each non-profit and show-
ing the jurors how the money
from the previous donations
were used would be informa-
tive as well as feature some
volunteer opportunities to the
jurors offered in their commu-
nity.”
Promote Sign-Up for Oth-
er Events and Information:
Another missed opportunity
appears to be sign-ups for of-
ficial, regulated activities:
“Perhaps citizens could reg-
ister with Live Scan or get a
background check performed,
should they decide to pur-
chase a gun? High-blood pres-
sure or other health screening?
Donate blood or platelets?
Help prep food for a local food
bank? Register for voting? Get
additional background on cur-
rent and near-term events in
the legislature? Apply for pub-
lic sector jobs? Participate in
information-gathering polls or
surveys? Take a (short, pre-ap-
proved) seminar that has been
made available on the public
network within the complex,
so as not to unduly bias po-
tential jurors, or compromise
the security of the potential
trial(s)? “
Gain Feedback on Key Ini-
tiatives: All too often, it’s hard
to get the perspective of an
average citizen on an issue. It
always seems like the people
on the polar opposite sides
are the ones who are active in
voicing their opinion. What if
jury duty was a chance to get
citizen input on the core stra-
tegic issues facing a commu-
nity? One GovLoop member
suggested the following pro-
cess:
“I think the key is to be very
selective about the topic; and
make the presentation option-
al, interesting and appealing.
Maybe a person introduces a
video that gives them infor-
mation about a topic/issue;
and then asks what they think
should be done. If they have
ideas, they can put them in a
comments box. (Since they
maybe called into court any
minute, you can’t really have a
full-blown discussion or round
table.) But I’d suggest taking
baby steps; maybe do this
once a month or quarter and
see what happens. “
Ensure that there’s free
wifi so people can remain
productive: Keeping people
productive and contributing
to their work environments
might be another simple way
to leverage the wait time. “If
I were called today, I would
bring my laptop and do as
much real work as possible,”
said one GovLoop member.
“That’s where I make the great-
est impact.”
Impact is the key word, and
jury duty is just one more op-
portunity to connect with
citizens and cultivate a sus-
tainable relationship that has
lasting impact beyond a ran-
dom point in time.
To join the conversation about rejuvenating jury duty, please visit:
Does Jury Duty = Citizen Engagement?
How Can We Get Citizens More Engaged While They Wait at Jury Duty?

Maximizing the “Must Do” Moments:
4 Core Questions
“Must do” moments are the foundation for government engagement with citizens.
Mandatory opportunities may be your best (if not only) interaction, so it’s important
to get them right as it sets the tone for public perception and citizen satisfaction.
Make a list of the “must do” moments where you have responsibility and input, and ask
each of these questions:
1. How can we modernize this point of engagement to make it easier or faster?
2. How can we leverage this point of engagement to help citizens learn more
about other services, events, or other resources that benefit them?
3. How can we use this moment to gain citizen input on core initiatives that re-
quire public feedback?
4. How can we get citizens to mobilize or take action in their community?
Citizens are compelled to participate in these “must do” moments. How are you mak-
ing the most of this mandatory opportunity?
“Must Do” Pivot Points
CONTRACTING: RFPs / RFQs
EDUCATION: Enrollment Applications
HEALTH: Inspection Scores
HOUSING: Taxes and Permits
HUMAN RESOURCES: Job Applications
LIBRARY: Checkout
RECREATION: Park Fees
SOCIAL SERVICES: Standard Forms
TRANSPORTATION: License / Registration
Can you think of other “must do” moments for citizens?

17. THEGOVLOOPGUIDE
When it comes to citizen engagement, there are some actions that fall between “must do”
and “should do.” Businesses need to file forms and abide by laws and regulations, while
homeowners pay property taxes and make upgrades to their land or houses. At the point
of these interactions is a company called Accela, which powers thousands of services and
millions of transactions for more than 500 public agencies worldwide, enabling govern-
ments to connect with citizens and streamline processes related to land management,
asset management, licensing, and public health & safety. We had the opportunity to interview Accela’s
CEO, Maury Blackman, and gain his insights regarding ways in which governments can streamline citizen
access to key information and important interactions.
Q: What is citizen engagement?
Blackman: “From our standpoint, citizen engagement really hits three areas. First, it includes managing
public infrastructure in terms of taking care of what’s in the city - fixing potholes, downed stop signs, etc.
The second piece is making it easy to open a business by enabling entrepreneurs and small business own-
ers to understand the rules and requirements to set up a restaurant, for instance. Third, we look at prop-
erty management. People are obviously passionate about their homes and the places where they live.
How does government have a conversation with them about what’s going on with their property as well
as their neighbors and what’s going on around them?”
Q: Why is mobile engagement becoming more and more important?
Blackman: “Let me give you a clear case study about why mobile matters. One of the key markets that
our customers want to work with includes contractors. They want to reach out to contractors to make it
easy to build in their communities. Well, guess what? Contractors don’t sit behind desks and surf websites.
They’re on the job. They’re doing work! But what do they all have? They all have phones. If we can pro-
vide those services to them on a mobile phone so they can transact with their government - get permits,
schedule inspections, get updates directly from their phones - then we’ve accomplished our mission.”
Q: Do you have an example you can cite?
Blackman: “One of my favorite stories is this small border town in Arizona called Nogales. They have a
need for citizen engagement just like New York City, Boston or Washington, DC. We were able to go in
with our civic cloud and get them up and running within just a few months. Now they have a very effec-
tive system that they are happy with that is regulating the businesses in their neighborhoods and helping
them build buildings faster.”
Q: In 100 words or less, how does Accela help government and citizens connect?
Blackman: “If you want in your jurisdiction to be able to build buildings fast, and fill those up with cutting
edge businesses, then you need to be talking to us. We can put you on the forefront of those activities
and enable you to engage with your customers in ways you probably didn’t think of before.”
To read the full interview, click here. To learn more about Accela and their Civic Cloud, please visit: http://www.
accela.com/civiccloud
Enabling Citizens to Build Strong Communities More Efficiently
An Interview with Maury Blackman, CEO of Accela

Accela connects governments to people and streamlines processes such as
permitting, licensing, asset land management and public health & safety.
We power civic excellence.
We apply cloud, mobile and social technologies to agency and citizen chal-
lenges and connect government to people. We empower civic engagement.
At Accela, civic excellence + civic engagement = civic good.
civic excellence
+ civic engagement
= civic good
The Civic Cloud.
MOVE UP. GET STARTED TODAY.

ust as there are “Must Do”
moments for citizens, there
are also activities and ser-
vices that citizens ought to
utilize if they are eligible,
such as accessing benefits,
participating in elections,
attending public events or visiting public
parks and museums. There are also important
opportunities for them to increase their lev-
els of civic engagement, like attending town
hall meetings to voice their opinions or shar-
ing their feedback in a participatory budgeting
process. In this guide, we refer to these oppor-
tunities as “Should Do” moments. So how can
government make it easier for citizens to par-
ticipate in these “Should Do” points of engage-
ment? Below we have identified case studies
and provided some best practices to empower
citizens to become more civically engaged, or
to take advantage of government services and
resources.
“SHOULD DO” MOMENTS

21. THEGOVLOOPGUIDE
Officials of the City of Takoma
Park, Maryland, have trans-
formed how their city town
hall serves citizens. Not only
is town hall a place where per-
mits are processed, licenses
approved, and parking tickets
paid, but it is also now a social
and recreational hub for the
community. City employees
and elected officials are able
to leverage the community
center as a way to notify citi-
zens about benefits and ser-
vices that government offers.
“Traditionally, City Hall was a
staid place,” said Takoma Park
City Manager Suzanne Ludlow.
“You would come to get cer-
tain permits, you would pay
bills and you would come for
city council meetings.” How-
ever, once Ludlow, in partner-
ship with city officials and in-
terested citizens, expanded
the meaning of town hall by
co-locating their city hall and
a community center, the new
building “became a lot less in-
timidating.”
The idea to co-locate the com-
munity center came about as
city officials witnessed some-
thing interesting happening
in the afternoons at their old
city hall - children hanging out
in the hallways after the three
nearby schools let out for the
day. Officials realized that the
city needed more community
space for citizens, and espe-
cially for children. To create
more community space, the
city secured funding for a new
city hall building that would
double as a community center.
Today, the city hall includes
everything from traditional
city hall staples like city coun-
cil chambers, notary services,
tax and permit offices as well
as non-traditional city hall op-
portunities like community
space for art shows, a multi-
use theatre, and recreational
and afternoon programs for
kids. Ludlow says that the city
has seen successful engage-
ment and sustained relation-
ships through their new city
hall space.
“People come in for one reason
- say a new family in the area
needs to get passports for their
kids. They come in and right at
their desk is our recreation guide
and they see other kids playing
in the game room. The family
thinks ‘oh, I need an after school
program’ and then speaks with
the recreation program man-
ager.”
In the past, this family may
have just picked up their pass-
ports and left, but now the
city is able to leverage this
simple activity to engage with
these people and form last-
ing relationships. Ludlow also
mentioned that people en-
joy feeling a part of the larger
community and sharing valu-
Transforming Town Hall:
How Co-Located
Community Centers Work
Wonders

able feedback with city offi-
cials. Kids have pitched ideas
about reorganizing the after-
school space and adults have
had ideas for new programs
that could be held in the com-
munity rooms. The city offi-
cials love to receive feedback
from residents on how they
can more effectively use the
city hall space.
Takoma Park, MD, was able to
turn city hall into a “commu-
nity hall.” Instead of only going
to city hall for permits and to
speak with government offi-
cials, now residents utilize the
space to interact and partici-
pate in their community much
more regularly.
Not too far from Takoma Park,
MD, another suburb of the
nation’s capitol created what
they call a Neighborhood Re-
source Center (NRC). In a col-
laborative venture of the Town
of Herndon and Fairfax County,
for Engagement” as one of the
core building blocks for devel-
oping what they call a “shared
civic infrastructure.” The key
is to make existing hubs –
schools, libraries, community
centers, etc. – more available,
more welcoming and more
widely used. Takoma Park did
just that.
7 QUESTIONS TO CONSIDER
AROUND CO-LOCATION
If this idea intrigues you or
your organization has begun
to explore a potential move
to co-located services, below
are a few questions that might
serve as an initial checklist to
identify opportunities:
1. Have you taken an inven-
tory of all available property
within your geographic pur-
view?
2. Do you know the relative
Virginia, the NRC hosts a multi-
purpose center that offers in-
tegrative services to residents.
The space includes multipur-
pose meeting rooms, a learn-
ing center, computer lab and
classrooms. Moreover, the
center houses a Community
Association Reference Library,
which contains information to
help strengthen community
associations, and hosts the
Herndon Police Department’s
Community Resources Office
with several crime prevention
programs, such as the Neigh-
borhood Watch Program.
The key lesson from Takoma
Park, MD, and Herndon, VA,
is that communities need to
identify existing assets and le-
verage them for deeper civic
engagement. In fact, a report
by the National League of Cit-
ies entitled, Planning for Stron-
ger Local Democracy, cites
“Buildings That Can House
Citizen Spaces – Physical Hubs
“Takoma Park, MD was able to turn
city hall into a ‘community hall.’
Instead of only going to city hall
for permits and to speak with gov-
ernment officials, now residents
utilize the space to interact and
participate in their community
much more regularly.”

23. THEGOVLOOPGUIDE
Helping citizens realize they
are eligible for benefits and
social services is one of the
core ways government can
empower the “Should Do” mo-
ments. There are a number of
citizens who are eligible to re-
ceive government support and
services based on a person’s
age, employment, socioeco-
nomic status, or health con-
dition. Often these citizens
find themselves in vulnerable
or challenging circumstanc-
es, and government needs to
work even harder to ensure
that these individuals receive
the support and services for
which they are eligible. This
phenomenon is especially true
for social workers.
To gather insights on how gov-
ernment might more effective-
ly engage some of society’s
harder-to-reach citizens, Gov-
Loop spoke with Ellen Belluo-
mini, a licensed social worker
in Michigan.
Belluomini sees her job as be-
ing a bridge for vulnerable
populations that may lack ac-
cess or representation in a
digital world. She urges practi-
tioners in the social services to
recognize and integrate tech-
nology into their practice. Bel-
luomini suggested that some
social services professionals
feel that they become more
detached from their clients if
they embrace technology, but
she’s finding new tools to put
valuable resources at her – and
their – fingertips. Belluomini
believes that now, more than
ever, one of the most impor-
tant technology touch point
for social services profession-
als to connect with clients is
the use of mobile devices.
Belluomini is not alone in her
assessment. In an April 2012
report from the Pew Internet
and American Life Project en-
titled, Digital Differences, the
Helping the Hard to
Reach: How Savvy Social
Workers Build Digital
Bridges
number of citizens served at
each location?
3. Can you use Geographic
Information Systems to map
and visualize the properties
or citizen traffic and identify
trends?
4. Could you consolidate less-
visited locations with build-
ings that receive higher traffic?
5. Are there vacant or unde-
rused buildings in strategic
locations in your community
that could serve as a hub for
new or enhanced engage-
ment?
6. Are there opportunities
to coordinate citizen ser-
vice delivery among levels
of government (city, county,
state, federal) and across func-
tional areas (police, communi-
ty development, social servic-
es, etc.) to maximize impact?
7. How can you elicit citizen
feedback at the point of ser-
vice?
There are a number of ways
that government can consoli-
date resources in ways that
both cut costs and serve citi-
zens more efficiently. Co-locat-
ing “should do” moments with
“must do” moments is just one
of those creative approaches.
To join the conversation on GovLoop about creative use of public buildings,
please visit:
How Can Government Get More Creative with Public Buildings?

report revealed that, “Groups
that have traditionally been
on the other side of the digital
divide in basic Internet access
are using wireless connections
to go online. Among smart-
phone owners, young adults,
minorities, those with no col-
lege experience, and those
with lower household income
levels are more likely than oth-
er groups to say their phone is
their main source of internet
access.”
Belluomini sees this trend first-
hand.
“Marginalized populations
use phones more than other
people because their socio-
economic status doesn’t al-
ways account for having Inter-
net access at home.” explained
Belluomini. “But if you have a
phone, you have Internet ac-
cess everywhere. They don’t
have to pay a $1,000 for a com-
puter. So we try to create very
community specific informa-
tion accessible on mobile de-
vices.”
By encouraging smart invest-
ments on technology through
mobile devices, social work-
ers can provide clients with
important information about
their benefits, and provide a
low-cost way to access the In-
ternet.
Belluomini believes that gov-
ernment is on the leading edge
of app development and has
produced some remarkable
apps. One example Belluomini
cites is the “PTSD Coach,” a free
app that provides education,
support and tools to help cli-
ents manage PTSD. Although
this app is especially helpful
for Veterans, anybody who has
PTSD could use it with their
therapist.
Another Pew report entitled,
Teens, Smartphones & Texting,
shows the potential for mobile
technology to engage young-
er citizens. The report shows
that 75% of all teens text and
the number of texts per day
has risen by 20%, just in the
last 3 years.
Belluomini sees this trend in
her day-to-day interactions
with younger citizens:
“Digital natives are learning at
a phenomenal rate how to use
this technology,” she said. Bel-
luomini suggested that com-
munities need to partner with
parents to assist in teaching
even young kids what their ac-
tions are going to do twenty
years from now – that they
are starting a digital footprint
which has implications for
their future.
A social worker’s role cuts
across many different demo-
graphics. Beyond helping
youth to understand the prop-
er way to leverage technology
to communicate, social work-
ers also have the responsibil-
ity to educate senior citizens.
Whether training seniors on
“Marginalized populations use phones
more than other people because their
socio-economic status doesn’t always
account for having Internet access at
home. But if you have a phone, you have
Internet access everywhere. They don’t
have to pay $1,000 for a computer. So
we try to create very community spe-
cific information accessible on mobile
devices.”
- Ellen Belluomini, LCSW, Leader, Educator, Trainer and Blogger at Social Works
Digital Divide

25. THEGOVLOOPGUIDE
how to use Skype, email, or
emerging communication
tools, this is an essential pro-
cess to keep senior citizens
connected and to avoid feel-
ing isolated.
In the end, regardless of age
and demographics, building
digital bridges comes down to
citizen education. “When I first
sit down with a client, I do a
technology assessment. I fig-
ure out where their strengths
and weaknesses are with tech-
nology. If I am working with a
community, I always work with
them to expand on whatever
resources they have by high-
lighting certain blogs, or chat-
rooms or websites, so that they
can have access to information
outside of a workshop, confer-
ence or consultation,” said Bel-
luomini.
By focusing on education and
access, social workers build
valuable digital bridges for
engagement. This is espe-
cially true when it comes to
the “should do” moments that
arise for society’s most vulner-
able citizens. Below are four
strategies for communities to
build digital bridges.
4 TACTICS FOR BUILDING
DIGITAL BRIDGES
1. Conduct a technology as-
sessment with individuals
and communities. The Uni-
versity of Washington has de-
veloped a Digital Literacy Self
Assessment that you can ad-
minister to citizens.
2. Provide educational re-
sources to increase digital
literacy. Be sure to review the
tools at DigitalLiteracy.gov,
which are designed to help
teach the basics around vari-
ous types of technology.
3. Leverage libraries as ac-
cess and education points.
The American Library Associa-
tion has launched the Edge Ini-
tiative in order to engage key
community stakeholders, and
provide tools and resources
to assist with eliminating the
digital divide.
4. Learn from best practices
happening across the United
States. From Maine to Missis-
sippi to Montana, communi-
ties are tackling this tough
issue and seeing successful
outcomes. DigitalLiteracy.gov
shares dozens of stories and
best practices. Read their sto-
ries here.
To join the conversation around the importance of bridging the digital divide, please go to:
Does the Digital Divide Have a Silver Lining?
How Would You Recommend Closing the Digital Divide?
Social Works Digital Divide Blog

Shaping the “Should Do” Moments:
4 Core Questions
“Should Do” moments are even more plentiful than their “Must Do” counterparts, making it
at once easier to identify them and harder to focus your energy. Take a second to think about
all the services, events, resources and information that you offer and jot them down. Then
ask yourself these questions:
1. How can we consolidate services and resources to create serendipity and efficiencies
that make people aware of other opportunities to participate in government “should-
do” programs?
2. How are citizens already revealing their needs by being in places or making requests
that are consistently out of the ordinary?
3. What types of technology or mobile solutions do you need to adopt in order to reach
new audiences (from vulnerable populations to tech-savvy young professionals)?
4. As you adopt new technology and mobile approaches to improve citizen services and
engagement, who do you need to educate and how can you do that most effectively?
By taking a few key actions, you can ensure that “should do” moments become a catalyst for
community members to take better advantage of the opportunities you’re offering them.
“Should Do” Pivot Points
BUDGETING: Public Commenting
EDUCATION: Financial Aid
ENVIRONMENT: Recycling / Waste Reduction
HEALTH: Education / Information
INFORMATION TECHNOLOGY: Open Data, Web
LIBRARY: Digital Access / Meeting Space
PUBLIC AFFAIRS: Publications / Public TV
RECREATION: Events / Activities
SOCIAL SERVICES: Child Care / Support, Food & Nutrition, Work Assistance
Can you think of other “should do” moments for citizens?

27. THEGOVLOOPGUIDE
What does it mean to be an engaged citizen? In a recent interview with Scott Burns, CEO
and co-Founder of GovDelivery (the #1 provider of technology solutions that make it easy
for the public sector to expand digital communication with the public), we gained sev-
eral insights into this question. GovDelivery manages millions of communication touch
points between government and citizens every month and has a unique vantage point on
the issue.
Q: What does the term “citizen engagement” mean to you?
Burns: “Citizen engagement means different things to different people. Fundamentally, it is about citizens
feeling empowered to connect with and influence their government in order to improve their life, their
community, and their country. For some, it’s about participating in online or in-person forums. For others,
it’s more passive. My wife, for example, engages on her own terms. She’s a parent, a physician, a caring
neighbor, and a responsible and valuable member of the community. Like most citizens, she probably
wouldn’t go to a town hall meeting unless something directly impacts her. She makes a very American
decision to expect the people we elect and those they hire to do their job of managing our government. If
she thinks they’re failing or that her involvement will make a positive difference, she’ll get involved; other-
wise, she will be an engaged citizen by going about her life the way she does.”
Q: What topics are most important to citizens based on their digital subscriptions?
Burns: “It’s not that surprising. People’s information needs map very closely to what I imagine are their
personal priorities. In all the data passing through our systems, we see topics like health and safety,
children and family, money, time, employment, and recreation driving most of the interest in government
information. These are a human’s basic hierarchy of needs. Traditional governance issues, such as city
council meetings and press releases, are important, but citizens won’t pay attention to those items unless
their more basic needs are met or when policy is affecting them directly.”
Q: How do you move them to different levels of engagement?
Burns: “Knowing this hierarchy to be true, we need to find the ‘Engagement Upsell’. Think of when you
go into Barnes and Noble - you come in to pick up the latest Harry Potter book for your kid and the store
wants to make sure the self-help book is front and center when you enter. This translates to government
information as the snow or earthquake alert could be considered ‘the Harry Potter of government en-
gagement’ while engagement around policy is more like ‘the self-help book.’ When a city has an event
that drives traffic and awareness, such as a snow emergency, they need to make sure they are ‘upselling’
citizens on other content that aligns with the strategic priorities of the community.”
“It’s pretty easy to encourage someone to sign up for an alert while paying taxes or getting a fishing
license. However, many government organizations are not compelled to find this ‘upsell opportunity.’
GovDelivery is showing our clients how to use technology to drive engagement and initiatives in this
way, with a strong focus on reaching more people as the heart of that strategy. In fact, we’ve completely
shifted our client support to help agencies go even bigger with outreach. Our mission is based on helping
government maximize direct connections with the public– and this focus is really the guiding principle to
help government to think innovatively around citizen outreach.”
To read the full interview, please click here. To learn more about the ways in which GovDelivery drives citizen
engagement, please visit: http://www.govdelivery.com/how-we-help/
Engaging by Email: Finding the “Engagement Upsell” Opportunity
An Interview with Scott Burns, CEO of GovDelivery

No doubt you’ve heard this countless times. It’s a great goal, but how do you achieve it? What’s the
strategy? How do you implement it?
The reality is citizen engagement means different things to different people. Your idea of engagement is
different from your neighbor’s and your coworker’s idea.
But none of it matters if you’re not reaching your stakeholders. Are you confident you’re reaching
the people you need to, while increasing your digital outreach every day?
If your citizen engagement initiatives could benefit from reaching more people, find out how more
than 550 government organizations are using their communications to drive citizen engagement.
Watch this short video: bit.ly/GD-DCM-Video
Goal for the Year: Citizen Engagement. Go!
facebook.com/govdeliveryreachthepublic.com youtube.com/govdelivery@govdelivery govloop.com
© GovDelivery 2013

“CAN DO” Moments
ometimes citizens need no
push or promotion from
their government at all.
Sometimes they take mat-
ters into their own hands
and a city or county feels like
they’re playing catch up or
planning clean up. The key is for government
to successfully come alongside these construc-
tive citizen movements to add the appropriate
amount of fuel to their fire. It’s a tricky situa-
tion, but a couple communities have learned
some lessons worth sharing. Their stories are
found in this final section.
Enabling Citizen
Energy: How
Raleigh Opens Up
Opportunities for
Innovation
What happens when a group of committed citi-
zens organizes to inspire and spur innovation
in their city?
That’s what’s happened in Raleigh, North Car-
olina, over the last two years, when a handful
of citizens built a one-time, three-day event
into a multi-year effort that has led to an “open
government” resolution and mobile apps that
make life better for everyone in the city. If you
are hoping to understand the evolution of city
engagement, Raleigh is a great example. Below
is a quick sketch of their story.
CITYCAMP RALEIGH
It all started with an interview of Raleigh’s for-
mer mayor, Charles Meeker, in February 2011.
Jason Hibbets, an active citizen and the com-
munity manager for OpenSource.com, inter-
viewed Mayor Meeker to learn about his vision
for Raleigh as it pertained to technology and
open government. When asked what it meant
to be an open city, Mayor Meeker said that
there were three key ingredients: willingness
to share information, willingness to receive in-
formation, and the right attitude to be innova-
tive, creative and try new things. He also noted
that, “Citizens need to be willing to adapt to
the future.”
Over the next few months, Hibbets and a doz-
en other future-oriented citizens organized
Raleigh’s first CityCamp, an unconference de-
signed to bring together local government

31. THEGOVLOOPGUIDE
officials, municipal employ-
ees, experts, programmers,
designers, citizens, and jour-
nalists to share perspectives
and insights about their city.
The first CityCamp Raleigh oc-
curred in June 2011 and host-
ed 200 registrants, 20 spon-
sors and 15 speakers for three
days of talks, workshops, and
hands-on problem solving, to
re-imagine the way the web,
applications, technology, and
participation will shape the fu-
ture of their city.
In his book, “Open Source All
the Cities,” Hibbets discuss-
es the profile of the original
group of citizens and their mo-
tivation for leading this initia-
tive:
“Organizing an unconference
like CityCamp is easy if you’ve
got passionate people with
the right talent, leaders with a
strong vision, and the right or-
ganizational tools chosen by
the team. Typically, it’s a group
of volunteers who come togeth-
er and self-organize into a com-
munity of passion.
The team that I helped organize
did an awful lot of planning for
an unconference. And we faced
a big challenge from the start—
none of us had ever been to a
CityCamp, much less planned
one. Furthermore, none of us
had even been to an unconfer-
ence. The desire to improve our
city with open government,
open data, manageable trans-
parency, and useful technology
CityCamp Raleigh is an unconference designed to bring together local govern-
ment officials, municipal employees, experts, programmers, designers, citizens,
and journalists to share perspectives and insights about their city.

TRIANGLE WIKI
One of the CityCamp planning
committee members, Reid Se-
rozi, felt that he’d found other
like-minded citizens at the
event - he’d “found his tribe.”
At the event, Serozi suggested
that the group should adapt
an open source software called
LocalWiki to build a citizen-
driven website for the central
North Carolina region known
as “The Triangle.” The point of
the site would be to collect
people’s knowledge of the
area. From personal perspec-
tives on local landmarks to
reader reviews of community
events, Triangle Wiki could be-
to bring together city employ-
ees, developers, and citizens to
collaborate on solutions drove
the planning team to a success-
ful event.”
The group worked together
to get sponsors, speakers, a
place to meet and promotion
to potential participants. They
built a website, launched a
presence on social media and
developed a project plan with
weekly milestones to keep the
momentum going. They used
Facebook and Google Docs to
communicate and organize by
subcommittees (marketing,
speakers, sponsors, etc.) and
met weekly to hold one anoth-
er accountable and sustain the
energy.
It’s also worth noting that the
group included a City Coun-
cilor as co-chair and the City of
Raleigh IT Director on the Plan-
ning Committee. Their pres-
ence offered a bit of political
savvy to the team, but Hibbets
noted, “If this was run by a city
department, I don’t think we
would have pulled the three-
day event off with less than
12 weeks of planning. The red
tape would have been impos-
sible to cut through.” It was
the combination of both pas-
sionate citizens and commit-
ted public servants that made
CityCamp a success.
Of course, CityCamp isn’t just
about meeting and talking,
though these are important
ingredients. CityCamp is de-
signed with a default to ac-
tion. Here are four things you
can do now if you like the idea
of CityCamp and want to get
involved:
Join the online community:
http://forums.e-democracy.
org/groups/citycamp
Organize a Meetup: http://
w w w.meetup.com/Gov-
Loop/
Recommend CityCamp to
your local officials (both
career and elected govern-
ment)
Start-a-Camp: http://cityc-
amp.govfresh.com/start-a-
camp/
For more info, visit: http://citycampnc.org/
For more info, visit: https://trianglewiki.org/

33. THEGOVLOOPGUIDE
city” posters and taking pic-
tures around the Triangle and
sharing them on social media.”
The beauty of Triangle Wiki is
that anyone can contribute
- participants don’t need to
have any special knowledge
of working with code. They
just need to have an interest in
their community and an abil-
ity to share what they know in
their niche.

If you are interested in learn-
ing more, please visit Local-
Wiki.org
CODE FOR AMERICA
BRIGADE
The most recent evolution in
Raleigh’s citizen engagement
endeavors is the formation of
come the hub for “unofficial”
information about the city.
Serozi launched the wiki by in-
vitation only to a small group
of citizens who started build-
ing out pages, getting a head
start on content, learning the
software and working out any
unexpected issues that could
slow down the process. One
of the real keys to its early suc-
cess was the Triangle Wiki Day,
which was hosted in February
2012 where around 50 people
worked side by side to pro-
duce dozen of pages of con-
tent in a day. The event served
as the website’s soft launch of
trianglewiki.org and included
a keynote from Raleigh City
Councilor Mary Ann Baldwin,
lending official support to the
endeavor. At-large Raleigh City
Councilor Russ Stephenson
and Raleigh Planning Director
Mitchell Silver also attended
the event in a show of support
from local government.
Within 30 days from Trian-
gle Wiki Day, the site topped
1,000 pages of content and
continues to grow over time.
The group has hosted sev-
eral other content sprints and
edit parties over the ensuing
months, and even started a
regular newsletter, in order
to foster ongoing energy and
enthusiasm for the project. “In
late 2012, the group started
an awareness campaign called
“Edit your city.” Individuals
from the Triangle Wiki com-
munity are creating “Edit your
a partnership with Code for
America to create a “Brigade”
- a group of passionate local
citizens committed to making
a difference by gathering civic
data, hosting events like hack-
athons and unconferences,
and, ultimately, standing up
apps.
Code for Raleigh’s first project
was an Adopt-A-Shelter web
application that instantly dis-
plays the adoption status of
all city bus shelters. Think of
it like the “adopt-a-highway”
programs - only moving the
process to a digital landscape
in order to see quickly where
there’s a need for new citizen
adoptions.
In a blog post announcing the
app, Raleigh’s transit admin-
istration David Eatman, said
“It’s an interactive way for resi-

dents to see which bus shelters
have been adopted. We are de-
lighted that citizens from Code
for Raleigh have stepped up to
offer this technical resource to
encourage participation in this
City program.”
If you have a group of commit-
ted citizens in your community
and would like to help them
start a Brigade, you may learn
more at http://brigade.codefo-
ramerica.org/
REPLICATING RALEIGH’S
SUCCESS: 6 IDEAS TO
SPARK INNOVATION
Perhaps the most important
lessons from Raleigh are that
this kind of success is both
replicable and sustainable. If
you’d like to set up a similar
scenario in your city, here are a
few questions to ask yourself:
1. Who are the most active
citizens / groups in your com-
munity?
2. Is there an active develop-
er community that regularly
hosts hackathons or works in a
common space?
3. Who are the key local gov-
ernment leaders - both career
employees and elected gov-
ernment officials - that would
be energized by such a ven-
ture? (Note: they don’t have
to be IT people, though that
helps!)
4. What objectives or proj-
ects in your strategic plan-
ning documents could gain
strength and momentum with
greater citizen involvement -
or could benefit from a web-
based or mobile application?
5. What public datasets are
readily available? What other
datasets can be made avail-
able after working to clean
them up?
6. Are there any smaller proj-
ects that serve as low-hang-
ing fruit - a paper-based or
other outdated process that
could be transitioned to an on-
line medium?
These are six questions to get
you thinking about opportu-
nities to leverage citizen en-
ergy that spurs innovation and
helps the overall community,
building on the dedication of
a committed few.
To join the conversation about opening up to innovation, please go to:
Challenging Local Leaders to Engage and Empower Citizens
Understanding Local Government Innovation and How It Spreads

35. THEGOVLOOPGUIDE
On average, the city of Boston
sees 32 inches of snow each
winter. That means Bostonians
are stuck shoveling more than
2.5 feet of snow from their
driveways, stoops and side-
walks each time the thermo-
stat dips below 32 degrees.
That is an enormous task for
the fit and healthy - but what
if you are elderly, sick or dis-
abled, and you can’t physically
shovel?
A healthy community is one
that lifts up and empowers oth-
ers to action, and helps neigh-
bors in times of need – espe-
cially when needs fall outside
of traditional government ser-
vices. That’s where citizen-led
efforts like SnowCrew come
in. The Boston-based online
platform connects snowed in
people with neighbors willing
to help shovel them out.
“SnowCrew started after I heard
the story of Mayor Corey Book-
er,” said Joseph Porcelli, a former
Bostonian and Director of Gov-
Delivery’s Engagement Services
division. “Someone tweeted him
that his dad couldn’t get out of
his driveway after a big snow-
storm hit New Jersey. The Mayor
asked where the guy lived, and
showed up and dug him out. I
thought ‘that is awesome.’ Be-
cause he had so much influence
on Twitter other people showed
up to help dig this guy out. I re-
alized I could do that, too. That
is how SnowCrew started.”
But Porcelli quickly realized
that one person alone could
only do so much.
“I didn’t want to become a bot-
tleneck where everyone had to
come through me to get help. So
I started looking at ways to use
technology to get other people
involved. We are currently using
SeeClickFix.com, which allows
people who are elderly, sick or
disabled to fill out a request
form online asking help shovel-
ing. People who live near them
get notified that they need help.
The portal also includes a map
of the locations. We can also
send out a mass message ask-
ing from volunteers around the
city.”
SnowCrew has been clearing
snow for three years now. The
program has been a big suc-
cess. Porcelli says last winter
alone he and his crew were
able to dig out more than 60
homes.
With a program as success-
ful as SnowCrew, you would
imagine that the city would
want to be involved, but Por-
celli says the city faces some
major legality issues. “The city
loves what we are doing with
SnowCrew, but they can’t have
the request form on their site
for liability reasons. Think of it
this way: if a volunteer is out
shoveling and accidentally
dings a person’s car, who is li-
able? The city. Or if a person
falls while shoveling, the city is
liable. They can’t take that risk.”
SnowCrew isn’t the only pro-
gram that Porcelli and his team
of other volunteers are working
on. They’ve also created Neigh-
bors for Neighbors, which was
founded in 2004 with a simple
goal: connect people who live,
work, and serve in the same
neighborhood and city, and
provide tools for them to com-
municate and to collaborate
around common interests. The
online platform includes more
than 200 groups that address
everything from crime preven-
tion techniques to tree plant-
ing committees.
Mobilizing a Movement:
How Online Community
Connects Neighbors in
Need

36.GOVERNMENTCITIZENENGAGEMENT 36.GOVERNMENTCITIZENENGAGEMENT
If you’re looking to start your
own online community that
bridges neighbors online and
in-person, consider these
three steps below.
3 WAYS TO SPUR CITIZEN-
LED INITIATIVES LIKE
SNOWCREW OR NEIGHBORS
FOR NEIGHBORS
1. Connect people that care
about a common cause or in-
terest. You know the citizens
that show up for similar events
and activities. Can you set up
an online community for them
to join so that they can build
and sustain relationships be-
tween in-person meetings?
2. When citizens reach out to
you for constructive activi-
ties, help them! Make them
part of the team. Citizens have
expertise on a variety of issues.
Tap into that energy and give
them the resources they need
to serve each other more ef-
fectively.
3. Give citizens small ac-
tions that can be completely
quickly or easily. Compensate
for people not having enough
time, confidence, skill, tools or
the support to be dedicated
full-time. Identify those micro-
actions that they can take and
still make a difference when
combined with the micro-ac-
tions of many others.
When citizens decide to or-
ganize in these “can do” mo-
ments, government can be a
powerful partner that builds
upon their efforts and accom-
plishes far more than either
entity can do alone.
To join the conversation about citizen-led initiatives, please go to:
Dealing With Legal Issues Around Online Moderation Policy
Engaging Citizens Through Established Conversations
How Can We Improve Citizen Engagement Initiatives? Here Are 5 Ways

37. THEGOVLOOPGUIDE
Just as we began this guide
talking about taxes, we end
with an example of creative
budgeting that is occurring in
communities across the Unit-
ed States – instances where
citizens have decided that
they “can do” something about
the budget priorities that are
important to them even when
government is not using their
tax money to do so.
Politicians and public servants
face tough decisions when it
comes to allocating tax dol-
lars - and not everything that’s
worthwhile can make the cut.
That’s why states and cities
create apps and web-based
portals where citizens can take
a crack at running the num-
bers for themselves. Of course,
that’s just one way to get
citizens involved in tackling
tough budget situations. Once
citizens understand that not
everything can be funded with
limited resources, how can lo-
cal governments engage them
in the process of prioritizing
those projects when faced
with budget shortfalls?
Unlike the current method of
holding a public hearing about
the local budget, which nor-
mally sees very low citizen in-
volvement, communities must
get creative in how they en-
gage citizens in governmental
decisions. That’s where crowd-
funding comes into play.
One particular example of
crowdfunding is with Citiz-
investor, a site dedicated to
connecting citizen ideas to
their governments. Citizens
can pitch ideas about various
local projects from new dog
parks to renovating a historic
hotel, and then pledge to sup-
port the funding out of their
own pocket beyond the taxes
they already pay. Essentially,
a group of citizens can mo-
bilize and engage with their
local government to provide
services and projects that are
wanted but may not be fund-
able through the city’s budget.
Local governments partner
with Citizinvestor, at no cost,
and encourage them to use
the platform as a way to reveal
budget priorities and open
up opportunities for citizens
to lead the charge in getting
money for what matters to
them. A petition is formed
once a citizen submits a proj-
ect and once a petition reaches
a threshold of signatures, the
crowdfunding begins and the
local government is contacted
to assist moving forward. It’s
important that municipalities
become partners with Citizin-
vestor because then programs
can be verified and donations
are eligible for tax-deductible
status.
Municipalities have received
these petitions and crowd-
funded projects with excite-
ment. City officials have
seen lines of communication
opened between their resi-
dents and collaborated with
them to provide what they
want. For example, a citizen
in Florida noticed the need for
a dog park in their neighbor-
hood. After successfully get-
ting the required number of
signatures, a meeting was es-
tablished within 48 hours with
the city council and then be-
came invested in crowdfund-
ing the money to build this
new park.
Overcoming Budget
Constraints: How
Crowdfunding
Supplements Tight
Budgets

Tony Mulkey, Standards Coor-
dinator for the City of Tampa
Parks and Recreation, says this
in regards to the dog park pe-
tition:
“Our experience with this plat-
form is new, but we can see the
possibilities for better commu-
nication with the community.
With the Seminole Heights dog
park petition, we had already
known about the desire about
the project through requests
made through other means.
The petition definitely helps the
community come together to
deliver a more unified message
to the department. We have
scheduled a community meet-
ing to pursue the matter fur-
ther.”
This is a clear example of an in-
novative way for governments
to engage citizens, especially
those citizens who are already
motivated to better their com-
munity.
What makes the crowdfund-
ing method stronger than an
individual citizen who tries to
get city hall to take an action is
the ability to show community
support. An additional benefit
is the low risk nature of the
platform - unless a project is
fully funded, the contributors
do not pay.
Crowdfunding is not the only
way to gauge and implement
citizen opinions – nor should
it stand alone as a tool to edu-
cate citizens about budgeting.
Some state and local govern-
ments are engaging and en-
couraging citizen involvement
in the budget process in differ-
ent ways. Hampton, Virginia,
with a population of 138,000,
hosts 800-person live events
with keypad polling, telephone
surveys, and traditional town
hall meetings. In Seattle, WA,
an interactive online game is
used to gauge public support
on spending areas like public
safety and human services.
Similarly, the state of North
Carolina engaged their resi-
dents through an interactive
game challenging them to
“Balance the Budget.” The goal
of these activities is to make
the public understand the
complexity of budgeting and
the tradeoffs that policymak-
ers encounter, and to provide
feedback on budgeting priori-
ties to government officials.
When citizens take action and
government cooperates, ei-
ther through crowdfunding or
by grappling with and giving
For more information, visit: http://www.citizinvestor.com/

39. THEGOVLOOPGUIDE
feedback on budgets, there
is potential for local govern-
ments to further engage the
citizens and exercise creativ-
ity in the ways it accomplishes
community priorities.
6 STEPS TO STARTING A
CROWDFUNDING INITIA-
TIVE
What if you want to test the
concept of crowdfunding? Be-
low are six steps, adapted from
the Crowdfunding Incubator,
that your organization can use
to help citizens make the case
for their preferred projects.
1. Create a clear Business
Plan Summary: Cover the ba-
sics and keep it short. It should
be brief enough that it could
be completely presented or
read (either on a website,
slideshow or PowerPoint) in
less than 10 minutes. Section
headings might include:
Project Overview
Problem, Challenge or Need
Proposed Solution
Promotion, Education, Out-
reach
To join the conversation around crowdfunding, please go to:
Can Governments Crowdfund (Some of the Time) Rather Than Tax?
Project Leaders, Partners
and Advisors
Project Time Line
Application of Proceeds
(minimal funding and
“dream come true”)
Project Summary
2. Identify all of the key
stakeholders. Brainstorm all
of the possible people in the
community that would ex-
perience an impact from the
project – positive or negative.
Make a list of individuals and
associations, then prioritize
them based on size and influ-
ence.
3. Conduct strategic out-
reach to influencers. Based
on your prioritized list, be sure
to start from the top and work
your way down. As you share
your plan, ask for ideas and
connections.
4. Instill a sense of urgency.
If you can, design your crowd-
funding program such that
you have a relatively short
time to raise your tiny mini-
mum, and that subscription
remains open after that point
to some wonderful maximum.
Remember Parkinson’s law:
“Work expands so as to fill the
time available for its comple-
tion.” This adage is true for ev-
ery endeavor with a timeline.
5. Give contributors vary-
ing levels of participation.
Don’t leave the giving amount
open-ended. Offer clear choic-
es at differing levels. Greater
amounts should, theoretically,
get greater rewards than con-
tributors of smaller amounts.
6. Create a competitive envi-
ronment. Is there a way that
you can get neighborhoods
or associations to pool their
resources and compare them-
selves against other groups?
Consider leveraging the power
of gaming in order to build
momentum and foster friendly
competition.
In austere budget environ-
ments, crowdfunding creates
one more “can do” moment
that puts purchasing power
back in the hands of citizens.
When done in partnership with
government organizations as
part of prioritization and plan-
ning process, the impact on a
community can be substantial.

Collaborating With “Can Do” Moments:
4 Core Questions
“Can Do” moments may be hard to spot if citizens don’t deliberately make you aware of them.
Be intentional about looking for local news stories to see what citizen-led initiatives are mak-
ing waves. Once you identify something where you have official information or resources, ask
yourself these questions:
1. How can we leverage our communications reach to help citizens spread the word and
build momentum for movements that advance key government initiatives?
2. What resources have we already created that can contribute to educational or promo-
tional activities led by citizens?
3. What bandwidth do we have to send staff members, as appropriate, to participate in
events or activities that build goodwill and lend our moral support?
4. How can we educate citizens about political or policy hurdles that could hinder their
progress, and help them avoid or overcome those potential pitfalls?
The biggest opportunity for government in a “can do” moment is to educate, support and col-
laborate. This is a unique chance for government to establish trust and stand shoulder to shoul-
der with citizens, demonstrating that we’re all, in essence, citizens striving to make our com-
munities better. Don’t miss that moment.
“Can Do” Pivot Points
EDUCATION: Tutoring / Mentoring
ENVIRONMENT: Community Clean Up
HEALTH: Exercise Events
INFORMATION TECHNOLOGY: Hackathons
PUBLIC AFFAIRS: Volunteer Events
RECREATION: Coaching / Teaching
Can you think of other “can do” moments for citizens?

41. THEGOVLOOPGUIDE
Let’s return to our original question:
What’s the point of citizen
engagement?
Based on the seven stories above, it’s clear that
every moment – whether it’s “must do”, “should
do” or “can do” – provides an opportunity to
streamline government and move citizens to
a new level of meaningful engagement in the
process. From placing refund information at
the fingertips of taxpayers to empowering citi-
zens to open their pocketbooks for municipal
projects that are important to them, there’s
no end to the number of innovative ways that
government can make life better for the citi-
zens they’re called to serve.
So how do you get started?
Consider the recommendations of a report
by the Case Foundation called, Citizens at the
Center: A New Approach to Civic Engagement:
1. SHIFT THE FOCUS.
Instead of asking how to encourage civic en-
gagement, consider the best ways to give peo-
ple opportunities to define and solve problems
themselves.
2. START YOUNG.
Don’t wait till high school to begin developing
the basic skills that young people will need to
be effective problem-solvers.
3. INVOLVE ALL COMMUNITY INSTITU-
TIONS.
Engage faith-based organizations, schools,
businesses, and government agencies in pub-
lic deliberation and problem-solving.
S U M M A R Y

4. USE TECHNOLOGY TO CREATE A NEW
KIND OF “PUBLIC COMMONS.”
Leverage technology’s power to encourage, fa-
cilitate, and increase citizen-centered dialogue,
deliberation, organizing, and action around a
wide variety of issues.
5. EXPLORE AND CREATE NEW MECHA-
NISMS.
Don’t assume that traditional venues like town
hall meetings are sufficient to truly get differ-
ent types of people to engage and share per-
spectives. Look at where people are already
interacting (such as neighborhood organiza-
tions, schools, and workplaces) and consider
other approaches, structures, and venues.
6. CONDUCT RIGOROUS RESEARCH ABOUT
WHAT WORKS AND WHY.
While considerable research has been con-
ducted on the levels of volunteering, voting,
community service, and political participation,
there is a need for more evaluation about the
motivating forces behind such behaviors -- and
what approaches are effectively solving com-
munity problems.
7. ENCOURAGE MORE FUNDING FOR THESE
APPROACHES.
Many funders may be reluctant to support
long-term, local efforts, preferring to support
bigger initiatives with a more immediate “pay-
off.” Attracting more funding will require dem-
onstrating the concrete results of local delib-
eration and action.
8. HELP COMMUNITIES MOVE FROM DE-
LIBERATION TO ACTION.
Deliberation should serve as a means to the
end of communities being able to take action
collectively in ways that reap results they can
see and experience.
This advice certainly reinforces the stories and
advice shared in this guide, and we look for-
ward to hearing about your own stories of in-
novating at the point of citizen engagement.
Please take a minute to share them on Gov-
Loop should you seize a moment to make a dif-
ference in your community.

43. THEGOVLOOPGUIDE
A C K O W L E D G E M N T S
We would like to thank the following individu-
als who were interviewed for this guide:
Ellen Belluomini, LCSW, Leader, Educator, Trainer
and Blogger at Social Works Digital Divide
Maury Blackman, CEO, Accela
Scott Burns, CEO, GovDelivery
Suzanne Ludlow, City Manager, Takoma Park,
Maryland
Tony Mulkey, Standards Coordinator, City of Tam-
pa Parks and Recreation
Joseph Porcelli, Founder, Neighbors for Neigh-
bors and Director, GovDelivery and GovLoop Engage-
ment Services
Jordan Raynor, Co-Founder, Citizinvestor
Mike Silvia, Director of Online Experience and Op-
erations Management, Internal Revenue Service
We would also like to acknowledge the efforts
of the following members of the GovLoop team
who contributed to the guide’s development:
Lead Writer: Andrew Krzmarzick, GovLoop Direc-
tor of Community Engagement
Writer: Emily Jarvis, GovLoop Online Producer
Writer: Bryce Bender, GovLoop Graduate Fellow
Lead Designer: Jeff Ribeira, GovLoop Senior Inter-
active Designer
Designer: Carrie Moeger, GovLoop Design Fellow
Editor: Steve Ressler, GovLoop Founder and Presi-
dent
Editor: Pat Fiorenza, GovLoop Senior Research Ana-
lyst
For more information on this guide, please
contact Andrew Krzmarzick, at andrew@gov-
loop.com

GovLoop’s mission is to connect government to
improve government. We aim to inspire public
sector professionals by acting as the knowl-
edge network for government. The GovLoop
community has over 65,000 members work-
ing to foster collaboration, solve problems and
share resources across government.
The GovLoop community has been widely
recognized across multiple sectors. GovLoop
members come from across the public sector.
Our membership includes federal, state, and
local public servants, industry experts and pro-
fessionals grounded in academic research. To-
day, GovLoop is the leading site for addressing
public sector issues.
A B O U T G O V L O O P
Location
GovLoop is headquartered in Washington D.C.,
with a team of dedicated professionals who
share a commitment to connect and improve
government.
GovLoop
734 15th St NW, Suite 500
Washington, DC 20005
Phone: (202) 407-7421
Fax: (202) 407-7501
GovLoop works with top industry partners to
provide resources and tools to the government
community. GovLoop has developed a variety
of guides, infographics, online training and
educational events, all to help public sector
professionals become more efficient Civil Ser-
vants.
GovLoop’s report, Innovating at the Point of
Citizen Engagement: Making Every Moment
Count is sponsored by Accela and GovDelivery.
If you have questions on this report, please feel
free to reach out to Andrew Krzmarzick, Gov-
Loop Director of Community Engagement at
andrew@govloop.com

45. THEGOVLOOPGUIDE
R E S O U R C E S
GENERAL
GovLoop Citizen Engagement
http://www.govloop.com/citizen-engagement
GUIDES
Crafting a Comprehensive Digital Government Strategy
http://www.govloop.com/profiles/blogs/new-report-crafting-a-comprehensive-digital-government-strategy
Identifying the Promise of GIS for Government
http://www.govloop.com/geographic-information-systems-guide
Re-Imagining Customer Service in Government
http://www.govloop.com/page/re-imagining-government-customer-service
The Social Media Experiment in Government: Elements of Excellence
http://www.govloop.com/profiles/blogs/the-social-media-experiment-in-government-elements-of-excellence-
TRAINING:
Redefining Citizen Engagement
http://www.govloop.com/profiles/blogs/dorobekinsider-live-redefining-citizen-engagement

Talk to Me: Dr. Ted R. Smith on Engaging Citizens through Established Conversations
http://www.govloop.com/profiles/blogs/talk-to-me-dr-ted-r-smith-on-engaging-citizens-through-establishe
What Citizens Really Want on Your Website
http://www.govloop.com/profiles/blogs/know-what-citizens-really-want-on-your-website
BLOGS
How to Engage with Gov 101 - with Gavin Newsom
http://www.govloop.com/profiles/blogs/how-to-engage-with-gov-101-with-gavin-newsom
3 Kinds of Government Open Data: Ready, Easy and Hard
http://www.govloop.com/profiles/blogs/3-kinds-of-government-open-data-ready-easy-and-hard
13 Tips on Building Meaningful Online Engagement
http://www.govloop.com/profiles/blogs/beyond-cats-kardashians-13-tips-on-building-meaningful-online-eng
AustinTexas.gov: Award Winning Site Increases Accessibility and Expands Audience
http://www.govloop.com/profiles/blogs/austintexas-gov-award-winning-site-increases-accessibility-and-ex
Civic Engagement and Open Innovation: Engaging Stakeholders in 2012
http://www.govloop.com/profiles/blogs/civic-engagement-and-open-innovation-engaging-stakeholders-in
Communicating Risk via Twitter
http://www.govloop.com/profiles/blogs/communicating-risk-via-twitter
Government Competitions Redux: TopCoder and the Power of Crowdsourcing
http://www.govloop.com/profiles/blogs/government-competitions-redux-topcoder-and-the-power-of-crowdsour
How Can We Improve Citizen Engagement Initiative? Here’s 5 Ways.
http://www.govloop.com/profiles/blogs/how-can-we-improve-citizen-engagement-initiatives-here-s-5-ways
How to Get Citizens to Dig Each Other Out After a Snow Storm
http://www.govloop.com/profiles/blogs/how-to-get-citizens-to-dig-each-other-out-after-a-snow-storm
Identifying The Promise of GIS for Government: Citizen Engagement
http://www.govloop.com/profiles/blogs/identifying-the-promise-of-gis-for-government-citizen-engagement
Millennials: Civic Engagement and Civic Tech
http://www.govloop.com/profiles/blogs/millennials-civic-engagement-and-civic-tech
Open Government: A Time for Self-Assessment (White House)
http://www.whitehouse.gov/blog/2013/03/29/open-government-time-self-assessment
Philadelphia Hires First Ever Director of Civic Technology
http://www.govloop.com/profiles/blogs/philadelphia-hires-first-ever-director-of-civic-technology-meet-t
The Impact of Mobile on Citizen Engagement
http://www.govloop.com/profiles/blogs/the-impact-of-mobile-on-citizen-engagement
What’s the Status of Gov 2.0? Expert Panel Weighs In
http://www.govloop.com/profiles/blogs/what-s-the-status-of-gov-2-0-dorobekinsider-s-expert-panel-weighs

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Innovating at the Point of Citizen Engagement

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