Gov2.0 Whitepaper US Version

8/9/2019 Gov2.0 Whitepaper US Version

1/23

Government 2.0Soc ia l Software for US Government:

An IGLOO Perspec tive

September2009


2/23

Soc ial Softwa re fo r Government

www.igloosoftware.com i

Contents

Contents................................................................................................................i

AboutIGLOOSoftware..........................................................................................2Introduction..........................................................................................................3

TheInternetAffectWeb2.0..............................................................................4

RobustSocialSoftware&OnlineCommunities............................................... 4

Opportunities........................................................................................................6

KeyBusinessDrivers..............................................................................................7

IncreasingAccesstoInformation..................................................................... 7

EnsuringCompliance.............................................................................................. 8

ImprovingInternalOperationalEfficiencies.................................................... 8

PromotingExternalCollaboration(Ecosystems&Innovation

Clusters).....................................................................................................

9

IncreasingConstituentOutreach&Communications................................... 10

IncreasingGlobalResponsiveness................................................................. 11

TheIGLOOSoftwareSolution...............................................................................12

AFullyIntegratedSolution................................................................................... 12

GuaranteedSecurity&Privacy............................................................................. 12

OpenArchitecture................................................................................................ 13

SoftwareasaService(SaaS)................................................................................. 14

1.LowerInitialCosts...................................................................................... 14

2.FasterImplementation............................................................................... 14

3.Seamless

Upgrades

....................................................................................

14

4.GuaranteedUptimes.................................................................................. 14

ImplementationHurdles&Roadblocks..............................................................15

Security&Privacy.......................................................................................... 15

Organizational Structure................................................................................ 15

InteragencyCollaboration............................................................................ 16

EmployeeDemographics............................................................................... 16

Budget............................................................................................................ 17

WheretoStart:TheIGLOOApproach...................................................................18

Phase1:Planning&Ideation......................................................................... 18

Phase2:

Design

&

Build

................................................................................

18

Phase3: Launch&Rollout........................................................................... 19

Phase4: Manage&Sustain........................................................................... 19

Phase5: Growth............................................................................................ 19

CaseStudies.........................................................................................................20

ManufacturingInnovationNetwork(MIN).................................................... 20

MayorofWaterloo......................................................................................... 20

DisasterReliefRotarianActionGroup(DRRAG)............................................. 21


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www.igloosoftware.com 2

Ab out IGLOO Software

IGLOOSoftware(IGLOO)isasoftwarecompanythatdevelopsonlinecommunityandsocialsoftwaresolutions

forgroups,

teams

and

organizations

of

any

size.

Our

community

solutions

combine

leading

edge

Web

2.0

technologywithondemandhosting(SaaS),consulting,eengagementandallofthecommunitysupportservices

necessaryforsustainableandsuccessfuldeployments.

OrganizationsuseIGLOOcommunitiesinternallytoimproveemployeeproductivity(WorkplaceCommunities)or

externallytofosterrelationshipswithmembers,customers,partnersandsuppliers(MarketplaceCommunities).

OursecureandintegratedcommunityplatformwasdesignedwithWeb2.0principlesfromthegroundupto

helpindividualsandteamsbecomemoreresourceful,productiveandknowledgeableregardlessofgeographical

orhierarchicalboundaries.AllofoursolutionsaredeployedusinganondemandSaaSdeliverymodel.

ThispaperoutlinesthetremendousvalueofsocialsoftwarewithinvariouslevelsoftheUSGovernmentand

showcaseshowIGLOOsonlinecommunityandsocialsoftwareplatformcanhelpwithovercomingthechallenges

ofdeployingthisnewsoftwaremedium.


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Introduction

ThechallengesthattheUSGovernmentfacestodaydemandnewframeworksforengagement.Thecommand

andcontrol

center

system

of

governance

is

no

longer

viable.

Instead

of

creating

broad

national

policies,

governmentagenciesareseekingtobuild,leverageandsustainregionalandnetworkedefforts.

Government2.0isanewwebbasedframeworkforengagement,enablinggovernmenttotransformthe

economyandsocietythroughimprovedbottomupcollaborationandconstituentinteraction.Usingnew

technologiessuchassocialsoftware,governmentcanfacilitatetherealignmentandtransformation ofits

structures,relationships, networksanddeliverysystemsforaddressingglobalchallengesandinnovationbased

opportunities.

Socialnetworkingsoftwareisbeingincreasinglyusedbyindividuals,organizations, activists,andagencies

worldwide. Thegovernmentstandstobenefitfromusingrobustsocialsoftwaretoolstosupportcontent

creationanddissemination,collaboration,economicdevelopment,communitybuildingandmore.Byfacilitating

transactionsandinteractionsbetweencitizens,businesses,andotherarmsofgovernment,socialsoftwarecan

reducecosts,increaseefficiencies,andsmoothlytransitiongovernmentintoanonlinemodelofcitizenservice.

Thisframeworkofnetworkedpartnershipsresultsinbestpracticesforadministration, politiciansandaboveall

forcitizenswhobenefitfromanevolvingsystemofcollaboration,innovationanddelivery.

Thispaper

provides

IGLOOs

perspective

on

the

application

of

social

software

to

government

agencies

and

organizations, withafocuson:

Improvingaccesstoinformation,operationalefficienciesandtransparency

Increasingoutreachandconstituentengagement

Ensuringcomplianceandreducingrisk

Guaranteedsecurityandprivacy


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The Inte rnet Affec t Web 2.0

Overthelast10yearstheInternethaschangedourlivesforeverbothfromasocialandabusinessperspective.

Currentlywe

are

in

atechnology

phase

that

the

experts

call

Web

2.0

aset

of

new

and

innovative

tools

that

takeusbeyondsimplebrowsing,searchingandpublishingofstaticwebsites.ThesenewWeb2.0toolsenable

ustoactivelyparticipate,publishandinteractwithothersonthewebquickly,easilyandatlittleornocost.

UsersarethedrivingforcebehindWeb2.0technology;cooperationnotcontrolliesattheheartoftheWeb2.0

philosophy.

Web2.0technologieslikesocialnetworkingsoftwarearequicklychanginghoworganizations,institutions

businessesandagenciesinnovate,collaborateandshareknowledge.Thisisbecausethesetechnologiesconnect

usersandinformationinmultilinear,dynamicandspontaneousways.Newuserdrivennetworkedbusiness

models,practicesandprocessesareemergingwherecollaboration,contributionandsharingarepromotedand

rewardedwithinanorganization.Thisculturalshiftisjuststartingtotransformoldhierarchicaldriven

organizationsintointeractive,vibrantonlinecommunitiesthataremoreagile,productiveandcompetitive.

Organizationsingovernment,healthcareandacademiaarerethinkingoldbusinessmodelsandevolvingtheir

culturestoincludeWeb2.0technologytocompeteinanemergingglobalknowledgeeconomy.

Rob ust Soc ial Softwa re & Online Communities

Onlinesocialnetworkingwentmainstreamin2007,leadbythepopularityoftwoconsumersocialnetworking

applications;myspaceandFacebook.Thesesitestappedintoonesimplebasichumanneedaneedto

connectandsocializewithothers. Outofthisfirstsocialnetworkingwavecamethenextwave,asthe

technologyhasevolvedandmigratedfromtheconsumerspaceintoanewbusinesscategory:robustsocial

software. Socialsoftwareforbusinesscombinescontentmanagementwithcollaborationandsocialnetworking

servicesinasecureandfullyintegratedonlinecommunityplatform.Whereasconsumerbasedsocialnetworking

softwarehasbeenopenandinsecure;newemergingbusinessmodelsforrobustsocialsoftwarecanoffertighter

securitycontrols

to

support

the

most

restricted

information

sharing

models.

Inordertobeeffective,onlinecommunityandsocialsoftwaresolutionsmustsupportthecoreelements

requiredbyorganizationstoday,includingsecurity,userbasedpermissionmodels,documentandcontent

management,subgroupsandsubcommunities,andmore.Inthegovernmentsector,itisevenmorecritical

thatGovernment2.0solutionscomplywithcurrentinformationmanagementpoliciesbysupportingfulllifecycle

managementofallinformationassetsinelectronicorphysicalformat.


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IGLOOssocialsoftwareforGovernmentdeliverseffectivesolutionsforgovernmentdepartmentsandagencies

lookingfornewandinnovativewaystofindinformation,shareknowledge,experienceandideas,andtobuild

relationshipsacrossorganizationalandgeographicalboundaries. Whenimplementedcorrectly,thesesolutions

cancreate

tremendous

corporate

capacity

by

connecting,

empowering

and

motivating

any

organizations

most

valuableasset:people.


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Opportunities

Drivenbytoday'semergingInternettechnologies,anewkindofpublicsectorisemerging.Recentinitiativessuch

asthe

Federal

IT

Dashboard,

NASA's

Cosmo

Code

and

the

Open

Government

Initiative

all

serve

to

highlight

how

administrationsareembracingthetenetsbehindopengovernment.Opengovernmentdirectlyinvolvescitizens,

readilysharesinformationandresources,andharnessescollaborativeefforts.Recently,therehasbeena

growingrequirementforthefederalgovernmenttomovetowardbecomingmoreopenandtransparentintheir

dealingswithconstituents,includingthesecuredisseminationofinformation.

TheUSGovernmentcanmakeeffectiveuseofrobustsocialsoftwareto:

EnsurecompliancewiththeGovernmentsInformationManagementandRecordKeepingpolicies.

Captureandmanageinformationinasecureenvironmentwithguaranteedauthenticityandintegrity.

Overcomethetiredrulesthatinhibitinnovationwithnewmodelsofwebenabledcollaborationthatcut

acrossdepartmentalsilostoimprovepolicyoutcomes,reducecosts,andincreasepublicvalue.

Achievebreakthroughsinpublicservicedeliveryandorganizationaleffectivenessbydeploying

government2.0technologies.

Understandwhattoday'sglobalyouthreallyexpectofgovernmentandhowtheywillbehaveascitizens,

futurevotersandconsumersofpublicservices.

DifferentiateemployeerecruitmentprogramstoappealtotheincomingwaveofNetGeneration

workers.

Reinvigoratedemocraticprocesseswithtechnologyenabledapproachestopolicymaking,problem

solving,citizenengagementandstakeholderconsultation.

Solveenduringpolicychallengeswithcollaborativeapproachestomemberdefinedareasofinterest

suchasclimatechangeeducation,healthcareandnationalsecurity.
http://it.usaspending.gov/http://it.usaspending.gov/http://it.usaspending.gov/http://it.usaspending.gov/http://it.usaspending.gov/http://colab.arc.nasa.gov/cosmoscodehttp://colab.arc.nasa.gov/cosmoscodehttp://colab.arc.nasa.gov/cosmoscodehttp://www.whitehouse.gov/open/http://www.whitehouse.gov/open/http://www.whitehouse.gov/open/http://www.whitehouse.gov/open/http://www.whitehouse.gov/open/http://www.whitehouse.gov/open/http://colab.arc.nasa.gov/cosmoscodehttp://it.usaspending.gov/


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Key Business Drivers

Letstakeamomenttoexaminetheopportunitiespreviouslyidentifiedtodemonstratethepotentialbenefitsof

IGLOOssocialsoftwaresolutionsfortheAmericanGovernment.

Increasing Access to Information

TheAmericangovernmentmaintainsatremendousamountofdata.Likeanyorganization, thesuccessofthe

governmentadministration, officesandagenciesdependsuponkeycontentassets.Theseassetsoftenlaylostor

buriedinpeoplesdesktopcomputers,laptopsandemailinboxes.Whenintegratedwithcontentmanagement

andcollaborationfunctionality,socialsoftwarefeaturescanextendcollaborationaroundanorganizations

intellectualcapital,supportingallformsofinformationsharinganddissemination,includingsharinglessons

learnedand

best

practices,

intelligence

gathering

and

analysis,

human

resources

documentation

and

processes,

officecommunications,andmore.

IGLOOssocialsoftwaresolutionprotectsagainstknowledgeleakagebydeliveringtightercontrolsovercontent,

reducingagovernmentagencyordepartmentsdependenceoninsecureemailattachments.Powerfulcontentmanagementfeaturesareentirelywebbased,fullyscalable,easytoaccess,andintegrateeasilywithinternal

businesssystemstoimproveknowledgesharingbetweenusers.Keyfeaturesinclude:

Supportforanyfiletype,includingengineeringdrawings,systemreports,emailmessages,periodicals,or

richmedia

such

as

videos,

slideshows,

images,

photos

and

podcasts.

Versioncontrol,reservationandaudithistoriesenableyoutomanagethehistoryofanydocument;set

thenumberofversionstokeep;lockversionsforeditingpreventingoverwrites;seeprofilesofuserswho

addedversions.

Accesscontrolconsistingofuptofivelevelsofpermissionstopreventunauthorizedaccessto

documents;assignpermissionsbyroleandgroup;controlwhetheruserscanseedocuments,viewtheir

contents,modifyordeletedocuments.

Auditingofallactivityrelatedtoaspecificdocument,wikipageorcommunication.

Desktopintegrationprovidesuserswithaseamlessexperiencetheycansavedocumentsfrom

MicrosoftOffice

and

other

popular

desktop

applications

directly

into

their

online

community.

Labelsassignedasmetadatawhichallowsforinformationtobecategorizedandlocatedmoreeasilyby

browsingandsearching.

Filteredsearchallowsuserstofindanyiteminthecommunitybytype.


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Ensuring Co mp lianc e

IGLOOSoftwarehastakenitsrobustonlinecommunityandsocialsoftwaresolutionastepfurthertoensurethat

allsocial

media

(blogs,

wikis,

forums,

documents,

etc.)

complies

with

current

government

defined

information

managementandrecordkeepingpolicies. IGLOOsOpenSourcePlatformintegrateseasilywithyourrecords

managementcomplianceinfrastructuretodeliverasolutionthatoffersfullcontrolforthecompletelifecycleof

vitalrecords,fromcreationthroughtoarchivingandfinaldeletion.Usingthissolution,governmentagenciesand

departmentscaneffectivelymanagetheirrecordstoensuretransparencyandaccountabilityofgovernment

programsandservicesandreducecontentmanagementcostsbydeletingunimportantoroutofdatecontent.

Governmentdepartmentscancreate,acquire,capture,manageandprotecttheintegrityofinformation

resourcesofbusinessvalueinthedeliveryofprogramsandservices. TheIGLOOsolutionforgovernment

deliversallofthetoolsrequiredtosupportdepartmentalrecordkeeping requirements,including:

Theimplementationandmaintenanceofawebbasedsecureandcentralrepositoryforallinformation

resources.

Theabilitytosupporttaxonomiesorclassificationstructuresthroughlabelsandmetadata.

Theabilitytosearchforitemsbyapplicationordatatype.

Monitorcomplianceprocessesthroughversioncontrolandauditingcapabilities.

Recordsmanagementcontrolsforallcontenttypes,includingpaperandelectronicbusinessdocuments,

emails,contracts,regulateddocuments,transactionalcontent,richmediafilesandmore.

Recordsmanagement

functionality

with

support

for

retention

periods,

along

with

disposition

processes

andactivities.

IGLOOsfullyintegratedsolutionfortheAmericanGovernmentensurescomplianceandreducesrisk,allowing

governmentorganizationstoautomatetheretentionanddispositionofallcontent.

Imp roving Internal Operationa l Effic ienc ies

Robustsocialsoftwarecanbeusedtopromoteandenableinteragencyandinterdepartmentalinformation

sharingand

collaboration.

This

pertains

to

information

at

all

levelsinformation

used

for

defense

purposes

or

foreconomicdevelopmentalongwithcommunicationswithinofficesforHumanResources,contracting,

standardoperatingprocedures,knowledgeexchangeandmore.GovernmentHumanResources(HR)

departments,forexample,canleveragesocialsoftwaretoincreaseemployeeretention,moraleandproductivity.

Risingcosts,increasedcompetitionandthetimerequiredtohireandtrainnewtalenthavemaderetainingtop

performersagrowingchallenge.Robustsocialsoftwaretoolscandeliverextremelycosteffectivewaysfor


10/23



governmentHRdepartmentstoacquirethebesttalent,improvecorporatecommunicationsanddriveemployee

engagementandwellbeing.Usingrobustsocialsoftware,HRmanagementcansecurelycoordinate,manageand

monitoremployeeprocesses,interactionsandactivities,including:

Creatingtheconnectionsemployeesrequiretofindandutilizeinformationtodrivebusinessresults.

Increaserecruitmentandonboardingprogramsbyreachingintothecurrentworkforceonprospective

candidates.

Deliverjustintimelearningbasedonreadilyavailableemployeecontent,collaboration,and

interactions.

Moreeffectivelymanageorganizationaltalentbycreatingacultureofcollaborationandcareer

development.

Alongwithimprovingdepartmentalcommunicationsandprocesses,socialsoftwarefosterscollaborationin

crossfunctionalteamsandencouragesinformationsharingbetweendepartments.Thisresultsinthecreationof

virtuousloopsthatbuilduponeachothertoimproveinternalprocesses.Socialsoftwarepresentsadditional

advantagesthatspandepartments,includingrevealingselforganizingcapabilitiesthatcurrentlyliedormant

withingovernmentorganizations.

Promoting External Collaboration (Ecosystems & Innovation Clusters)

Amajorfocusofgovernmentshouldbeonclusterdevelopmentinindustriessuchasmanufacturing,hitech,

education,biomedicineandpharmaceuticals,artsandculturetofacilitateurbanvitalityandemployment.A

crucialelementforsuccessfulinnovationledeconomicdevelopmentistheconnectionof"regionalassets"

requiredinordertocreatecompetitiveness. Toestablishwealthcreation,vitalconnectionstoknowledge,

expertiseandcompetencymustbeestablishedtonurtureinnovationincommunitiesofpractices.

Thegovernmentcanactasacatalystof"industrycluster"andeconomicdevelopmentbydelivering,supporting

andrefiningtheinfrastructurerequiredtoconnectknowledgewithexpertiseandaccelerateinnovation.This

infrastructuretakes

the

form

of

innovation

networks.

Aninnovationnetworkorclusterisamembershipbasedonlinenetworkorcommunitythatbuildsanexpansive

orregionalwidegeographicadvantageusingaseriesofinterconnectedandfreeonlineresources(including

otherregionalinnovationnetworks)inaspecificindustryorfocusedaroundaspecificareaofexpertise.


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Thedevelopmentoftheseregionalinnovationecosystemsorinnovationclustershasbeenespousedinthe

AmericaCOMPETESActandtheNationalInnovationActintroducedbySens.HillaryClintonandSusanCollins.

Clearly,innovationhasreturnedtothefederalpolicyagenda.

TheUSFederalGovernmentfacilitatesnetworkedinnovationthroughthedevelopmentofnewmodelsof

collaboration.Thegoalistobringtogetherawidevarietyofstakeholders,fromgovernment,academic

community,theprivatesector,informationtechnologyandinvestmentcompaniestodefinetheinnovations

requiredtoaddresschallengesoropportunities.Thegovernment'sroleistofacilitateresourcesandgovernance.

Innovationnetworksorclustersserveto:

Helpcompaniesbecomemoreinnovativeandcompetitive.

Stimulateeconomicdevelopmentandgrowthwithinmarketsandindustries.

Assistcompanieswithactivitiesincludingjointindustryuniversityresearchpartnerships,technology

transfer,andmore.

Streamlineoperationsthroughtheexchangeofbestpractices.

PleaseseetheManufacturingInnovationNetwork(MIN)examplebelowforasamplecasestudy.

Increasing Constituent Outreach & Communications

Socialsoftwaresolutionsforgovernmenthavebeendesignedtoincreasethevalueofpublicservicesfor

constituents,employeesandotherpublicsectorstakeholdersattheStateandLocallevelsofgovernment.

Asaplatformforparticipatorycivicinfrastructure,IGLOO'seGovernmentsolutionsprovideconstituentswith:

Theabilitytologontothelocalgovernmentsitesandbegreetedwithschedulesforneighborhood

associationmeetingsorthelatestrecreationclassesthatmeetinterests.

Profilesofcouncilmembers.

Minutesfromcouncilmeetings.

Receiveemailnotifications:

o eachtimeazoningchangeismadethatcouldaffectpropertyvalues,

o acrimeiscommittedintheneighbourhood,or

o aconstructionprojectbeginsthatwillaffectamorningcommute.

Provideintelligentdigitalguidestoidentifyandaddressissues,withoutlinkingtosuperfluous

information.

PleaseseetheMayorofWaterlooexamplebelowforasamplecasestudy.


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Increasing Global Responsiveness

Robustsocialsoftwarealsopresentstheabilitytocoordinateagenciesandorganizationstoimprovecoordination

aroundstabilization

and

reconstruction

missions,

connecting

agencies,

NGOs

and

organizations

to

support

individualsinemergencysituationsorpostdisaster. Aglobalnetworkdeliversaworldwidecommunityfor

organizationsandindividualstoparticipateindisasterpreparedness,responserecoveryandcommunity

rebuildingeffortsofareasstruckbydisasters.

ArangeofWeb2.0toolssuchasblogs,wikisandsearchableonlinememberprofilescanbeusedtoenhancethe

reliefeffortsofgovernmentagenciesandNGOsaroundtheworld.Socialsoftwaregivesorganizationsthe

capacitytoimproveengagementindisasterreliefoutreachandprovidesamechanismforaction. Byusingsocial

software,theUSGovernmentcansignificantlyincreasethespeedwithwhichitcoordinatesreliefefforts,funnels

donationsand

provides

support

for

the

implementing

agencies

on

the

ground.

PleaseseetheRotarian/DRRAGexamplebelowforasamplecasestudy.


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The IGLOO Software Solut ion

Thebiggestchallengeformostorganizations, includinggovernmentwhentryingtoachievethislevelofexternal

collaborationisdealingwithsecurityissues.Allowingexternalstakeholdersinsidethecorporatefirewallis

usuallyanonstarter.Collaboratingandsharingusingemailisinefficientandunsecure.Finally,actually

developingorsettingupasystemandreceivingITsignoffmaytakeweeksorevenmonths.

Asyouwilldiscover,IGLOOsonlinecommunityandsocialsoftwareplatformoffersapowerful,integratedand

securesuiteofknowledgesharing,collaborationandnetworkingfeaturesinonesinglepackage.Yourcommunity

canbeupinrunninginhoursnotdays,weeksormonths.Thisisbecauseallofoursolutionsareprovidedusing

softwareasaservice(SaaS)framework.Thereisnoneedtobuyexpensivehardware,softwareorwastetime

installingand

configuring

an

On

Premise

or

Open

Source

Platform.

Better

yet,

all

of

the

community

data

is

protectedandstoredinasecureSAS70TypeIIcompliantdatacentre.Vitalcommunitydataisbackedupona

dailybasisregardless iftheinformationisintheformofadocument,blog,forumorwikipage.And,your

communityuptimeisguaranteedat99.5%,soitwillbeavailablewheneveryouneedit,regardlessofwhereyou

areintheoffice,ontheroadorintheoffice.

A Fully Integra ted Solution

IGLOOsrobustsocialsoftwaresolutionscombinecontentmanagement,collaborationandsocialnetworking

servicesintoafullyintegratedandmultilingual(English,SpanishandFrench)solution.UsingIGLOOsolutions,

governmentorganizationscan:

Organizeandmanagecontenttopromotesecureknowledgeexchangeandprotectintellectualproperty.

Connectdistributedteams,networksandamobileworkforcetostreamlineprocessesandincrease

speedofexecution.

Nurturecrossfunctionalrelationshipstofacilitatethefreeexchangeofideasandfosterinnovationfor

competitiveadvantage.

Gua ranteed Sec urity & Privac y

Whileopenmembershipbasedsocialnetworkingsiteshaveinherentweaknesses,governmentagenciescan

implementrobustsocialsoftwaresolutionswithbuiltinmembershipsigninandauthenticationmodelsthatare

congruentwiththeirsecurityrequirements.


14/23



WithIGLOO,securitybeginswithuserauthentication.TheSecureSocketsLayer(SSL)protocolensuresthatonly

authorizeduserscanread,change,ormanipulateinformationas alloftheinformationtransmittedoverthe

webisencrypted.Everyuserwhoaccessesanonlinecommunityisgivenauniqueusernameandprivate

password.The

system

can

force

the

user

to

change

their

password

on

regular

intervals

for

added

security.

Every

objectorasset,includingconfidentialdocuments,reports,images,mediafiles,discussions,wikis,commentsand

morehavespecificauthorizationlevelsassignedforeachuser.Everygroupworkspacehasanassociatedlistof

memberswithassignedpermissionlevels.

IGLOOsdatacentreisPCIDSS,SAS70andCICA5970(TypeII)certified;thismeansallprocessesarerigorously

assessedbyaccreditedthirdpartieseachyearandconsistentlyoperateatthehighestlevelswithintheindustry.

Theseaccreditationauditsinclude:

Administration andOrganizationa reviewofoursecurityteamaswellasouroverallcorporatesecurity

consciousness.

Facilitiesverifyonaregularscheduletheinfrastructureandredundancyofoursystems.Thisalso

includesphysicalaccessandperimetersecurityatourfacility.

BackupandRecoverythebackupschedulesandcontrolmeasurestakentoensurealldatais

recoverableandhasoffsiteduplicatebackups.

Op en Architec ture

IGLOOsonline

community

and

social

software

solutions

are

built

on

an

open,

modular

framework

which

providesdeveloperswithaflexiblesetoftoolsforcustomizingandextendingonlinecommunitiesquickly,

easilyandcosteffectively.

Thismodularframeworkconsistsoffourcriticalkeycomponentsforsolutiondevelopment:

AThemeManagertocreateandmanagethelayout,designandbrandingofthecommunity.

AGlobalConfigurationPaneltotoggleapplicationsettings"on"or"off".

AdraganddropWidgetManagertocreateandconfigurecustomapplicationwidgets.

AcoresetofOpenAPI'sforintegratingwithenterpriseapplicationslikeERPandCRMsystems,aswellas

cloudbasedapplicationslikeGooglewidgetsandSalesforce.com.

Usingawidgetbasedarchitecture,developerscancreatecustomcontentwidgetssourcedfromalmostanythird

partyapplication.Capitalizingontheopennatureofsocialsoftware,governmentorganizationscancreatea

libraryofcontentwidgetsthatcanbedroppedintoanypagewithinanonlinecommunity.Thismodular

approachalignstheWeb2.0philosophy;usinglightweightapplicationswhicharefasttosetupandeasytouse.


15/23



. Lower Initial Costs

areandhardwarestartupcosts.

aretypicallyincludedintheannualfee.

. Faster Impleme nta tion

afractionofthetimeitwouldtakeorganizationstoimplementaninternal

luabletechnicalresourcesfromdevelopingandmanaginginhousesolutions.

internal

. Sea mless Upgrad esorryaboutthecostandhassleofbackups,operatingsystemsupdates,software

andservices.

. Guaranteed Uptimes

datanetworkwith99.5%plusperformanceuptimeguaranteed.

Software as a Service (SaaS)

Inmanycases,theIGLOOonlinecommunityandsocialsoftwareplatformisactuallymorecosteffectivethan

opensource

alternatives.

This

is

because

it

is

available

on

demand

(SaaS),

requiring

no

hardware

or

software

installations; nodeveloperstobuildthesolution;andlittletonomaintenancefeesandaminimalinvestmentin

technologystaffandexpertise.

BydeployingyourIGLOOonlinecommunitysolutionasaservice,youllbenefitfrom:

1

Noexpensivesoftw

Allhardware,softwareandnetworkinginfrastructure

Organizationsareabletomitigatefinancialrisk.

2

Asolutioncanbesetupin

solution.

Freeupva

Makesolutionsavailabletocustomers,partnersorsupplierswithouthavingthembreach

networksecurity.

3 Thereisnoneedtow

upgradesorapplyingthelatestsecuritypatchestooperatingsystems.

Regularquarterlysoftwareupgrades,providingnewfeatures,functions

4

Proven,reliable,secure

ITandtechnicalexpertsmaintain,upgradeandmonitoreveryhostedsolution.


16/23



ImplementationHurdles & Roadblocks

Despitethepromiseofimprovedtransparencyandconstituentengagement,thereareconcernsatnumerous

levelsof

the

US

Government

around

adopting

social

software

solutions.

The

first

and

foremost

challenge

is

the

inherentconservativenatureofgovernment.Thisisreinforcedbythehighlystructuredorganizationof

government,whichgoesagainsttheinherentlyunstructurednatureofsocialsoftwaretechnologies.Duetoits

spontaneous,openandviralnature,socialsoftwareisalsoconsideredtobeasecuritythreatwellbeforeitis

regardedasapotentialsolution.Manyproponentsofsocialsoftwareingovernmentarguethattherisksof

ignoringthisemergingtechnologyoutweightherisksofnotexploringitspotential.Whatfollowsisasetofissues

orrisksposedthatserveasbarrierstogovernmentorganizationsconsideringtheadoptionofsocialsoftware.

Security & Privac y

Informationsharingisrequiredatalllevelsofgovernment.Theexchangeofmissioncriticalinformationwithin

theDepartmentofDefense,forexample,needstobeprotectedandleakagespreventedatanycost.Theimpact

oftheinsecureexchangeofinformation, ortheexchangeofinaccurateinformation,canhavefarreaching

implicationsandcanmeanthedifferencebetweenlifeanddeath.Forthesereasons,andsecuritybreachesthat

socialnetworkingsitesincludingFacebookandTwitterhaverecentlyexperienced,theUSGovernmentis

reticenttoembracesocialsoftwaresolutions. Whatsmore,despitetheirwideappeal,theUSGovernment

requiresthatallinformationmanagementtoolscomplywiththeendtoendlifecyclemanagementofall

informationresources

created,

stored,

managed

and

archived

within

government

organizations.

Becauseinsurgentsandotherterroristsgroupsarecurrentlyleveragingsocialnetworkingsoftware,itwould

benefittheAmericanGovernmenttodevelopadeeperunderstandingofhowthesetechnologies arebeing

utilizedandhowinformationisbeingshared. Newframeworksforsharinginformationcanbeexploredand

introducedtomaintainthefinebalancebetweensecurityandfunction.

Orga niza tiona l Structure

`

Duetoitsbureaucraticnature,theUSGovernmenthasnotestablishedconsistentpoliciesandprocedures

concerningtheuseofsocialsoftwareapplications.Atdifferentlevelsanddepartmentsofgovernment,accessto

certainsocialsoftwareapplicationsispermittedonbothprofessionalandpersonallevels,atvaryingdegrees.At

present,socialsoftwareisonlysporadicallyregardedbyaminorityasalegitimateapplication.Moreover,the

constantchangereorganizationatseniorlevelsofgovernment(oftendependentuponshiftsinadministration)is

prohibitivetotheimplementationofsocialsoftware.


17/23



RobustsocialsoftwarewithsupportforthebroadrequirementsoftheUSGovernmentsinformation

managementandrecordkeepingpolicieswouldenabledepartmentsandagenciestodemonstratecompliance.

Thiswouldresultinbuyinatalllevelsandmandatethedevelopmentandadherencetonewpoliciesand

proceduresaround

the

use

of

social

software

within

government

organizations.

Inter-ag enc y Collab oration

TheUSGovernmentismadeupofamyriadoforganizationsandagenciesthatfocusoneverythingrangingfrom

educationandhealthcarereformtonationaldefenseandmilitaryoperationsatfederal,stateandlocallevels.

Often,thecompletionoftasksorimplementation ofprogramsisdependentontheeffortsofsomeormanyof

theseagenciesworkingtogethertoachieveresults.Often,interagencycollaborationishinderedbyestablished

silosofexcellencewhich,attimes,encourageindividualismanddisrupteffectivecoordination.Tofacilitate

effectivecollaboration,thereisanactiveneedforrobustsocialsoftwaretoolsthathavetheabilitytoconnect

userstomultiplecommunitiesandsubcommunitieswithguaranteedlevelsofsecurity,apermissionbased

modelofaccessandsupportforsubgroups.

IGLOOssocialsoftwaresolutionsforGovernmentcanhelpdepartmentsandagenciesimprovethereliabilityand

consistencyoftransformationacrossgovernmentswithamorethorough,standardizedapproachforprogram

andservicealignmentandbusinessdesignthatpromotesdesignefficiencyandreusability,aswellasfor

transformation projectplanningandimplementation.

Americansexpectaffordable,accessibleandresponsiveservices.Thestrategicuseofsocialsoftwarewillenable

theGovernmenttobettermeettheseexpectations.

Emp loyee Demograp hics

ThesizeoftheAmericanGovernmentasabodyisstaggering.Forthisreasonalone,maintainingconsistency

acrosstechnologyinfrastructures isallbutimpossible.Aswell,aconstantfluxinpersonnelhampersthe

consistentmaintenanceofstandardsfortechnologyusage. Finally,thegovernment,alongwithotherindustries

andbusinesses,isexperiencingagenerationalgapinitsworkforce.AstheNetGenerationfloodstheworkforce

andovertakestheBoomersinnumbers,theywillincreasinglyexpectorganizationstosupportthewaythey

workandthewaytheyconnectonapersonallevel. Thisnewworkforceisacceleratingthemovetosocial

networking,includingcellphonebasedblogging,multimediasharing,locationbasedsocializationservices,

chatthesearetheirprimaryworktools.


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Atpresent,theUSGovernmentisstrugglingtosupportthedivergentwaysthatpeoplework,whileprovidinga

fulfillingandmotivatingworkenvironment.Theymustsimultaneouslyretainthetalentandhumancapitalthey

haveandopenuptonewwaysofworkingforfuturegenerations.Regardlessofthegenerationalmixofthe

workforce,the

overarching

requirement

is

the

same:

creating

better

connections

to

the

expertise

and

resources

peopleneedtoeffectivelydeliverservicestoconstituentsandstakeholders.

Budget

Duetothecyclicalnatureofgovernmentfundingandtherigorousapprovalprocessesinvolved,thedecisions

requiredtosourceandstaffsocialsoftwaresolutionscanbecomplicated,disruptedordelayed.Flexible,fastand

easytorampupsolutionsarevitaltothedeliveryofgood,affordableconstituentservices.


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Where to Sta rt: The IGLOO Approac h

Asyouhaveread,socialsoftwarecanoffertremendousvaluetoanytypeoforganizationespecially

governmentdepartments

and

organizations.

But

in

order

for

these

new

social

software

solutions

to

be

successful,theyrequireastrategicplan. Thisplanmustdealwiththetechnology,operationalandcultural

issueseveryorganizationfacesastheyimplementnewtechnologiesandworkingbehaviours.Inmanycases,the

adoptionofsocialsoftwarerequireschangesinexistingbusinessmodelsandbureaucraticculture.

Sowheredoyoustart?Tolaythegroundworkforsuccessfuldeployment,IGLOOoverthepast5yearshasbeencreatingandupdatingitsBestPracticePlaybookofprovenimplementationmethodologies.Thesemethodologiescansignificantlyhelpyourgovernmentagencyororganizationtodeployarobustonline

communityandsocialsoftwaresolution.

TheCommunityPlaybookcoversthefollowingcritical

stagesofasuccessfuldeployment:

1. Planning&Ideation

2. Design&Build

3. Launch&Rollout

4. Manage&Sustain

5.

Growth

Phase 1: Planning & Idea tion

Theplanningphaseinvolvesassessinganddocumentingtheexecutivevisionfortheproject,understanding the

project'salignmentwithorganizationalgoalsandstakeholderneeds,definingahighlevelscope,assessingthe

technicalcomplexitiesanddeterminingprojectdurationandcostestimates.

Pha se 2: Design & Build

Thecommunitydesign,orblueprint,shouldflowfromtheoverallgoalsandobjectivesofthesite,maptothe

profileofthemembersandtheengagementmodelselected. Thesuccessofthecommunitydependssolelyon

themembersandtheiractivities. Awelldesignedcommunitywillallowforfuturepromotionofnewfeatures,

content,programsandservicestoattractnewmembersanddemonstratethatthecommunityiscontinuously

evolving.



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Phase 3: Launc h & Roll-out

Launchingthecommunityshouldbeconsideredasignificanteventbecauseitintroducesthecommunityto

potentialmembers,

and

announces

that

the

community

is

ready

for

use.

It

is

recommended

that

organizations

launchusingthemostimportantsocialsoftwarefeaturesprominently,includingforums,wikis,ormember

profiles. Additionalfeaturescanthenbeaddedasthecommunityrequiresthem. Contentiskingasakeydriver

toinstillvalueandengageusers,sofocusingoncontentiscrucialforsuccess.

Phase 4: Ma nage & Susta in

Onceacommunityislaunched,itisvitaltokeepthemomentumgoing. Ifaplanisnotinplaceto"feed"the

community,participationlevelsmaytaperoffanddissuadenewmembersfromjoiningiftheydonotseeany

activity. Launchingandgrowingacommunityisnotaonetimeeffortthathasabeginningandanend. Itisan

ongoingprocessthatneedsaplantoattractandretainmembersinordertosustainthecommunity.

Phase 5: Growth

Growthpresentsapproachesandprocessesthatarevitaltobuildingavibrant,durableandsustainableonline

community.


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Case Stud ies

Ma nufac turing Innovation Netwo rk (MIN)

TheManufacturingInnovationNetwork(MIN)isan

innovationclusterthatconnectsmanufacturers,

partners,governmentagencies,academic

institutionsandotherstakeholdergroupstocreate

amoreresponsiveandgloballycompetitive

manufacturingcommunitythroughimproved

collaboration,knowledgesharingandleadingedge

innovations.MINmembershipisfreeto

manufacturersandofferstheminvaluable

resourcestohelpthemraiseawareness;buyand

sellgoodsandservicesonline;andfacilitate

ongoinginnovationsthroughimproved

partnerships andbusinessrelationships.

Moreinfo:www.waterloomin.com

Ma yor of Wate rloo


TheMayorsCommunityhasbeendevelopedto

openupanongoingdialoguebetweenMayorof

WaterlooBrendaHalloranandherconstituents.

Theonlinecommunityprovidesanonlineforum

wheretheMayorcanconnectandinteractwithher

constituentstodiscusspressingissues,share

councilinformation,

present

the

latest

regional

news,highlightupcomingeventsandbookthe

Mayor'stimeforanonsitevisit.

Moreinfo:www.mayorofwaterloo.ca
http://www.waterloomin.com/http://www.mayorofwaterloo.ca/http://www.mayorofwaterloo.ca/http://www.waterloomin.com/


22/23


Disaster Relief Rota rian Ac tion Group (DRRAG)


TheDisasterReliefRotarianActionGroup(DRRAG)

issubsidiary

group

of

Rotary

International.

Rotary

Internationalisaworldwideorganizationof

businessandprofessionalleaderswhoprovide

humanitarianservicestohelptobuildgoodwill

andpeaceintheworld.Rotary'sglobal

membershipisapproximately1.2millionmenand

womenwhobelongtomorethan33,000Rotary

clubsinmorethan200countriesandgeographical

areas.

TheDRRAGonlinecommunitysecurelyconnects

RotariansusingacollectionofeasytouseWeb2.0

tools.Memberscanparticipate,collaborateand

shareinthecommunityusingblogs,wikisand

forums.Everymembercancreateasearchableonlineprofileoutliningtheirinterests,experiencesandskills

whichisaccessibletoeverymemberinthecommunity.Whenadisasteroccurs,membersfrommorethan200

countriescaninstantlytapintotheDRRAGnetworktosolicitsupportfromotherRotarymembers,offer

volunteeringsupport

and

access

links

to

other

international

emergency

management

NGO's

and

governments.

Thecommunityalsoprovidesnewsupdatesfromthefieldonspecificreliefeffortsandacollectionofinvaluable

resourcesdirectedtothedozensofagenciesthatrespondtoglobalcrises.

Moreinfo:www.drrag.org
http://www.drrag.org/http://www.drrag.org/


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22 FREDERICK STREET, 6TH FLOOR

KITCHENER, ONTARIO, CANADA N2H 6M6

TEL +1.519.489.4120

FAX +1.519.489.4121

www.igloosoftware.com

Copyright 2009 IGLOO Inc. The copyright to these materials is owned, without reservation, by IGLOO. These materials may not be copied in whole or part without

the express, written permission of IGLOO. The information in this document is subject to change without notice. All rights reserved. Printed in Canada.

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