Technology and Public Management

481 Pages·013.736 MB·English

by  Alan R. Shark

Technology and Public Management
At last, here is a textbook that covers the field of Technology and Public Management in an informative and
engaging style. Ever since the National Association of Schools of Public Affairs and Administration required
greater infusion of technology into the curriculum, faculty and administrators have struggled with finding the
right course materials designed specifically for the public administration environment.
Technology is no longer the sole domain of an information technology office, as it has evolved into a
growing set of complex tools that influences every area of government. To be effective, every public manager
needs to be actively engaged in technology decisions. This textbook is designed for students of public
administration at every level who need to know and understand how technology can be applied in today’s
public management workplace.
The book explores the latest trends in public management, policy, and technology and focuses on best
practices on governance issues. Finally, this book provides real-life examples about the need for policies and
procedures to safeguard our technology infrastructure while providing greater openness, participation, and
transparency.
Technology and Public Management covers:
how information system design relates to democratic theory;
how and where public policy and technology intersect;
skills and tools that are useful in information management, information technology, and systems
dedicated for the effective flow of information within organizations;
understanding the role of e-government, m-government, and social media in today’s society and in
public organizations;
possibilities and challenges associated with technology applications within public organizations;
how technology can be managed through various governance models;
the latest technology trends and their potential impact on public administration.
Alan R. Shark is the executive director/CEO of the Public Technology Institute. He also serves as Associate
Professor of Practice in the School of Public Affairs and Administration at Rutgers University–Newark, USA.
As an author, lecturer, and speaker on technology developments and applications for most of his distinguished
career, Dr. Shark’s experience both balances and embraces the business, government, education, and
technology sectors. He is a Fellow of the National Academy of Public Administration (NAPA), where he is the
chair of the Academy’s Standing Panel on Technology Leadership. He is also a Fellow of the Radio Club of
America (RCA), and Fellow of the American Society for Association Executives (ASAE). He is the recipient of
the prestigious National Technology Champion Award from the National Association of State Chief
Information Officers. The award is in recognition for his outstanding contributions promoting government
performance excellence through sound information technology solutions, policies, and practice. Dr. Shark
holds a doctorate in Public Administration from the University of Southern California, USA.
A range of further resources for this book are also available on the companion website:
www.publictechbook.com
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“There is perhaps no greater area of expertise for governments to grasp than information technology. Alan Sharks’ ground breaking book
Technology and Public Management is required reading for most government officials and students who want to make a career in
government. Shark reviews all the major areas of technology impacting government today as well as the cross-cutting issues of project
management, human resources, and privacy and ethics. This is a true IT bible for public sector officials.”
Robert D. Atkinson, President of The Information Technology and Innovation Foundation
“Dr. Shark has compiled the seminal book on technology and public management, and students of public administration at all levels can learn
lessons from the multiple case studies and historical background presented. The book provides a valuable tool for practitioners and students
in better understanding how public administration and information technology intersect – and offers a one-stop shop for context and
application of these two important fields.”
Dan G. Blair, President and CEO of the National Academy of Public Administration
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Technology and Public Management
Alan R. Shark
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First published 2015
by Routledge
711 Third Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2015 Taylor & Francis
The right of Alan R. Shark to be identified as author of this work has been asserted by him in accordance with sections 77 and 78 of the
Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means,
now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission
in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation
without intent to infringe.
Library of Congress Cataloging-in-Publication Data
1. Public administration—Technological innovations. 2. Internet in
public administration. 3. Electronic government information. I. Title.
JF1525.A8S53 2015
352.3′80285—dc23
2014037277
ISBN: 978-1-138-85265-5 (hbk)
ISBN: 978-1-138-85266-2 (pbk)
ISBN: 978-1-315-72337-2 (ebk)
Typeset in Bembo
by Apex CoVantage, LLC
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Contents
List of figures
Foreword, Marc Holzer
Preface
Acknowledgments
1 Contemporary Trends in Public Administration and Technology
2 Governance and Leading Innovation: Who Decides?
3 E-government and M-government: The Rise of the New Civic Media
4 The Data Factor: Transparency, Reform, and Improved Data: Driven Decisions
5 Managing Technology through Project and Program Management
6 Broadband, Mobility, and the Internet: Policies and Technology
7 Managed Software and Hardware Services: Once Upon a Cloud
8 Geospatial Systems and Planning: Mapping and Visualizing the Future
9 Assessing and Measuring IT Performance
10 Network and Cybersecurity
11 Managing Knowledge and Data Management
12 The People Factor—Managing the Human Resource Function in a Technology Environment
13 Digital Equity and Ethics
14 Nonprofit Technology Management
15 Privacy, Trust, and Future Challenges
Index
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Figures
1.1 Three young women at work in an office circa 1930
1.2 United States Environmental Protection Agency
1.3 Census Bureau data collection cycles
1.4 Federal agencies with statistical responsibilities
1.5 Sample of state government functions all requiring information technology systems and applications
1.6 Data is nothing more than a complicated series of ‘ones’ and ‘zeroes’
1.7 In a digital world it’s always good to have a back-up
1.8 Email has replaced paper mail many years ago
2.1 Technology is not about magic—it’s about applied proven technologies
2.2 The need for tools has never changed—but now we have digital toolboxes
2.3 The role of the Chief Information Officer
2.4 The contemporary CIO is much like a symphony conductor
2.5 CIO wheel
2.6 Chief Information Officer job description (generic sample)
2.7 NASCIO 2012 state survey
2.8 NASCIO priority strategies, management processes and solutions, top 10 final ranking
2.9 Change in technology governance
2.10 2014 CIO priority strategies, management processes and solutions survey data
2.11 There has never been a greater need for high-level technology leadership
2.12 Exchange functions
3.1 What used to fill a room now fits inside the space of a bottle cap
3.2 “.gov” is considered a first tier domain introduced in 1986
3.3 Protecting public information is at least as important as obtaining it
3.4 Key features of e-government
3.5 E-government—features of static/informational model
3.6 E-government—features of transactional model
3.7 E-government—features of e-democracy model
3.8 Elk Grove, CA app designed by PublicStuff
3.9 Miami-Dade Transit Tracker iPhone and Android apps
3.10 IRS2Go mobile app
3.11 Over 125 billion apps have been downloaded through 2014
3.12 Standard website using responsive design
3.13 Same webpage on a cell phone screen using responsive design
3.14 Rutgers University e-governance summary
3.15 UN world e-government development leaders 2012
3.16 Waseda University international e-government ratings
3.17 We the People homepage
3.18 Citizen engagement: White House initiatives
4.1 The National Archives homepage
4.2 Millenniums will be the majority in the workforce by 2025
4.3 Enumerator is about to knock on the door of a home for the 1980 census
4.4 Data.gov homepage
4.5 USASpending homepage
4.6 OpenDataPhilly homepage
4.7 Big data has become a major new tool leading to better data-driven decisions
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4.8 State of Utah data portal
4.9 Large Synoptic Survey Telescope
4.10 King County multi-family residential parking calculator
4.11 Fact Sheet: Plan to Protect Privacy in the Internet Age by Adopting a Consumer Privacy Bill of Rights on
the White House website
4.12 FTC Bureau of Consumer Protection Business Center portal
4.13 City of Chicago data portal
4.14 Smart transportation is dependent on smart data
5.1 System architecture is similar to planning for a new building structure
5.2 Computer code is not easy to “see”
5.3 At the time of this writing, the Office of Management and Budget was citing “poor management” as the
reason government IT has failed to keep up with private sector IT innovation
5.4 HealthCare.gov launched amid a cloud of criticism in the fall of 2013 raising the buzz about public sector
project management ineffectiveness from a quiet hum to a loud roar
5.5 Project management relies on communication, planning, and strong discipline
5.6 RFPEZ.SBA.gov or “RFP-EZ” has helped make the RFP process easier for technology contractors, but there’s
still plenty of work to be done
5.7 A failure in one critical path can bring down an entire system
6.1 Electricity was once thought to power lights only
6.2 Broadband can be either wired or wireless – but the signal that is carried is always the same
6.3 FCC definition comparing broadband with dial-up connections
6.4 4 Broadband defined
6.5 National Broadband Progress Report
6.6 National Broadband Map
6.7 Ookla global download speed rankings
6.8 An early 1930s rotary dial tethered phone
6.9 Optical fiber can carry as much as 1.05 petabytes per second
6.10 Understanding bits and bytes
6.11 Federal Communications Commission website
6.12 Federal Communications Commission
6.13 National Telecommunications & Information Administration
6.14 United States Department of Agriculture
6.15 International Telecommunication Union
6.16 The ITU plays a critical role in the global community
6.17 Disposing of old technologies remains a real challenge to the environment
7.1 Many clouds–many definitions
7.2 Cloud benefits: efficiency, agility, innovation
7.3 Decision framework for cloud migration
7.4 Cloud solutions have unlimited applications and connections
7.5 Consumer cloud storage companies
7.6 Local governments, by necessity, are turning to cloud-based solutions to help save money
7.7 Managed cloud solutions case-in-point
7.8 Cloud-based solutions have unlimited possibilities
7.9 Cloud.cio.gov homepage
7.10 FedRAMP homepage
8.1 Centers for Disease Control and Prevention website
8.2 American City and County website
8.3 Google Maps
8.4 Google Maps
8.5 Screenshot of the City of Hudson Work Orders GIS
8.6 CrimeReports website
8.7 The American Recovery and Reinvestment Act website
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8.8 SeeClickFix website
8.9 National Hurricane Center website
8.10 With GIS visualizations such as this one on their side, rescue teams were able to quickly understand the
level of devastation at Ground Zero, and to make better decisions about how to move forward with rescues
and recovery efforts
8.11 GIS planning map of the former World Trade Center’s footprint
9.1 IT is no longer a back-room operation
9.2 Performance.gov tracks federal IT productivity and performance
9.3 Performance.gov example of productivity per employee
9.4 IT Dashboard.gov; good source to view IT performance statistics
9.5 Performance metrics are required to better assess IT project accountability
9.6 IT Dashboard.gov
9.7 Performance.gov
9.8 IT Dashboard.gov, example of IT investments
10.1 Cybersecurity awareness is everyone’s responsibility
10.2 Incidents reported by federal agencies in fiscal years 2006–12
10.3 Nine sources of cyber threats
10.4 GAO report of sources of adversarial threats to cybersecurity
10.5 Preventing cyber attacks has become a top priority for the federal government as well as the US Military
10.6 Framework Core structure
10.7 NIST risk assessment model
10.8 Data breaches in 2013
10.9 Characterizations of the current status of the cybersecurity program and environment in state government
10.10 What major barriers does your state face in addressing cybersecurity?
10.11 Digital logons will rely more and more on biometrics
10.12 ID Management.gov website
10.13 Worst passwords of 2013
10.14 Sample of mobile device policy categories
11.1 People create 2.5 quintillion bytes of data every day
11.2 Knowledge management pyramid
11.3 It’s critical to focus only on what knowledge is most important
11.4 Explicit and tacit knowledge
11.5 Knowledge flow chart
11.6 Technology alone can’t replace human-led efforts to manage systems
11.7 Lifecycle of institutionalizing knowledge management concept
11.8 Levels of knowledge management maturity
12.1 The human element in IT cannot be overlooked, people still matter
12.2 The IT team operates much as a musical symphony
12.3 IT is always a 24/7 operation
12.4 The changing of the guard-the next generation of leadership is coming
12.5 Google and other search engines have helped drive expectations about information accessibility and the
instant availability of answers among Digital Natives
12.6 Bring Your Own Device (BYOD) is a great employee incentive if properly managed
12.7 Thanks to the Telework Enhancement Act of 2010, many federal employees now enjoy improved work-life
balance. Working from home enables them to spend more time with family, and improves the functioning of
the government during crises
13.1 Data protection must also include the protection of citizen privacy rights and freedoms
13.2 Digital ethics is a particular challenge for IT professionals
13.3 Continuum of ethics violations spectrum
13.4 Ethics is about societal norms regarding right and wrong
14.1 Technology is increasingly playing a critical role in nonprofit management in every department
14.2 Example of e-discovery software solution from Symantec.com
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14.3 ASPA’s Linkedin homepage
14.4 Today, every nonprofit webpage seeks member and donor engagement through social media
14.5 Sample of an association’s newsletter produced by an outside vendor
14.6 Example of a popular online survey company
14.7 Example of a vendor-provided job posting website
14.8 TechSoup, a nonprofit itself, offers nonprofits free or low-cost software and hardware from leading
companies
14.9 Every nonprofit management function is supported by some form of technology
15.1 The future of IT and government is limitless
15.2 Governments and society are forever intertwined in cloud-based solutions
15.3 Privacy and trust are becoming ever more important in a digital world
15.4 AT&T webpage for Digital Life app
15.5 Facial recognition technologies will soon become an accepted form of identity verification
15.6 Google Glass wearable computer with optical head-mounted display
15.7 Video teaching is being deployed
15.8 Number of employed by the five major digital companies in 2013
15.9 Robots are working their way into the classroom as a new tool for improved teaching and learning
15.10 Unmanned vehicle usage examples
15.11 Architect using 3D printer in office
15.12 Example of bike sharing
15.13 Digital currency is expanding and becoming more accepted
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