MAKING MOBILE MATTER:IMPLEMENTING YOUR MOBILE ENTERPRISE STRATEGY

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W E L C O M E / C O N T E N T S

Executive Summary - - - - - - - - - - - - - - - - - - - - - 3

Clarifying the Trend: The State of Mobility in Government - - - - - - - - - - - 6

Leveraging the Mobile Opportunity: Results of the GovLoop Survey 6

Charting the Course: Lessons from Government & Industry Mobile Pioneers - 12

Mobile Device Management (MDM) Lessons from the State of Indiana 12Learning from Citizen Facing Apps: State of Mississippi 14A Federal Perspective on Mobile – Transportation Security Administration 177 Best Practices from Indiana, Mississippi and TSA 18Spotlight Interview: Re-Imagining How IT Engages with through Mobile 23Spotlight Interview: Consumerization and the Government Workforce 25Spotlight Interview: Enabling Government to Do More with Less 27Spotlight Interview: Safe and Secure Mobile Adoption 29

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Crafting the Strategy: Identifying Your Path to Mobile Adoption - - - - - - - - 32

5 Next Steps and Conversation Starters 32Mobile Strategy Cheat Sheet - Guide in Review 33

Acknowledgements - - - - - - - - - - - - - - - - - - - - - 35

About GovLoop - - - - - - - - - - - - - - - - - - - - - - 36

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One of the most exciting trends in govern-ment is mobility. With the flood of consumer devices entering the workplace, the public sec-tor has looked at ways to implement mobile to improve communications strategies, cut costs, increase employee productivity, and transform collaboration across government agencies.

Many of these strategies are still in their early stages. In this report, Making Mobile Matter: Implementing Your Mobile Enterprise Strategy, GovLoop highlights how agencies can effec-tively implement an enterprise wide mobile strategy. We explore strategies to create mobile apps for employees, the importance of mobile device management services, enterprise app stores, and the impact of mobile on the IT com-

munity. We also consider lessons learned from citizen-facing applications and what lessons learned can be derived from citizen focused campaigns.

Mobile strategies have been promoted at the highest levels of government. In May 2012, the Obama Administration launched the Digital Government Strategy. At that point, only 35% of adults owned a mobile device, while today that number is nearly 50%. Additionally, in May 2013, there are well over one million commer-cial apps available to download across major mobile platforms.

With the explosion of devices and apps, these tools have begun to enter the workplace

E X E C U T I V E S U M M A R Y

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and agencies are looking to capitalize on the wealth of opportunity presented by mobile. In-creasingly, agencies are aiming to be “screen-agnostic.” This requires leveraging technology to create new kinds of infrastructures and ar-chitectures to support mobile in government.

As mobile becomes the new normal for gov-ernment, agencies must share resources, best practices and case studies to accelerate adop-tion. With the integration of additional tech-nologies into the public sector, such as cloud computing, government is now uniquely posi-tioned to take advantage of the mobile revolu-tion, and modernize agencies to suit the needs of an efficient and productive workplace.

When researching this report, GovLoop spoke with industry and government mobile pioneers to highlight the leading case studies, best practices and strategies to overcome common challenges. This report has three distinct sec-tions. The first section of this report outlines the state of mobility in government based on the results of our survey of 155 government innovators and employees leveraging mobile. Some key highlights from the survey include:

Organizations are at the early stages of mo-bile app development and adoption

Many agencies do not have the budget or staffing resources to develop enterprise apps

Agencies have focused development of apps to assist in collaboration, facilitate re-mote work and improve employee produc-tivity

The second section focuses on lessons from in-dustry and government mobile pioneers, pro-viding case studies, lessons learned and strate-gies from the State of Indiana, Transportation Security Administration, the State of Missis-sippi, as well as industry leaders from HP, BMC/Winvale, Dell and EMC. In these case studies, leaders show how mobile is reshaping IT en-gagement with government employees, the impact of consumerization, how to remain se-cure and the power of mobile data.

The final section of this report provides a mo-bile cheat sheet, additional resources and strategies to help agencies get started on their journey to adopt mobile technology.

As mobile becomes the new normal for government, agencies must

share resources, best practices and case studies to accelerate

adoption.

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Leveraging the Mobile Opportunity: Results of the GovLoop Survey

here is no doubt that mobile tech-nology is changing the way we work, socialize and consume infor-mation. With the advancement of

mobile devices, government employees now have the ability to connect to work at anytime and anywhere. Across all levels of government, IT professionals are looking at ways to leverage mobility to increase productivity among gov-ernment workers.

According to the International Data Corpora-tion (IDC) Smart Connected Device Tracker, the worldwide shipment of smart connected de-vices increased by 29 percent in 2012. This ex-plosion has led many agencies to explore how to leverage and manage consumer devices, not only from a Bring Your Own Device (BYOD) per-spective, but also in the context of state owned and managed devices.

Recently, GovLoop conducted a survey of 155 government employees across state (20 per-cent), local (20 percent) and federal (60 per-cent) levels of government. Respondents repre-sented over 60 government entities, including the US Department of Labor, US Department

Clarifying the TrenDT h e S t a t e o f M o b i l i t y i n G o v e r n m e n t

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of State, United States Postal Service, Department of Veter-ans Affairs, Center for Disease Control, Census Bureau, City of Plano, City of Santa Cruz and City of Toronto.

The survey found that most agencies did not yet have a formal agency-wide strategy in place (See Figure 1). Forty-nine percent of respondents stated they did not have a for-mal strategy and twenty-five percent are currently develop-ing a strategy. One respondent stated, “We are looking into it - we have many communica-tions systems in play by many different agencies and opera-tors within our operating area. These communications sys-tems can cause spotty recep-tion/transmission issues with many of the mobile tools we have tested.”

Additionally, the survey ex-plored if agencies have yet de-ployed apps for internal use by employees. Figure 2 highlights this finding, showing that the

majority of agencies have not leveraged mobile apps for in-ternal efficiencies (73 percent) and Figure 3 shows that agen-cies do not have plans to adopt mobile apps (87 percent).

For organizations that have released internal apps, the fo-cus has been predominantly on information access for em-ployees, facilitating the abil-ity to work anywhere and any-time. Also, organizations have placed an emphasis on using mobile applications to im-prove collaboration (See Fig-ure 4).

W H AT D O E S Y O U R A P P L I C AT I O N A L L O W Y O U T O D O ?

Make it easier for stake-holders to access informa-tion from anywhere: 27%

Facilitate collaboration among staff/ project teams: 22%

Does Your Agency Have an Agency-Wide Mobile Strategy in Place? (Figure 1)

No: 49%

Yes: 25%

In Development: 26%No: 73%

Yes: 27%

Have you deployed a mobile application for

internal use? (Figure 2)

No: 87%

Yes: 13%

Are You Currently Developing an Internal

App? (Figure 3)

Collect feedback and input from staff and key stake-holders: 19%

Engage in performance reporting on projects: 16%

Serve as a dashboard for review and analysis: 16%

The survey also explored how the apps are delivered to em-ployees. In most cases, this is through third-party market-places. As only 18 percent of respondents indicated they have created an internal app store, organizations are still in the early stage of mobile adop-tion and have yet to leverage enterprise-wide app stores that can be built through mo-bile device management ser-vices.

Although our survey indicated that mobile applications are just starting to be adopted more broadly across govern-ment, survey respondents did indicate the role of mobility (Figure 6) and benefits of mo-

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curement, which means bud-get and staffing, long time-lines make implementation difficult.” Another respondent stated that, “defining a holistic mobility strategy is the hard-est part; many current initia-tives are separate projects or pilots.”

K E Y F I N D I N G S F R O M G O V L O O P ’ S S U R V E Y :

Organizations are at the early stages of mobile app development and adop-tion.

Agencies face challenges in education and budgets as barriers to mobile imple-mentation.

Although benefits are clear, many agencies do not have the budget or staff-

ing resources to develop enterprise mobile apps and stores.

Apps are being developed for a variety of reasons, mainly aimed at encourag-ing collaboration, facilitat-ing remote work and in-creasing productivity.

Agencies should collabo-rate by sharing case studies and best practices to gain insight and assist similar organizations in adopting mobile.

0 5 10 15 20 25 30

What does your application allow your employees do? (Figure 4)

Make it easier for stakeholders to access information from anywhere

Facilitate collaboration among staff/ project teams

Collect feedback and input from staff and key stakeholders

Engage in performance reporting on projects

Serve as a dashboard for review and analysis

Additional Survey Results Continued on The Next Page

bile (Figure 7). Agencies are looking to capture information (34 percent) and increase pro-ductivity (38 percent) through mobile, and believe facilitat-ing telework (20 percent) and connecting field workers (30 percent) to be core benefits.

A survey respondent said that mobile allows him to, “save time running back to the office to enter information gathered from the field and to access in-formation needed to make in-formed decisions when called while not at the office.”

Mobile also comes with re-lated challenges, as respon-dents identified budgets (44 percent) and leadership (42 percent) as the leading chal-lenges for adoption (Figure 8). One survey respondent highlighted procurement as a challenge, as they stated, “Pro-

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How is your mobile app delivered to employees? (Figure 5)

What’s the role of mobile devices and applications within your agency? (Figure 6)

Internal app store

Apple/Android/Windows marketplace

Access via mobile web

Collecting, capturing and sharing information

Providing increased intelligence to decision makers

Facilitating increased efficiency and productivity

Assisting with more robust management of data

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0 5 10 15 20 25 30

0 10 20 30 40 50

What are the benefits of implementing mobile technology for the workforce? (Figure 7)

What Are Your Biggest Challenges to Adopting a Mobile Strategy? (Figure 8)

Access via mobile web Connect field workers

Facilitate telework

Encourage real time collaboration

Cut costs

Budget

Leadership

Staffing

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he State of Indiana is well known for their web excellence, winning several awards as leaders in govern-ment communications. Recently,

the State of Indiana has embarked on a cam-paign to leverage mobile apps as part of the state’s technological strategy. Through a new mobile initiative from the Indiana Office of Technology (IOT), Indiana is driving mobile as an imperative way to create internal efficien-cies. Dewand Neely, Director of Desktop Ser-vices at Indiana Office of Technology, and Bob Clark, Manager of Enterprise Services spoke to GovLoop and shared their journey to develop an enterprise mobile strategy. Under Neely and Clarke’s lead, the State of Indiana has currently:

Implemented a Mobile Device Management (MDM) solution

Created an enterprise-wide app store

Developed numerous mobile applications for state employees

This is just the start for the State of Indiana. Officials believe that by designing the proper mobile architectures and placing the proper technology infrastructures to manage state-owned devices, this will lead to a stronger and seamless transition into a BYOD strategy.

Neely stated “BYOD is second on our list right now, so it’s something we definitely want to do. Initially, we are trying to get the infrastructure built up to support internal and state owned assets. Once we get that addressed and get

Charting the CourseL e s s o n s f r o m I n d u s t r y a n d G o v e r n m e n t

M o b i l e P i o n e e r s

Mobile Device Management: State of Indiana

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that process ironed out, then we are going to go hard and look at BYOD.”

Although Indiana has made great strides in crafting a mo-bile enterprise strategy, they are still in the early stages of development. Neely stated, “We are in the infancy of our mobile application develop-ment phase right now.” In ear-ly 2013, Indiana purchased a mobile device management (MDM) server, which they are using to deploy and create in-ternal apps.

MDM solutions provide enor-mous benefits for government agencies. In a recent report on the subject, Gartner outlined two components of MDM solu-tions:

A policy and configura-tion management tool for mobile handheld devices (smartphones and tablets based on smartphone OSs)

An enterprise mobile solu-tion for securing and en-abling enterprise users and

content. It helps enterpris-es manage the transition to a more complex mobile computing and commu-nications environment by supporting security, net-work services, and software and hardware management across multiple OS plat-forms and now sometimes laptop and ultrabooks.

In addition to creating its mo-bile app store, the State of In-diana has leveraged additional benefits of the MDM solution. With an MDM solution, agen-cies can detect rooted and jail broken devices and keep rogue devices from accessing state data, providing an addi-tional layer of security for gov-ernment agencies.

MDM solutions are becom-ing essential for agencies to manage either state-owned or personal devices. MDM so-lutions help agencies govern devices, develop policies and maintain an additional layer of security to protect data. One example of how an MDM solu-tion can be leveraged emerges from a common challenge for many IT shops—unapproved, custom-built applications. An MDM solution creates an en-terprise app store, and with the app store, organizations can still develop custom apps, but all are hosted in one spot. This allows organizations to govern the creation of mobile applications, approve applica-

tions for download and easily update applications with the latest software.

Additionally, any mobile ap-plication is downloaded and installed through this enter-prise app store. The State of In-diana can use the MDM server to place their mobile apps in their own store, do not have to wait for approval of apps and can recommend specific apps for users. With Indiana’s enter-prise mobile app store, “when you enroll your device, you get access to all those apps and can download them without going through Apple or a third party. We have this for Android as well,” stated Neely.

Even though Indiana only re-cently set up an app store and is in the early stages of lever-aging mobile, the state has already implemented some apps for users to access. These include:

A mobile app to interface with their help desk ticket-ing system

An app that allows field technicians to check-in (similar to Foursquare) and then logs the check-in into a database, which the dis-patchers and managers can keep in order to see where they are, how many calls re-spond to and how resourc-es are being utilized

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An app that the state’s in-ternal Windows system ad-ministrator uses to moni-tor servers. They can look up server data information and send remote pings on servers to check if servers are up and check on perti-nent information

An app that provides access to pre-configured email, calendar contacts, and ac-

cess to any kind of VPN or wireless profile

By providing access to this kind of information, “we save a lot of talking over the phone and having them come in to set up for them—it’s enabled self ser-vice and that was one of the main goals,” stated Neely.

Additionally, Indiana’s mobile strategy also incorporates a

new mobile training program for internal state developers to carry out state agencies’ mo-bile needs. “We have Apple as our standard iOS, we’ve got an app enterprise developer cer-tificate and we just had a train-ing class where we trained about 18 of the internal state developers so that they can start writing apps for their agencies,” stated Neely.

Learning from Citizen Facing Apps: State of Mississippi

The National Association of State Chief Information Offi-cers (NASCIO) has catalogued over 160 native, state govern-ment mobile apps available to citizens across the United States. Among the many ap-plications, citizen engagement apps are helping government agencies improve public safe-ty, education initiatives and voter registration.

One of the leading state level governments for mobile devel-opment is the State of Missis-sippi. Recently, Dr. Craig Org-eron, Chief Information Officer (CIO) Mississippi and Executive Director, Department of Infor-mation Technology Services, spoke with GovLoop to share his insights on how mobility is shaping government in the State of Mississippi. Through-

out the interview, Orgeron identified how Mississippi has created a mobile strategy and provided lessons learned for mobile implementation. Org-eron states:

“Government has the unique, and often unfortunate, benefit of being the monopoly—the place you have to go. You can’t get a driver’s license some-place else. But that doesn’t mean that [government] should fall short in provid-ing the very best service that it can and mobile technology really makes all things click at the same time.”

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public service areas, such as public safety, education and emergency services.

Mississippi’s citizen-centric mobile apps currently serve three primary capacities:

Facilitating Mobile Citizen Engagement

Promoting State Recreation and Tourism

Strengthening State Ser-vices

These three capacities are ex-plored below, highlighting how Mississippi’s mobile offer-ings can target citizen needs

to improve and develop more efficient public services.

1 . FA C I L I TAT I N G M O B I L E C I T I Z E N E N G A G E M E N T

MS.gov Mobile is the mobile app for Mississippi’s official state website. This app pro-vides citizens with quick infor-mation on state services, agen-cies, news, alerts and relevant content for Mississippians to access pertinent information within their state. Orgeron be-lieves that the return on invest-ment from the mobile apps is best exemplified in the nearly 15,000 downloads they’ve seen. Through the mobile app,

0

10

20

30

40

50

44%

A B C D

19% 19%18%

0

10

20

30

40

50

A B C D

22% 22% 22%

33%

Have you deployed a citizen-facing mobile application? (Figure 9.1)

What does this application allow citizens to do? (Check all that apply)

What will this application allow citizens to do? (Check all that apply)

Are you currently developing A citizen-facing app? (Figure 9.2)

C. Receive alerts and notifications

A. View status updates on service requests

D. Access and view benefits

B. Submit complaints

A. Receive alerts and notifications

B. Access and view benefits

C. Submit complaints

D. View status updates on service requests

Yes: 38%

No: 64%

Yes: 12%

No: 88%

Under Orgeron’s leadership, Mississippi has emerged as a leader in developing mobile apps to serve residents and strengthen state services. Mis-sissippi currently offers eight mobile apps to citizens and is exploring ways to develop a comprehensive mobile strat-egy in order to better meet the needs and technologically ad-vanced lifestyles of citizens. Organizations across local, state, and federal govern-ment continue to rely on leg-acy applications systems that might be over ten years old to conduct essential functions. Consequently, mobile devel-opment is often viewed as a primary component of sys-tems modernization. Mobile apps provide abundant oppor-tunities to develop improved public services and to add new value to the daily lives of citi-zens.

The State of Mississippi has been able to garner funding to support its modernization efforts, of which a mobiliza-tion of services is central to improving efficiency and em-powering residents with op-portunities for self-service. Orgeron and his team see that the mobile realm, “is one of the most effective mediums for providing important real-time information and services for citizens who are busy, like we all are, with work, family, and daily life.” State governments can leverage mobile apps to perform a diverse range of

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2 . P R O M O T I N G S TAT E R E C R E AT I O N A N D T O U R I S M

The second goal of Mississip-pi’s mobile apps supports the leisure activities most popular among residents and tourists. As residents commonly enjoy outdoor recreation, the state has implemented a mobile app to facilitate and enhance the leisure time for outdoor enthusiasts. The Mississippi Department of Wildlife, Fish-eries and Parks (MDWFP) cre-ated a mobile hunting and fishing app. This app is a useful tool for hunters, fishers, boat-ers and others to locate recre-ational areas of interest, pur-chase necessary licenses and even look up times of sunrise/sunset. While these features

can boost state tourism and recreational revenue, they also facilitate self-service.

3 . S T R E N G T H E N I N G S TAT E S E R V I C E S

The MDWFP app demonstrates how mobile platforms can en-hance state services, while also giving citizens more choice in calling on a service. Another such example spotlighted by Orgeron is the Driver’s Prac-tice Test app developed by the Mississippi Department of Public Safety. This app pro-vides an easily accessible and practical way for new drivers to practice questions for their driver’s license exam. The app adds value to state services in delivering supplemental pub-lic safety education to comple-ment the existing core services in motor vehicle support.

Moreover, Orgeron points to how different apps can be naturally targeted for different constituencies. He states, “ We are trying to be accessible and relevant to as many different cohorts as possible.” So while “our drivers’ practice test is re-ally something our younger folks are interested in, our traf-fic app is in the genre of apps for any age driving. Develop-ing our apps to be the most successful to the most people to handle the issue of user or generation divides is a goal as we move forward.”

Government has the unique, and often unfortunate, benefit of being the monopoly - the place you have to go. You can’t get a driver’s license someplace else. But that doesn’t mean that [government] should fall short in providing the very best service that it can and mobile technology really makes all things click at the same time.Dr. Craig Orgeron, Chief Information Officer (CIO), State of Mississippi and Execu-tive Director, Department of Information Technology Services

the State can more effectively improve the reach and effec-tiveness of public communica-tion initiatives.

Mississippi has also made a concerted effort to allow resi-dents to voice their recom-mendations to improve state programs. Orgeron empha-sizes, “We actively seek to get feedback from Mississippians.” For example, the Blueprint Mississippi 2011 app by the Mississippi Economic Council called on residents to voice their opinions on how to “help move Mississippi forward.” The app enabled residents to submit feedback aimed at pri-oritizing recommendations to improve education, technol-ogy, resources and economic development.

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Agencies are already pro-gressing and deploying commercial mobile apps across subsets of their em-ployee base, with many agencies already using any-where from 5 to 20 apps

Most agencies are in the early stages of deploying mobile device manage-ment (MDM) solutions to support a variety of plat-forms

While there are similarities in the process for reviewing and approving commercial apps across agencies, there is not a standardized pro-cess government-wide

Agencies are taking a pol-icy/paper-based approach to managing user behavior with commercial apps

In addition to highlighting the CIO Council report, GovLoop spoke with Neil Bonner, Pro-gram Manager, Applications Development at the Transpor-tation Security Administration, to learn how TSA has lever-aged mobile and discuss some of the challenges and plans

for TSA to leverage and imple-ment mobile.

Bonner mentioned that mo-bile in government is a fairly new phenomenon, and agen-cies are currently at the early stages of adoption. TSA has recently purchased a MDM so-lution and is working to devel-op mobile applications.

TSA is working on an app that will connect field workers to headquarters to aid in com-munications. Bonner stated, “We want the ability for both headquarters and field man-agement to improve commu-nication. We want the ability for directors and staff to im-prove communications with their team with local based messaging, notifications and alerts, as well as information from headquarters.”

Bonner also identified that, similar to the work being done at the State of Indiana, TSA is looking for the best way to implement BYOD and are focusing on setting up the proper infrastructure. Bon-ner noted that the size of TSA is enormous and gives rise to many challenges to IT profes-sionals. Bonner stated, “We would need to work on both iOS as well as Android because the size of our workforce is so large. We can’t give everyone smartphones. So one of the things we are trying to wrap our heads around is BYOD and what that means. So the way we are architecting our app would lend itself to also work in a BYOD area.”

At the federal level of govern-ment, mobile adoption has been one of the core initia-tives of the current administra-tion. The Digital Government Strategy pushed agencies to develop comprehensive mo-bile strategies and create mo-bile applications. As such, the federal government has em-braced mobile devices and has begun to set up infrastructures to support the variety of devic-es entering the workplace.

On May 23, 2013, CIO.gov re-leased a report, Adoption of Commercial Mobile Applica-tions within the Federal Gov-ernment: Digital Government Strategy Milestone 5.4. This re-port highlights best practices and lessons learned from fed-eral government agencies on leveraging commercial mobile devices. The report provides insights on how to safely and securely adopt mobile applica-tions into government to pro-pel the overall goal of acceler-ating adoption. The report also specifically mentions its focus on government-owned devic-es, and not BYOD initiatives. The key findings of the report were:

A Federal Perspective on Mobile: Transportation Security Administration

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The States of Indiana and Mis-sissippi, and the Transporta-tion Security Administration provided many best practices and insights for mobile adop-tion in government. Below are seven best practices from the case studies in this report.

B E S T P R A C T I C E 1 : M A K E Y O U R B U S I N E S S C A S E

In a time when budgets are tight and state governments are attempting to keep afloat, any kind of large enterprise-wide implementation should be thoroughly considered with clear business objectives iden-

tified. At the same time, the public sector is challenged to be more innovative, agile, and streamlined in the way agen-cies operate. In many regards, organizations must play the cards they’ve been dealt, and thus, have few options other than to modernize.

“There is that cost piece and it was really hard and took a lot of really in-depth, long discus-sions. We mulled over mobile for about a year before we were actually able to make a move. We are not a profit-mak-ing agency, so we really had to justify it and make it work,” stated Neely.

Providing an accurate and thorough assessment of costs is essential to making the case for mobile. Information can-not simply be anecdotal and observational. Organizations must make a substantial effort in forecasting long-term gains against upfront costs.

Neely provided some insights as to how Indiana made their business case for mobile, cit-ing that they calculated the “dollars around the number of IT staff and support and the hours that would be involved if we did not have a mobile de-vice management solution. If IT touched all the devices, they would have to manually setup each device for users. Just the day-to-day maintenance and doing updates to the apps - once we added all the asso-

7 Best Practices from Indiana, Mississippi and TSA

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to get everyone talking, make sure we know all the projects going on, and ensure every-one is going down the right path to achieve their goals.”

B E S T P R A C T I C E 2 : F I N D A C H A M P I O N

One of the challenges that TSA encountered was finding in-house skills to execute mobile initiatives. “There are a num-ber of challenges and perhaps it starts with obtaining the right skill set and leadership to implement a mobile program,” stated Bonner.

He continued: “When we are talking about smart apps, smart phones and tablets, they are relatively new compared to a lot of other technology. The

skill set in most government agencies to manage programs for mobile is not there, but these skills are essential to ex-ecute mobile programs.”

To overcome this challenge, Bonner suggested that orga-nizations identify a champion to take on mobile initiatives, “Government agencies should identify a person within their organization that expresses interest in mobility and allow them to lead with their per-spectives on mobility.”

Bonner also identified the im-portance of leadership and how anyone can lead at any level. “Title doesn’t really mat-ter, but the person should gather a team and in most every case I would imagine, that team would have to be composed of some contractor

ciated costs and numbers to-gether, it was a little easier to justify.”

As with any new project or IT development, gaining support from end-users and leadership upfront is essential. Neely fur-ther emphasized the impor-tance of easy decision-making, “if you are going to do an MDM solution, the earlier you can get the MDM in front of the folks, the better. It’s hard to go back and, for people who are already conducting business as usual, it’s going to be hard to get people to go back and enroll a device now. “

With the ease of communi-cation and ability exchange information, employees can quickly connect to share re-sources and lessons learned. In many cases, public sector organizations have already stood up citizen-facing mo-bile apps. If an organization’s enterprise strategy is starting to take root, they should first consider lessons learned from citizen mobile apps.

Indiana has done just that by holding periodic roundtables, events and meetings to share best practices. Neely stated, “We are really starting to reel in agencies more and more. Many agencies have been do-ing mobile before we were re-ally looking in that direction. And now that we are working with the MDM and have re-sources, we are going to do routine roundtable meetings

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to provide a needed skill set. This technology is so new and so rapidly developing that it’s highly unlikely you’ll have the skill sets in-house. So having a balance of contractor and in-house is essential,” stated Bon-ner.

B E S T P R A C T I C E 3 : S E T U P A N E N T E R P R I S E W I D E A P P S T O R E

During the interview, Bonner noted that, like Indiana, TSA is still in the early stages of adopting mobile technology. Similar to Indiana, they have recently purchased a mobile device management (MDM) solution along with an enter-prise app store. Bonner noted, “There are a number of foun-dational elements that have to be put into the infrastructure to make it all work when you talk about enterprise systems. One is an enterprise app store.” An enterprise app store allows you to:

Approve and recommend apps

Not wait for approval from a third party

Host apps in a common lo-cation

Provide increased security

Setup infrastructure for BYOD initiatives

B E S T P R A C T I C E 4 : F O C U S O N C O N T E N T D E L I V E R Y , N AT I V E , W E B A N D H Y B R I D

One of the primary decisions in mobile implementation is what type of mobile solution to develop: native, web, or even a hybrid. To clarify, a na-tive mobile application is spe-cifically designed to operate on a device’s operating sys-tem and firmware. In contrast, a mobile web application can operate on any device that is web-enabled, downloading its software each time it is run.

While a native app has the ad-vantage of being specifically tailored for a specific device, a web app has the advantage of easier accessibility across de-vices. Orgeron states that there is no right route for everyone and the decision should be made on a case-by-case basis. Whether to “develop native apps versus mobile-optimiz-ing web apps is a decision that state governments continue to have difficulties with, in addi-tion to what platform to use,” cited Orgeron. While these de-cisions might be challenging at first, working through these and others has enabled Org-eron’s department to learn and grow in their mobile develop-ment strategies.

In June 2010, TSA launched a popular hybrid app, My TSA, which provides airline pas-sengers with 24/7 access to

the most frequently requested airport security information on mobile devices. Bonner be-lieves that the success of this app has led to many best prac-tices and lessons learned for internal mobile adoption.

This application saves passen-gers’ time and helps them pre-pare for security checkpoints. Additionally, by educating citizens on regulations for air travel, TSA staff can spend less time directing citizens at the airport and can speed up secu-rity lines and procedures. It’s a win-win for citizens and the TSA. The My TSA app includes the following features:

Airport Status: Citizens can see what airports are facing delays due to events, or weather conditions.

‘Can I Bring?’: Citizens can look at what kinds of items are allowed and prohibited to bring on a flight. To in-crease accuracy, citizens can also submit items for recommendation that are not in the DHS database.

21. THEGOVLOOPGUIDE

content is delivered. He ad-vises to separate content from application code. “What this means is you want the ability to update content and infor-mation in our enterprise app without having to launch or change the app,” stated Bon-ner.

Additionally, Bonner advised to use web services as much as possible. A great analogy provided by Bonner is to think of a web service like a drive-through, stated:

“If you were to drive to a Mc-Donalds, park and walk in, and then go right to the counter and order, that’s like connect-ing into your organization’s network within the physical

space. As opposed to the drive-through window, where you’d say ‘I want a hamburger, fries and coke,’ and you’re never re-ally in the store, but you have given your request. The em-ployees go and fulfill your re-quest and they deliver it to you -- so that’s what a web service and API is, it’s a drive-through window.” The key for govern-ment organizations is to focus on constructing a web service and API. “That’s the other big lesson learned, you really need to think about constructing a web service and define an API and if you can harden that, then you don’t really need to worry about the client app or native app because they are all coming from the API service,” stated Bonner.

Feedback: This feature al-lows users to email or call TSA to provide feedback.

Guide: The guide feature provides information and resources on traveling with children, traveling with dis-abilities, and tips to quickly move through security.

Security wait times: With the app, citizens can share and view wait times pas-sengers have posted for U.S. airports.

Videos: Citizens can watch informational videos to prepare for their travels.

One of the lessons learned for Bonner was to focus on how

Native apps and mobile web is an important distinction to make, one best practice is to explore a hybrid approach. Our survey finds that most agencies have not optimized websites for mobile devices.

For respondents who selected yes, GovLoop also explored how they are leveraging mobile. The results are presented in the chart on the right, with accessing documents and data collection leading the way:

Has Your Agency Optimized Websites for Mobile Devices? (Figure 10.1)

If So, What Was the Primary Reason? (Figure 10.2)

Currently in development: 29%

Access documents: 39%

Data collection: 34%

Connect to Internet: 19%

Enter time: 8%

Yes: 28%

No: 44%

22.GOVERNMENTMOBILE

B E S T P R A C T I C E 5 : D O N ’ T R E - I N V E N T T H E W H E E L

In some cases, developing a mobile app from scratch may not be the best solution for an organization. IT professionals can instead move to the mo-bile web to optimize services. Bonner stated, “If you’ve got an existing app running for a long time, maybe all you need to do is develop a mobile friendly front onto to it to enable a mo-bile environment.”

B E S T P R A C T I C E 6 : G A I N L E A D E R S H I P S U P P O R T

At the forefront of any new or continuing government initia-tive is the approval by lead-ership. In the case of state governments, support by leg-islative authorities and the governor is necessary to se-cure funding, resources and personnel for a mobile app de-velopment project. To receive leadership support, mobile de-velopment should be framed as a win-win program for both state governments and its con-stituents. Authorities should be able to see the return on investment, user need, and opportunities for mobile tech-nology to enhance and add ef-ficiency to public services.

Given that nearly all states have at least one mobile app, the real key concern is sustain-ing leadership support. Ac-cordingly, Orgeron says that

mobile apps are continually on the radar of Mississippi state government officials, serving as “one of the top five initia-tives that we talk to the leg-islature and governor about.” When updating state leader-ship on mobile efforts, Org-eron highlighted how mobile technology can portray state government as acting progres-sively within the realm of e-government.

B E S T P R A C T I C E 7 : D E V E L O P F L E X I B L E PA R T N E R S H I P S

Orgeron’s comments also indi-cated that government agen-cies need to develop flexible partners in developing and rolling out a mobile strategy.

This flexibility is necessary to reconcile the lengthy pro-cesses typical of government with the fast-paced nature of technological advancement. “Government is, many times, slow-moving by DNA,” stated Orgeron, while mobile is “a market that turns over dramat-ically fast.” Therefore, having a flexible development partner is key to coordinating “a flex-ible strategy that is able to de-liver the kinds of services that our citizens are going to de-mand from government.” The most effective partners can foresee future government needs and how mobile apps could serve as a solution.

Mobile implementation by state governments will cer-tainly increase as citizens con-tinue to turn to their smart phones and tablets in their daily lives. As eloquently sum-marized by Orgeron, “There is no other technology than mobile. Mobile technology is changing how we live, how we work—it’s changing society. So government is going to have to happen on these devices because these are the devices that citizens use for all sorts of tasks in their lives.” Given this technological landscape and the central positioning of mo-bility, government entities will continue to leverage mobile apps to efficiently and conve-niently provision services.

Mobile technology is changing how we live, how we work - it’s changing society. So government is going to have to happen on these devices because these are the devices that citizens use for all sorts of tasks in their lives.Craig Orgeron, Chief Information Of-ficer (CIO), State of Mississippi and Ex-ecutive Director, Department of Infor-mation Technology Services

23. THEGOVLOOPGUIDE

IT professionals have long desired the move to self-service, which can now be accomplished through mobile. Mobile provides obvious benefits and ef-ficiencies by facilitating communication within the mobile workforce and improving the way employ-ees work day-to-day. Specifically, the benefits of mobile for IT professionals include:

Facilitating self-service options for employees

Self-service frees up valuable time for IT profes-sionals, allowing them to focus on more com-plex tasks and gain productivity

Create infrastructures that allow organizations to be proactive in addressing employee needs

Roberts notes the efficiencies from the trends highlighted above, as he stated, “I work with IT pro-fessionals and we are seeing a lot of efficiencies gained in self-service. There has always been this desire, especially from IT professionals to provide more self-service tools to their customers.” Roberts observed that most IT customers he works with serve internal stakeholders and have moved basic services, like resetting a password or quick fixes, to online services, where little to no interaction is needed.

Often when we talk about mobile, we focus on the business benefits of increased productivity, cost savings, and efficiency. Yet, it is essential to remem-ber that these benefits can also viewed as a way to empower workers, improve morale and develop improved organizational cultures.

With the rise of mobility, the way we communicate and engage within and across our networks has drastically changed. This phenomenon has affect-ed our personal lives and has now permeated into the workplace. In a conversation with Bill Roberts, Senior Software Consultant, ESM Federal at BMC Software, GovLoop gained insights on the impact of mobile on IT professionals and how mobile is transforming the way IT engage with users.

Roberts stated, “In my mind, mobility is yet another communication medium, simply another way for employees and constituents to consume informa-tion that an agency is providing. Mobility is just an-other conduit that information is going through.”

Prior to mobility, a common pattern to request IT assistance was to call the help desk or go to a web-site to enter a ticket. Both cases require time and interaction between the IT professional and the cli-ent. Ultimately, mobile has led to a shift in this IT customer service model, as organizations are now providing services online and have the ability to be proactive in addressing IT issues.

“Providing self service tools over mobile devices creates more opportunity for employees to resolve their own issues. From an IT professional perspec-tive, that’s less work that is coming in to them,” stated Roberts. The move to self-service frees up IT professionals’ time, and allows professionals to fo-cus on, not only resolving more complex issues, but to also on being more proactive and getting ahead of their customer.

Re-Imagining How IT Professionals Engage with Employees through MobileBill Roberts, Senior Software Consultant, ESM Federal at BMC Software

24.GOVERNMENTMOBILE

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vices [via BYOD], you’re basically embracing social media.” Given these type of intersecting trends and issues, federal, state and local government agen-cies need to consider their policies, management, monitoring and governance practices with regards to consumerization in the workplace.

Organizations should approach consumerization cautiously, while also examining its positive effects for the workforce. Michelson believes that the big-gest pro to BYOD is the emotional appeal that fa-cilitates the employees’ perception of the freedom, agility and “coolness” in being able to choose their own device. In a government organization, hard-ware and software may be replaced or upgraded every several months or years, affecting how em-ployees view their technological capacities. BYOD can change how a workforce perceives IT tools and utilization by providing “a level of agility where IT is not seen as an inhibitor but as an enabler.”

The key for agencies looking at consumerization in the workplace is to consider the various con-texts in which programs such as BYOD may affect employee attitudes, the work environment and IT infrastructure. By framing consumerization in and around these central areas, organizations can tailor their IT programs to empower employees while also maintaining security and manageability. Michelson contends that consumerization and related BYOD movements are “inevitable, but the primary mis-sion of IT is still governance and you don’t sacrifice governance because of a trend. You find how you can reasonably embrace it.” In doing so, organiza-tions can leverage the benefits of consumerization towards workforce enablement and tactically ac-commodate for the constantly changing pace of technology.

GovLoop recently spoke with Bruce Michelson, Dis-tinguished Technologist at HP, on the consumeriza-tion of IT and its implications on systems security, IT governance, and the government workforce. Mi-chelson provided some valuable considerations on how organizations should approach the grow-ing phenomenon of consumerization and related trends such as BYOD.

The consumerization of IT is the movement of new information technology emerging first in the con-sumer market and then spreading to business and government workplaces. According to Michelson, the consumerization of IT means “getting the back-office IT infrastructure prepared to be device-ag-nostic in order to provide access to all end users in a safe secure networked way.” He further empha-sizes that “it’s not [simply] about a product offering like BYOD nor is it about mobility. Those are clearly a part of it, but consumerization itself is about get-ting the infrastructure ready to do all those cool things.” In order to accommodate for consumeriza-tion, Michelson recommends that organizations take on a “converged infrastructure approach,” uti-lizing tools such as “a secured network, virtualiza-tion and the cloud.”

As with most technological trends, systems secu-rity and IT governance are primary concerns in how organizations approach consumerization. During the interview, Michelson elaborated on these two challenges and why employees need to consider unintended consequences that may occur if secu-rity and manageability issues are not adequately addressed. “Security and manageability go hand in hand,” and Michelson cautioned, “If you just respond to the device itself, you’re going to miss the bigger picture.” For example, “the killer app of this genera-tion is social media, so if you bring in all these de-

Consumerization and the Government WorkforceBruce Michelson, Distinguished Technologist, HP

26.GOVERNMENTMOBILE

Go To government.hp.com

27. THEGOVLOOPGUIDE

To create storage federations within data cen-ters or across data centers

Move data workload between storage arrays with no downtime

These features greatly benefit government em-ployees who often rely on online applications to perform their key operations, such as military per-sonnel in the theater. For example, an officer tasked with logging troop information into an online sys-tem would no longer have to plan his operations around downtimes. Story also highlighted that systems can continue to operate for users during emergencies as “failover between data centers can occur with no downtime, which means a higher up-time, no impact to the end users, no impact to the mission at hand.”

Prior to unlocking the rewards of mobile data tech-nology, government agencies must first consider key challenges. Story underlines that agencies need to “look at how they can utilize their current assets that the government has already purchased and how to leverage those without dumbing them down or taking away any necessary features or functionalities. ”The good news is that virtualiza-tion technology makes it possible to leverage ex-isting government IT investments, while innovat-ing for data mobility. To meet the challenge, Story recommended that agencies “make sure that the storage virtualization solution will work across all the different storage arrays, all the different appli-cations, the different server virtualization technol-ogies that are out there today.”

As government agencies continue to face a number of constraints, while also being tasked to maintain everyday operations, utilizing the right techno-logical tools is key. Mobile data solutions have the power “to save tax dollars, decrease budgets and provide a higher return on technology investments for government,” stated Story. Leveraging mobile data to seamlessly coordinate and singularly man-age systems and vast amounts of data unlocks sig-nificant opportunities for government to perform more efficiently and effectively.

GovLoop recently spoke with Chad Story, Enter-prise Storage Business Director at EMC, about the current capabilities of mobile data storage and how this technology can enable agencies to op-erate more efficiently to carry out mission critical functions. Story provides great insights on how government can utilize the latest data infrastruc-ture technology—specifically storage federation and virtualization—to better manage their applica-tions, eliminate downtime and operate within bud-get constraints.

Across organizations, data sets are becoming larger and employees are calling for faster and easier ac-cess to data. Government agencies are increasingly faced with the issue of how to utilize and manage separate pools of resources to cooperate and act as one entity performing a single mission. Many organizations must now look at how to innovate and efficiently use their IT infrastructures to meet new demands. Federated storage is one solution, enabling data mobility between data resources.

Story highlights several key rewards of mobile, he stated “Storage federation across data centers transforms continuity of operations (COOP) plans from active-passive to active-active where resourc-es in both sites are fully utilized maximizing asset utilization and changes the recovery processes from ‘failover’ to ‘continuous availability’ allow-ing seamless recovery of mission critical systems without user intervention minimizing the Recovery Time Objective (RTO).” Additionally, this provides a more streamlined ability to manage an agency’s data centers. Story stated, “Being able to manage a single resource saves lots of government man-power. This enables doing more with less, and be-ing able to manage all the different storage arrays through a single pane of glass.”

Mobile data can also empower end users in how they are able to perform mission critical operations. Specifically, storage virtualization allows agencies:

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28.GOVERNMENTMOBILE

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29. THEGOVLOOPGUIDE

this world of mobility - where there are incremen-tal potential threats - we see mobile services as a means to more connectivity, as we then allow de-livery of information to personal devices,” noted Haynes. As people become increasingly connected, the boundaries of and definitions of data owner-ship and liability have become blurred between employee and organizations, particularly because information often rests on shared devices.

These distinctions are important to understand from a security perspective, as having clear device ownership rules is an essential component of se-curity. As Haynes notes, “Understanding what that model is for each use case becomes very critical. If you can take one of the variables out of the equa-tion, such as existing security profiles applied to known hardware or trusted hardware, this tends to simplify the overall implementation of these new mobile technologies that you are trying to inno-vate on and build out these dynamic use cases.”

Haynes also states, “Dell has invested very heavily in cyber security and offers a broad range of ser-vices and solutions.” From specific hardware pro-tections, agencies can protect data and employ additional layers of encryption. Haynes comments provide insights on security elements that agencies should consider, such as:

Identify how data is encrypted at hardware level

Containerization is important – but be sure to educate and train users what this means

Leverage existing resources and security pro-files while defining infrastructures

Haynes adds, “Relatively unique to Dell is the hard-ware-based protection that serve as secondary cre-dentials used to authenticate, rather than leaving those in memory.”

Mobile offers enormous benefits to aid in the pro-ductivity of workers and has transformed the way in which government operates. Although the ben-efits are clear, agencies need to focus on robust security infrastructures and governance policies to protect critical data and information.

Mobile devices present dozens of security challeng-es for agencies—everything from data ownership, authentication and governance strategies to the protection of critical infrastructure. While speaking with Ian Haynes, Product Marketing Manager, Dell, we gained expert insights on mobile best practices and how agencies can securely adopt mobile.

Haynes also mentioned some of the unique secu-rity features that Dell provides. Yet, the security features which Dell provides are not just restricted to the office environment. Through Dell’s Rugged Laptop Solutions, Dell provides both high perfor-mance computing and reliability in the harshest of environments. For example, Dell’s rugged laptop series is protected from drops and vibration. In ad-dition, the laptop’s advanced thermal system en-sures the laptop can continue to operate at peak performance levels, even in extreme temperatures. Through these mobile offerings, Dell is allowing agencies to leverage mobile to meet their most mission critical needs, in both remote and office environments.

Haynes stated, “The primary best practices include having a structure that defines what the mobile uses are, understanding the technologies that en-able the desired use case, examining how agencies will be protecting critical data associated with mo-bile, and then finally selecting a device that mirrors that analysis or that selection.”

Haynes comments indicated some preliminary steps to consider in order for organizations to start thinking about mobile and security, Haynes com-ments were reminders of the importance of:

Articulating a clear vision of how mobile oper-ates at an agency

Considering how and when data will be ac-cessed

Engaging with stakeholders upfront to educate and train end users

Although mobile provides many benefits for or-ganizations, its risks are pervasive. “As we look at

Safe and Secure Mobile Adoption Ian Haynes, Product Marketing Manager, Dell

30.GOVERNMENTMOBILE

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32.GOVERNMENTMOBILE

Crafting the StrategyC o n v e r s a t i o n S t a r t e r s

This guide provided some best practices; case studies and expert insights to begin the jour-ney of creating a mobile enterprise strategy. We know government professionals busy – so just as we provided a cheat sheet for big data, here’s everything someone needs to know about this guide, based on various settings.

T H E T W I T T E R V E R S I O N

Check out the @GovLoop Guide: Making Mo-bile Matter – provides an overview of mobility in government, how to leverage apps, stay se-cure: read here http://bit.ly/133Ooj7

T H E FA C E B O O K V E R S I O N

Check out GovLoop’s report on mobile – in-cludes a cheat sheet on mobile, government case studies, expert interviews and an easy way to get smart on mobile. http://bit.ly/133Ooj7

T H E L I N K E D I N V E R S I O N

Check out GovLoop’s report on mobile – study shares best practices and case studies to help show government how to leverage mobile ef-ficiently and securely http://bit.ly/133Ooj7

S M A L L TA L K B U L L E T P O I N T S

1. Government-owned devices can be man-aged more efficiently through a mobile device management (MDM) solution.

2. The way we consume information is chang-ing, and we need to create work modern work environments.

3. The office is no longer defined as just a phys-ical space. It’s also tablets, smartphones, and working from remote locations. Organizations need to set up infrastructures to meet these demands.

3 0 - S E C O N D E L E V AT O R P I T C H

Mobile government is the way of the future. Agencies need to take a hard look at how ser-vices are delivered – not just for citizens, but also for internal customers and stakeholders. Organizations can look at ways to set up apps that can aid in productivity and efficiency of the government worker. But setting up and re-leasing an app is not enough. Agencies need to look at mobile enterprise stores and mobile device management services. These are impor-tant considerations – the enterprise app stores allows organizations to approve and recom-mend apps, provide updates and avoid agen-cies setting up unsecure rogue apps. Mobile can be used for data collection, connect field workers, improve internal collaboration and communications – there are many applications for government to explore. Mobile is one way agencies are going to modernize, and with current consumer trends, they do not have a choice.

33. THEGOVLOOPGUIDE

There are lots of elements to consider and, of course, this cheat sheet can’t get to them all, but here is the need-to-know information to get a strategic conversation started:

What’s the business value of adopting mobile? What problem are we solving and how can a mobile enterprise strategy help?

What skills do we have in house? What kinds of partnerships do we need to build?

Do we have the information we need to make a smart investment for a MDM solution? What kinds of options do we need?

Are there ways we can simply take existing web pages and make them mobile friendly?

How would we update an app? How are we delivering content?

How can we leverage API’s at our agency? What skill sets do we need to build one? Who has done this already that we can collaborate with?

What do I need to consider?

Developing a mobile enterprise strategy is no easy task. This section provides agencies with the ‘need to know’ informa-tion and strategies to get started to craft a mobile strategy. This section also highlights what agencies can expect and resources to reference to identify a path to mobile adoption.

Y O U R M O B I L E C H E A T S H E E T

34.GOVERNMENTMOBILE

Here are four high-level steps to always consider for implementing mobile programs:

Learn from others that are leveraging mobile initiatives successfully

Build a strategic framework for harnessing the potential of mobile

Understand the human resource impact – know what skills are needed

Determine a clear business problem and how mobile is part of the solution

Below are some additional resources that were used as part of the research for this report.

The Department of Defense has been leading the way at the federal level

Resources on mobile government from the GSA

CIO Council report on Barriers, Gaps & Opportunities for Government Use of Mobile Technology

Mobile Government: Today, Tomor-row and Beyond

BYOD Lessons Learned: DorobekIN-SIDER Live

Mobile Applications State of Missis-sippi – MS.gov

Indiana Office of Technology - IOT

The % of cell phone owners who use their cell phone to…

Mobile Matters: Quick Facts

4 Core Steps for Mobile

http://pewinternet.org/Commentary/2012/February/Pew-Internet-Mobile.aspx

91% 56% 34%of American adults have a cell phone

of American adults have a smartphone

of American adults own a tablet computer

10 20 30 40 50 60 70 80 90 100

Take a PictureSend / Receive Text Messages

Access the InternetSend or Receive Email

Record VideoDownload Apps

Look for Health or Medical Information OnlineCheck Bank Account Balance or Do Any Online Banking

82%80%

56%50%

44%

43%31%

29%

1.2.3.4.

35. THEGOVLOOPGUIDE

A C K N O W L E D G E M E N T S

The GovLoop team is thankful to all of those who contributed to this report. We thank everyone for their participation in our survey, active community engagement, input and knowledge shared while developing this report.

This guide would not have been possibility without your assistance and from the support of our sponsors - EMC, BMC/Winvale, HP and Dell.

Lead Author:

Patrick Fiorenza, Senior Research Analyst

Co- Author:

Kim Truong, GovLoop Summer 2013 Research Fellow

Editor:

Andrew Krzmarzick, Director of Community Engagement

Editor:

Steve Ressler, GovLoop Founder and President

Lead Designer:

Jeff Ribeira, Senior Interactive Designer

Designer:

Russell Yerkes III, GovLoop Summer 2013 Design Fellow

For more information about this report, please contact Patrick Fio-renza, Senior Research Analyst, at pat@govloop.com.

36.GOVERNMENTMOBILE

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.

A B O U T G O V L O O PLocation

GovLoop is headquartered in Washington D.C., with a team of dedicated professionals who

share a commitment to connect and improve government.

734 15th St NW, Suite 500Washington, DC 20005Phone: (202) 407-7421

Fax: (202) 407-7501

Today, GovLoop is the leading site for address-ing public sector issues. GovLoop works with top industry partners to provide resources and tools to the government community. GovLoop has developed a variety of guides, infograph-ics, online training and educational events, all to help public sector professionals become more efficient Civil Servants.

If you have questions on this report, please feel free to reach out to Patrick Fiorenza, Senior Re-search Analyst.

37. THEGOVLOOPGUIDE

734 15th St NW, Suite 500Washington, DC 20005Phone: (202) 407-7421

Fax: (202) 407-7501