I am an Assistant Professor of Public Administration at the Maxwell School of Citizenship and Public Affairs, Syracuse University, NY. In my research projects I am focusing on informal social networks in the public sector and the use of social media applications by government organizations. I teach classes on social media management, Government 2.0, social network analysis, and networked governance.
Twitter has created a Best Practices page that provides information for what they call different types of industries, including television, government, sports, news, music, nonprofits, and faith.
The government page includes suggestions for Twitter townhalls, Tweet Chats, Twitter alerts, live tweeting, Twitter timelines on government homepages, photos in government tweets, and even suggestions on how to use Twitter for policy change.
The State & Local Energy Report has published a short piece I wrote on how State Energy Officials can implement social media in their agencies given the limited scope of outreach they are allowed to do.
The eJournal of eDemocracy and Open Government has just published a special issue focusing on governance issues around social media, mobile applications and other new technologies in Asia.
Here is the blurb:
This special issue is aimed at showcasing innovative scholarly works examining various subjects concerning the role of social media, mobile phones, and other new technologies in the formation of democratic citizenship and good governance in Asia. We seek studies that address relevant topics in a particular Asian country, and also welcome comparative research on Asian countries or Asian and non-Asian countries.
The articles are available for open access on the journal’s website and listed below:
Government Information Quarterly has just published in early view a special issue on “Social Media in Government”. The collection was edited by Dr. Rorigo Sandoval-Almazan, Dr. J. Ignacio Criado and Dr. Ramon Gil-Garcia. I contributed an article titled “A framework for interpreting social media interactions in the public sector”. Although a title such as social media metrics, social media performance measurement or similar titles might have been more attractive, I decided to avoid prescriptive metrics. Social media use is changing so fast, that I believe social media managers in the public sector have to be very flexible and constantly observe how both technology, but most importantly how online behavior of citizens is changing to be able to adapt government’s online tactics.
Here is the abstract of the article:
Social media applications are extending the information and communication technology landscape in the public sector and are used to increase government transparency, participation and collaboration in the U.S. federal government. The success, impact and performance of these new forms of bi-directional and networked interactions can provide insights to understand compliance with the mandate of the Open Government Initiative. Many government agencies are experimenting with the use of social media, however very few actively measure the impact of their digital interactions. This article builds on insights from social media directors in the U.S. federal government highlighting their current lack of measurement practices for social media interactions. Based on their articulated needs for measurement, existing rules regulating the extent of measurement practices and technological features of the main social media platforms, a framework is presented that traces online interactions to mission support and the resulting social media tactics. Implications for both researchers and practitioners are discussed.
Kevin Desouza and I just published an article in the Public Administration Review (PAR) highlighting how federal government agencies are implementing Open Innovation approaches. We used interviews conducted with two public manager, Tammi Marcoullier and Karen Trebon at GSA, who are supporting agencies in their efforts to use Challenge.gov, a platform to implement prizes and challenges.
As part of the Open Government Initiative, the Barack Obama administration has called for new forms of collaboration with stakeholders to increase the innovativeness of public service delivery. Federal managers are employing a new policy instrument called Challenge.gov to implement open innovation concepts invented in the private sector to crowdsource solutions from previously untapped problem solvers and to leverage collective intelligence to tackle complex social and technical public management problems. The authors highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration, the administrator of the Challenge.gov platform. Specifically, this Administrative Profile features the work of Tammi Marcoullier, program manager for Challenge.gov, and Karen Trebon, deputy program manager, and their role as change agents who mediate collaborative practices between policy makers and public agencies as they navigate the political and legal environments of their local agencies. The profile provides insights into the implementation process of crowdsourcing solutions for public management problems, as well as lessons learned for designing open innovation processes in the public sector.
Mergel, I. and Desouza, K. (2013): Implementing Open Innovation in the Public Sector: The Case of Challenge.gov, in: Public Administration Review, doi: 10.1111/puar.12141.
I wrote a short piece for the German magazine of the “Deutscher Staedte und Gemeindebund” (rough translation: German Cities and Communities Association). I talked about insights I gained when I interviewed Mark Headd, the Chief Data Officer of the City of Philadelphia and his amazing work connecting government data with audiences who want to innovate using the data. The article is written in German, but an earlier version appeared here on my blog and on NextGov.com.
Bill Greeves, CIO of Wake County, has joined my ‘Social Media in the Public Sector’ class this week (follow along on Twitter #maxmedia13). He talked about how the county seeks to innovate with social media and make government data available in places of high value for citizens.
The county provides sanitation scores to Yelp that are calculated based on routine inspections by the county’s inspectors of restaurants. At the same time, citizens who are visiting restaurants are leaving their own reviews and in combination with the formal county scores future restaurant visitors might gain a more complete picture than using individual insights from citizens only.
This looks like a great use of already collected and published government data: The county makes an effort to move the data from a government website that citizens might not readily find to an online destination where citizens are already talking about restaurants scores and where government data can gain additional value.
However, on Yelp a restaurant owner mentioned that score might not be reported correctly. This gives business owners an opportunity to review scores and directly interact with government:
I came across an interesting Twitter exchange between a user and the official account of the National Transportation Safety Board after one of the recent airline crashes. The user was wondering if NTSB is always using their Twitter account to update the public and it turns out that the NTSB has already adopted this tactics into their existing standard operating procedures:
@ashleyv – It is not the first time – it is a part of our standard operating procedure.— (@NTSB) July 07, 2013
The PA Times, published by the American Society for Public Administration, has just published a short article I wrote that is based on what I observed during Hurricane Sandy and the flooding in Calgary.
I uploaded the article to Slideshare:
Here is the full reference:
Mergel, I.: “Take a Risk, Save a Life”: Social Media in Emergency Management, in: PA Times, 36:3, p. 13.
An earlier version of the paper is available on SSRN.
How do public administrators find information about the problems they confront at work? In particular, how and when do they reach across organizational boundaries to find answers? There are substantial potential obstacles to such searches for answers, especially in a system of decentralized governance such as the U.S. government. In this article, we examine the alternative mechanisms within the public sector that compensate for this dispersion of expertise, focusing on knowledge sharing across public DNA forensics laboratories. In particular, we propose that the emergence of informal interpersonal networks plays an important role in providing access to necessary expertise within a highly decentralized system. Our findings point both to the need for further research on knowledge sharing networks within the public sector as well as practical implications around the value of investments into facilitating the creation and maintenance of networks of practice.