After finally arriving in the Land of Oz, with much persistence, they were granted an audience with the Wizard, only to discover, much to their disappointment, that a single visit wasn't sufficient. During their initial meeting, the Wizard, hidden behind his curtain, presented the supplicants with a seemingly impossible task - they must defeat the army of flying monkeys and capture the Wicked Witch's magic broomstick - before he'd consider granting their requests. It was only after they were successful in their assignment and Dorothy's dog, Toto, stripped away the curtain that shielded the Wizard from full view, that they could see the "Great Oz" for who he really was - an average man with an imposing facade. But don't fool yourself into thinking it all ends there.
Such "wizards" are alive and well today in most every community. Look in any office or cubicle near you and you'll find them sitting behind the modern curtain of a computer screen issuing edicts to all who seek help. Their message is painfully simple: "Government has spoken. Bring me a magic broomstick, and I will reconsider your request."
It's a method and process that didn't work well in a land of make-believe, and it certainly doesn't meet the needs of modern communities.
But just as Dorothy and her friends discovered, good government doesn't depend on the benevolence of the omnipotent and omniscient. It comes from the involvement and engagement of a whole community. Today's most successful communities use information and communication technology tools to engage those seeking assistance in the process of helping themselves.
Applying Lessons Learned
A previous Digital Communities column explored the lessons learned in many jurisdictions through years of community policing programs and the opportunities for similar engagement now available to other government service departments. By getting out of their patrol cars and becoming more engaged with and recognized by their communities, law enforcement personnel engaged business and civic communities as partners and reduced crime rates.
Some communities have embraced digital engagement and applied their huge IT investments not as screens to separate themselves from those they serve, but instead as windows and doorways into the process of community governing. They've found ways to not only deliver more efficient services, but also to invite those they serve into the process.
For example, Portland, Ore.'s eVolvement project emerged from a desire to connect residents at a regional level with local government and neighbors. The resulting Web site, PortlandOnline.com, lets residents post questions for city staff or their neighbors and share information about local events, public safety and other neighborhood issues. City staff use the forum to inform residents of budget hearings, construction schedules in the area, crime alerts and other community issues.
The site's Back Fence forum lets residents and staff discuss topics from neighborhood drug houses to local restaurant recommendations. Portland Information and Referral staff reads the forum posts daily and notifies departments of postings that need city responses. In one recent example, a resident posed a question about a problem she was experiencing with a neighbor. Within 24 hours, several fellow community members replied with suggestions and experiences that worked for them, and city Information and Referral staff provided information on specific actions she could take. The resident posted a follow-up: "Thanks for the responses ... I have learned a lot and don't feel so alone in my area."
Another example of building better community service
on a digital foundation is taking place in New York City. The city's fire department (FDNY) now uses GPS to improve ambulance response times and deliver faster emergency services. Using GPS information received from each unit, the computer-aided dispatch (CAD) system dispatches ambulances based on real-time location information.
More specifically a mobile data application on a laptop in each ambulance interfaces with the GPS, and GPS reports are transmitted over the FDNY mobile data network to the CAD system. Using the tracking technology, the CAD system dispatches the closest available units to an accident. Instead of relying on field users to update their current location, GPS devices provide up-to-date information. A tactical map plots the units as their GPS reports are received. All reports are archived for later use and analysis. With increased accuracy, the system decreased ambulance response time by as much as 27 seconds.
Impressive changes aren't reserved just for big cities. The Hamilton County, Ohio, Community Action Network Directory is a wiki-style online inventory of organizations and programs working to improve the community. Directory users can design and develop the system, which acts as a directory of organizations working in areas of civic engagement and social capital, community services, economy and labor market, education, environmental and social justice, governance, health and human services, housing, land use and mobility.
By taking a collaborative approach to furthering relationships, Hamilton County developed new knowledge and practices to solve some of its most difficult problems. By connecting separate local efforts, new systems are emerging with greater potential for community improvement than was possible through incremental change strategies.
Another example of government using information and communication technology to engage the community is the New York City Housing Authority (NYCHA) - the largest public housing authority in North America. The NYCHA is responsible for approximately 179,000 apartments in 2,653 residential buildings comprising 343 developments and serving more than 400,000 residents.
To deal with a backlog of 900,000 service requests, the city created a centralized call center using unified messaging infrastructure. Housing residents can now use a variety of easy-to-follow interactive voice response service prompts, and calls are automatically routed and distributed. Special prompts, such as heat and hot water problems were created to provide residents with immediate access to specialized agents or to route the call based on the caller's address.
Web-based reporting gives call center supervisors and management a real-time snapshot of call volume and agent activities. This information helps the team better utilize agent resources and track calling patterns, such as peak periods, so the agency can staff more efficiently. Overhead monitors display call volume data, such as the number of calls waiting in queue. In addition to call center statistics, a reporting server interfaces with major applications and displays graphical data on the status of major heating and cooling plants, as well as other infrastructure throughout the city.
Since the system's inception, 80 percent of calls are answered in 20 seconds, 72 percent of scheduled work requests are completed in less than five business days, first call resolution rate is 81 percent, and the customer satisfaction rate improved to 98 percent. Since the NYCHA started relying more on technology to bridge the gap between city service providers and citizens, residents have been getting the improved service they deserve, and staff efforts to complete their requests in a timely and courteous manner have increased significantly.
Maintaining Connections
Progress doesn't happen by accident. The tools and technologies that make digital communities possible have also brought about a society where people can choose individual lifestyles and identities. People now isolate themselves from the communities they live in. Without a purposeful plan and commitment to use technology to engage residents and create a sense of community, increased reliance on technology may have the unfortunate effect of accelerating the political status quo
and further frustrating public expectations.
It's the message of Digital Communities that change occurs when networks of relationships form among people and organizations that share a common cause and vision of what's possible.
The preceding examples of how communities use technology to engage residents in community governing and provide critical services show that digital communities are moving beyond back-office applications and wireless networks. In fact, digital communities use various computing and communication device screens not to conceal a bureaucratic lever puller, but to open access into government processes, services and decisions. Perhaps the day isn't far off when community members will realize, like Dorothy and her friends finally did, that the positive changes they seek will only be found through active and informed engagement with those around them. The community that has the structure and investment in place to make that easy for everyone will put a lot of "wizards" out of business.
