Government using virtual worlds for recruitment purposes

The government of Ontario has launched a job recruitment program in Second Life, one of the best known virtual worlds.

The program allows potential employees to virtually practice being a firefighter, civil engineer, medical technician or another public service profession to gain some insight into the demands of the role before deciding whether to seek a job in the area.

Quoting from the launch release,

The attraction is open 24/7 in the virtual world, and allows users to self-select the tasks they'd like to do. Once users have experienced the range of experiences available to them in Second Life, they can choose to be contacted in the real world to obtain more information about a job or to arrange for an interview. Second Life, an online, 3D social network, is home to the experience, and all users need do is sign up for a free account, and teleport themselves to the OPS Careers Island, a part of the Activ8 Island Complex owned and operated by TheSLAgency.

The interactive shop organized the virtual experience in Second Life as a part of their strategy to bring other government and public service clients into the virtual world. Managing Partner Joe Mastrocovi notes: "No longer do job seekers have to be bored by static websites explaining what jobs they could have; the virtual world offers us the opportunity to create virtual experiences for people so they know instantly whether this type of job is suitable for them."

This isn't the only government initiative in Second Life. A selection of other agencies around the world have begin using the virtual world as a testbed for various initiatives, ranging from Victoria's Melbourne Laneways to NASA's Explorer Island.

A selection of other government initiatives are listed in the Second Life wiki.

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Why senior public officials need to be web-savvy

In The Techie in Chief, appearing in next week's Newsweek, Anna Quindlen provides a strong case why no-one at senior levels in the public sector can afford to be unfamiliar with modern telecommunications technologies.

One key reason she highlights is that leaders need to lead - they need to be out in front of the pack, rather than trailing behind.

If not, they are vulnerable to faster moving opponents, as well as to loss of respect from their constituents and staff.

Quindlen also points out that without making effective use of modern telecommunications tools government-agency heads can become blind to how their policies really work for ordinary people, and political figures can be insensible to undercurrents amongst their constituents.

So fundamentally senior public officials need to be web-savvy because they are senior figures with decision-making responsibility.

If they do not embrace emerging technologies they will be increasingly unable to understand their environment or make appropriate decisions in order to deliver relevant outcomes for citizens.

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US releases eGovernment satisfaction results - useful benchmark for Australian sites

ForeSee Results has just released the findings of the latest quarterly US eGovernment satisfaction survey, looking at citizen satisfaction with over 100 US government websites.

Available as a PDF download, the E-Government Satisfaction Index (PDF 1.2Mb) uses a uniform system to compare satisfaction across US sites and was selected as the US government's standard measure in 1999.

Based on the results of this latest survey, there has been a small increase in average satisfaction to 72.9 percent, the first rise in a year.

The report does a good job of identifying the US government sites with the highest level of citizen satisfaction, which can be used by Australian government as good benchmarking examples.

It identifies the major priorities for improvement across agencies, with search topping the list (88% of agencies identified it as a top priority) followed by functionality at 59% and navigation at 41%.

The benefits of higher satisfaction have also been identified in the report, being that highly satisfied customers (scores of 80 or more) are;

• 84% more likely to use the website as a primary resource
• 83% more likely to recommend the website
• 57% more likely to return to the site

The use of a standard government website satisfaction methodology, as I have previously suggested, makes it much easier for government agencies to compare their performance, identify and learn from successes and address issues. It is also an excellent accountability tool for Ministers and agency heads.

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Why can one man in a cave out-communicate the government of the world's superpower?

There was an interesting admission from the US Army Secretary last week in Inside Defense as reported in the Wired Danger Room Blog,

Senior Army leaders have fallen behind the breakneck development of cheap
digital communications including cell phones, digital cameras and Web 2.0
Internet sites such as blogs and Facebook, Army Secretary Pete Geren said at a
trade conference on July 10. That helps explain how "just one man in a cave
that's hooked up to the Internet has been able to out-communicate the greatest
communications society in the history of the world -- the United States," Geren
said.

"It's a challenge not only at home, it's a challenge in recruiting, it's a challenge internationally, because effective communication brings people over to our side and ineffective communication allows the enemy to pull people to their side," Geren continued. He said the Army brass needs to catch up -- fast. But how exactly?

One solution: "Find a blog to be a part of," Geren said.

Young people embrace social media "as a fluent second language," he added. Army leaders have to do the same.

The article went on to describe some of the initiatives underway at the US Army to help it prepare for the new world - including adding blogging to their graduate school curriculum and allowing a tiny office of Web-savvy mavericks at West Point to create Army-specific Web 2.0 tools (blogs, forums, social networks) for soldiers.

At the same time the US Air Force is using blogs, wikis and personal profile pages to better support its missions, per a Network World article, U.S. Air Force lets Web 2.0 flourish behind walls.

I expect that the Australian armed forces are watching and learning from our US counterparts. The online channel can deliver major benefits to the training and operations of a defense force.

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What's the level of security risk from government's internal IT staff?

Over the last week a rogue IT employee in the San Francisco Department of Technology Information Services has held the city to ransom - locking down many of the city's services by refusing to disclose an administration password.

The employee, Terry Childs, helped create the city's FiberWAN network , used for controlling the city's emails, law enforcement records, payroll, and personal records. It controls 60 percent of the city's municipal data.

Using his access as administrator, Childs stopped other authorized network users from accessing parts of the network and gave himself access to parts from which he should have been restricted.

To compound this, the city apparently did not keep adequate system backups, and so cannot restore the system from an earlier state.

Fixing the situation is likely to take several weeks and cost in the order of $500,000, including hardware and system changes.

Childs was taken to court by the city, with a US$5 million bail set - that's five times as much as is usual for a murder in California.

Why did Childs lock down San Francisco? Network World reports in IT administrator pleads not guilty to network tampering that,

He became erratic and then hostile with colleagues after a recent security
audit uncovered his activity on the network, according to a source familiar with
the situation.

An article in Wired, San Francisco Admin Charged With Hijacking City's Network, discusses how Childs could have brought down the entire San Francisco city's network if he'd wanted to.

Fortunately for San Francisco, as reported in eFluxMedia, Childs finally turned over the password to San Francisco's Mayor on 24 July - claiming that only the Mayor was trustworthy enough to have the password.

Do you know how much power your department's IT team has?

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