Follow me on Twitter @hongsuhyeon. Questions? christine.hong.govtech@gmail.com The government technology (“govtech”) industry is an emerging ecosystem that has the potential to transform governments. The paper maps out the ecosystem and provide a quantitative understanding of its growth trajectory by answering the following four questions: 1. What is the definition of govtech? 2. What does the ecosystem look like? 3. How is the ecosystem changing? 4. What factors will accelerate market take-off? In order to answer these questions, experts in the biggest govtech companies, the venture capital community, government and opinion leaders were interviewed. Moreover, the paper selected 98 of the most notable govtech companies in United States based on sources like Govtech.com’s Govtech 100 list, and tracked their private capital deal flows from 2004 to 2015. Details of the Deal Flow Database and the methodology are in the appendix.

1. 1
Is
Govtech:
is
the
Industry
at
an
Inflection
Point?
Christine
Suh-­‐Yeon
Hong
Stanford
Graduate
School
of
Business
Independent
Research
An
Industry
Primer
June
2016

2. 2
Acknowledgements
I
deeply
thank
Stanford
Graduate
School
of
Business
faculty
and
McKinsey
Director
Emeritus
Lenny
Mendonca
for
advising
the
independent
research.
I
am
also
grateful
to
Co-­‐Founder
of
Textizen
Alex
Yule,
Altos
Ventures
Managing
Director
Ho
Nam,
Knight
Foundation
Director
Jonathan
Sotsky,
Chief
Financial
Officer
of
Accela
Maximilian
Schnoedl,
FuseCorps
Fellow
Robert
Henning,
Govtech
Fund
Managing
Partner
Ron
Bouganim,
Innovation
Endeavors
Investment
Partner
Scott
Brady,
Chief
Executive
Officer
of
GovDelivery
Scott
Burns,
Omidyar
Network
Investment
Partner
Stacy
Donohue,
and
Chief
Executive
Officer
of
OpenGov
Zachary
Bookman
for
providing
valuable
input
and
counsel.

3. 3
Executive
Summary
The
govtech
space
has
been
growing
quickly
in
the
past
years,
driven
by
changes
in
the
government,
companies,
and
investors.
Governments
at
the
federal
and
local
level
are
embracing
technology
and
reforming
how
they
work
with
technology
companies.
Govtech
focused
companies
are
emerging,
while
existing
companies
are
accelerating
growth
through
acquisitions.
Larger
tech
players
are
also
moving
into
this
space.
Traditional
venture
capital
is
flowing
into
earlier
stage
govtech
companies,
indicating
a
new
growth
model
of
venture
backed
growth
in
the
industry.
However,
in
order
for
the
industry
reach
an
inflection
point,
three
mutually
reinforcing
factors
must
come
into
play:
governments
need
to
become
better
buyers,
credible
investors
need
to
make
big
bets,
and
more
companies
need
to
grow
and
exit
successfully.

4. 4
Introduction
The
government
technology
(“govtech”)
industry
is
an
emerging
ecosystem
that
has
the
potential
to
transform
governments.
Govtech
companies
like
Accela,
GovDelivery,
and
Granicus
have
scaled
sustainably
for
nearly
two
decades.
A
number
of
govtech
companies
have
also
risen
to
prominence
in
the
last
few
years.
For
example,
OpenGov
–
a
company
that
aims
to
increase
governments’
financial
intelligence
and
transparency
through
web
based
visualization
software
–
raised
$47
million
in
funding
from
venture
capital
firms
like
Andreessen
Horowitz.
Do
these
increased
market
signals
indicate
an
inflection
point
of
the
industry,
which
could
accelerate
public
sector
transformation?
The
paper
aims
to
map
out
the
ecosystem
and
provide
a
quantitative
understanding
of
its
growth
trajectory
by
answering
the
following
four
questions:
1. What
is
the
definition
of
govtech?
2. What
does
the
ecosystem
look
like?
3. How
is
the
ecosystem
changing?
4. What
factors
will
accelerate
market
take-­‐off?
In
order
to
answer
these
questions,
experts
in
the
biggest
govtech
companies,
the
venture
capital
community,
government
and
opinion
leaders
were
interviewed.
Moreover,
the
paper
selected
98
of
the
most
notable
govtech
companies
in
United
States
based
on
sources
like
Govtech.com’s
Govtech
100
list,
and
tracked
their
private
capital
deal
flows
from
2004
to
2015.
Details
of
the
Deal
Flow
Database
and
the
methodology
are
in
the
appendix.

5. 5
1.What
is
the
definition
of
govtech?
Govtech
is
defined
as
“the
technology
infrastructure
that
governments
use
to
manage
internal
operations
and
deliver
services
to
its
citizens.i”
Operations
and
services
include
various
functions
such
as
permitting,
pension
management,
tax
collection,
and
budgeting.
Companies
in
the
gov
tech
space
are
firms
that
“have
state,
local,
and
federal
government
as
their
primary
market
focus
and
derive
the
majority
of
their
revenues
from
the
public
sectorii”
In
literature,
the
term
govtech
is
often
used
interchangeably
with
civic
tech.
The
industry
does
not
have
a
standardized
definition
of
the
two
terms.
The
following
exhibit
illustrates
the
varying
definitions
among
the
industry’s
opinion
leaders.
The
paper
defines
govtech
and
civic
tech
as
two
different
spheres,
although
companies
may
operate
in
both
spaces.
• Govtech
companies
primarily
focus
on
the
operations
of
the
city,
state,
and
local
governments.
OpenGov
would
be
a
prime
example.
Govtech
companies
also
include
technologies
that
help
governments
interact
better
with
citizens.
The
primary
customer
of
the
products
and
services
are
governments.
For
example,
GovDelivery
–
a
company
that
allows
1,800
government
organization
to
reach
over
130
million
people
through
digital
De#initions)of)govtech)and)civic)tech)vary)
within)the)industry)
Chris&ne)Hong)
Govtech( Civic(Tech(
! The)technology)infrastructure)that)government)
departments)use)to)do)their)internal)work)of)
deliver)services)to)their)“customers”)(i.e.)
citizens).)It)is)the)“operating)system”)of)the)
government)
! The)tools)citizens)use)everyday)to)engage)in)their)
governance.)It)covers)a)broad)range)of)citizen)
engagement)and)personal)democracy)related)
activities,)including)community)organizing,)
petitions,)advocacy,)politics,)campaigns,)and)etc)
! Govtech)companies)are)#irms)that)have)state,)
local,)and)federal)government)as)their)primary)
market)focus)and)derive)the)majority)of)their)
revenues)from)the)public)sector.))
! Civic)tech)is)one)of)the)four)domains)under)the)
four)govtech)domains)
! Technology)that)is)used)to)empower)citizens)or)
help)make)government)more)accessible,)ef#icient)
and)effective)
! Govtech)is)an)umbrella)term)under)civic)tech)
Source:))
1)Ron)Bougham,)“Govtech:)the)$400)Billion)market)hiding)in)plain)sight.”)Govtechfund.com)(http://Govtechfund.com/2016/01/GovtechQtheQ400QbillionQmarketQhidingQinQplainQsight/))
2)Dustin)Haisler,)Chief)Innovation)Of#icer)“Govtech)Market)Snapshot”)e.Republic)(www.slideshare.net/dustinhaisler/s2Qgv5))
3)Stacy)Donohue,)“Civic)Tech)is)Ready)for)Investment”)TechCrunch,)Apr)2015))(http://techcrunch.com/2015/04/29/civicQtechQisQreadyQforQinvestment/#.ynhb4m:X2B8))
4)Johnathan)Sotsky,)“Five)lessons)from)investing)in)civic)tech,”)Knight)Foundation)blog,)Apr)2015)(http://www.knightfoundation.org/blogs/knightblog/2015/4/21/#iveQlessonsQinvestingQcivicQtech/))
! Technology)that)spurs)citizen)engagement,)
increase)government)effectiveness)and)
strengthen)cities)
! Govtech)is)an)umbrella)term)under)civic)tech)

6. 6
channels
like
email,
text,
and
social
communication
–
would
be
considered
a
govtech
company.
• Civic
tech
is
defined
as
technology
that
connects
and
empowers
citizens.
The
category
would
include
elections,
peer-­‐to-­‐peer
interactions,
community
organizing
and
etc.
Companies
like
Change.org,
a
petition
website
that
provides
a
tool
to
advance
social
causes,
would
be
considered
a
civic
tech
company
rather
than
govtech
company.
Civic
tech
also
includes
technologies
that
help
citizens
interact
better
with
governments.
Although
both
govtech
and
civic
tech
companies
ultimately
help
governments
and
citizens
enhance
mutual
interaction,
the
difference
is
in
their
target
customers
–
i.e.
the
payers
and
users
of
the
products
and
services.
A
civic
tech
company’s
primary
target
customer
is
citizens.
Change.org,
for
example,
is
a
civic
tech
company
because
the
company
targets
citizens
directly.
In
contrast,
Accela’s
civic
engagement
services
(e.g.,
legislative
management,
citizen
relationship
management)
would
be
classified
as
govtech
because
the
payers
of
the
services
are
governments.
Govtech(is(the(technology(that(helps(governments(
operate(more(effectively(and(ef5iciently,(and(is(
distinct(from(civic(tech(
Chris&ne)Hong)
Govtech( Civic(tech(
! Technology(that(connects(and(
empowers(citizens((
! Includes(technology(that(
enables(citizens(directly(to(
better(interact(with(
governments;(primary(
customers(are(citizens(
! Technology(helps(governments(
operate(more(effectively(and(
ef5iciently(
! Includes(technology(that(helps(
governments(to(better(interact(
with(citizens;(primary(
customers(are(governments(
Focus(of(the(study(

7. 7
2.What
does
the
govtech
ecosystem
look
like?
This
section
surveys
the
players
that
collectively
shape
the
govtech
ecosystem.
The
key
players
covered
are:
§ Government
§ For
profit
companies
§ Investors
§ Accelerators
and
foundations
Government
In
the
United
States,
government
customers
are
organized
into
federal,
state,
local
governments
and
agencies.
There
are
over
600
federal
departments
and
agencies
in
the
United
States.
Further,
there
are
over
89,000
local
government
agencies
across
the
country,
50,000
of
which
are
for
special
purpose
government
functions
like
utility
and
school
districtsiii.
As
of
2015,
the
United
States
government
spends
$175
billion
on
technology
–
$79
billion
at
the
federal
level
and
$96
billion
at
the
state
and
local
leveliv.
The$govtech$ecosystem$is$comprised$of$
governments,$companies,$investors,$and$
accelerators$and$foundations$
Governments*
Footnote:$De:initions$adopted$from$“Govtech$Market$Snapshot”$by$Dustin$Haisler,$Chief$Innovation$Of:icer$at$e.Republic$(www.slideshare.net/dustinhaisler/s2Lgv5).$The$Govtech$Market$Snapshot$report$includes$a$“Civic$Tech”$cluster.$The$
cluster$was$not$used$for$this$study,$and$the$existing$classi:ication$of$“civic$tech”$companies$were$categorized$into$the$other$three$clusters.$
Chris&ne)Hong)
For*pro-it*
companies*
Investors*
Accelerators*&*
foundations*
! Federal$
! State$
! Local$$
! Agencies$
Customers) Service)providers)
Company)scalers) Ecosystem)shapers)
! Traditional$venture$capital$
! Govtech$focused$ventures$capital$
! Strategic$investors$
! Impact$investors$
! Growth/private$equity$
! Accelerators$
! Foundations$
! Legacy$vendors$
! Government$contractors$
! Large$tech$companies$
! Emerging$government$
focused$tech$companies$

8. 8
For
profit
companies
There
are
four
types
of
for
profit
companies
in
the
govtech
space:
• Traditional
legacy
vendors
like
Oracle,
IBM
or
SAP
• Government
contractors
like
Accenture,
CGI,
or
Deloitte
• Large
tech
companies
like
Google
parent
Alphabet
or
SalesForce
• Government
focused
tech
companies,
like
Accela
or
OpenGov
The
focus
of
this
paper
is
the
fourth
category
of
for
profit
companies
–
emerging
tech
companies
that
focus
primarily
on
government
verticals.
There
are
over
100
notable
for
profit
companies
that
have
federal,
state,
local
governments
and
agencies
as
their
primary
customers.
These
emerging
companies
can
be
categorized
into
three
main
domains:
administration,
service
delivery,
and
smart
infrastructurev.
The
following
categorization
and
definitions
were
adopted
from
E.Republic.
§ Administration:
The
record
layer
of
government,
including
permissions,
data
and
money.
Services
or
products
help
increase
transparency,
processing,
visualization
and
management
of
records.
Category
includes
systems
that
automate
financial,
personnel,
case,
asset,
traffic,
construction
and
land
management
records.
§ Service
delivery:
The
transaction
layer
of
the
government.
Services
or
products
help
processing
of
transactions,
payments
and
logistics
by
public
employees
or
citizens/business
entities
to
fulfill
public
service
requests
and
service
delivery.
The
category
would
include
systems
that
automate
licensing,
payments
and
business
intelligence
of
records.
It
also
includes
services
that
engage
with
citizens
to
better
deliver
government
services.
§ Smart
infrastructure:
The
infrastructure
layer
of
government
enabling
operational
capacity
of
physical
assets
ad
systems
(e.g.,
facilities,
roads,
and
utilities)
through
digital
controls,
sensors,
self-­‐monitoring
predictive
analytics
and
security.
The
category
includes
smart
grid,
smart
meter
and
the
cloud.

9. 9
Investors
There
are
five
types
of
investors
in
the
govtech
space:
traditional
venture
capital,
govtech
focused
venture
capital,
strategic
investors,
impact
investors,
and
growth/private
equity
firms.
Traditional
venture
capital
Traditional
venture
capital
firms
look
for
investments
that
will
yield
above
market
returns.
They
generally
have
a
diversified
portfolio
with
strategic
pillars.
Thus
far,
traditional
funds
have
invested
in
govtech
companies
opportunistically;
most
VCs
in
the
database
invested
in
one
govtech
company.
OpenGov,
for
example,
is
just
one
of
Andreessen
Horowitz’s
284
portfolio
companies.
Govtech
focused
venture
capital
The
Govtech
Fund,
managed
by
Ron
Bouganim
and
advised
by
Tim
O’Reilly,
is
the
first
govtech
focused
venture
capital
fund.
Founded
in
September
2014,
the
fund
has
raised
$23
million
in
its
first
round
and
exclusively
invests
in
govtech
companies.
Its
portfolio
companies
include
companies
like
SmartProcure,
MindMixer,
AmigoCloud,
Seamlessdocs,
and
Mark43.
Govtech(companies(are(categorized(into(
three(domains(
Administration+
! Companies(that(service(the(record(layer(of(
government(permissions,(data(and(money.(Includes(
systems(that(automate(;inancial,(personnel,(asset,(
traf;ic,(construction(and(land(management(records(
Domains+
Service+delivery+
! Companies(that(service(the(transaction(layer(of(the(
government.(Services(or(products(help(processing(of(
transactions,(payments(and(logistics(by(public(
employees(or(citizens/business(entities(to(ful;ill(
public(service(requests(and(service(delivery(
Smart+
infrastructure+
! Companies(that(serve(the(infrastructure(layer(that(
enables(operational(capacity(of(physical(assets(and(
systems((e.g.,(grids,(smart(meter)(
Examples+
Accela(automates(transactions(and(
service(delivery(–(e.g.,(land(
management,(asset(management,(
licensing(
Bidgely(helps(governments(monitor(
and(manage(energy(use(
GovDelivery(helps(governments(
expand(digital(audiences(and(move(
citizens(to(take(action(through(digital(
channels(like(email,(text,(and(social(
communication((
Footnote:(De;initions(adopted(from(“Govtech(Market(Snapshot”(by(Dustin(Haisler,(Chief(Innovation(Of;icer(at(e.Republic((www.slideshare.net/dustinhaisler/s2Rgv5).(The(Govtech(Market(Snapshot(report(includes(a(“Civic(Tech”(cluster.(The(cluster(was(not(used(for(this(
study,(and(the(existing(classi;ication(of(“civic(tech”(companies(were(categorized(into(the(other(three(clusters.(
Christine(Hong(

10. 10
Strategic
investors
There
are
venture
capital
funds
that
invest
for
strategic
purposes
as
well.
For
example,
In-­‐Q-­‐Tel
is
a
privately
held,
not-­‐for-­‐profit
company
that
invests
in
high
tech
companies
for
the
purpose
of
keeping
the
Central
Intelligence
Agencies
equipped
with
the
latest
technology.
It
has
made
three
investments
in
the
govtech
space:
Socrata,
Boundless
Spatial,
and
BlueLine
Grid.
Impact
investors
Impact
investors
invest
with
the
goal
of
creating
social
impact
and
not
solely
to
generate
above
market
returns.
Impact
investors
provide
blended
capital
including
grants
and
investments.
Omidyar
Network,
established
in
2004
by
eBay
founder
Pierre
Omidyar,
focuses
on
a
portfolio
of
companies
that
promote
governance
and
civic
engagement.
SeeClickFix,
a
company
that
allows
residents
to
report
non-­‐
emergency
neighborhood
to
local
governments,
is
an
exemplary
investment
they
have
made
in
the
govtech
space.
Omidyar
Network
also
provides
grants
to
accelerators
like
Code
for
America.
Growth/private
equity
investors
Growth
and
private
equity
investors
invest
in
later
stage
deals.
Accela
–
one
of
the
most
well
funded
companies
in
the
govtech
space
–
raised
$235
million
from
growth/private
equity
firms
like
ABRY
Partners,
Bregal
Sagemount,
and
J.P.
Morgan.
Accelerators
and
foundations
Non-­‐profit
entities
and
foundations
play
the
role
of
accelerators
in
the
govtech
space
through
funding,
talent
development,
mentorship
and
talent
match
making.
Accelerators
The
most
prominent
accelerator
in
the
space
is
Code
for
America,
a
non-­‐profit
founded
in
2009
that
matches
technology
professionals
with
city
governments.
Code
for
America
has
partnered
with
130
governments
as
of
2016,
working
on
projects
like
opening
police
data
with
the
Indianapolis
Department
of
public
safety.
The
Code
for
America
Fellowship
Program
has
played
an
instrumental
role
in
incubating
companies.
For
example,
Textizen
–
a
text
message
platform
that
helps
governments
engage
with
its
citizens
–
was
born
out
of
the
Code
for
America

11. 11
program.
Founder
Alex
Yule
was
able
to
gain
a
deep
understanding
of
the
need
for
an
engagement
platform
in
government
agencies
while
working
on
the
fellowship
program.
By
the
end
of
the
fellowship,
he
was
able
to
identify
a
clear
need
in
the
market
and
test
the
minimal
viable
product.
Textizen
was
quickly
advertised
through
the
press
and
word
of
mouth,
followed
by
inbound
service
requests
from
other
government
agencies.
The
company
received
seed
funding
from
the
Knight
Foundation,
and
raised
$450,000
before
being
acquired
by
GovDelivery
in
2015.
Similarly,
Code
for
America
has
been
providing
seed
funding
and
support
to
companies
like
ArchiveSocial,
Aunt
Bertha,
and
AmigoCloud.
Foundations
Foundations
like
the
Knight
Foundation,
Citi
Foundation
and
Bloomberg
Philanthropies
play
a
cardinal
role
in
shaping
the
govtech
ecosystem.
The
Knight
Foundation
–
focused
mainly
on
civic
tech
–
hosts
the
City
Challenge
and
provides
seed
funding
for
start
ups.
The
Citi
Foundation
established
the
City
Accelerator
to
help
municipalities
run
more
effectively
in
11
cities.
Bloomberg
Philanthropies
launched
the
Mayor’s
Challenge
competition
that
awards
bold
ideas
to
promote
government
innovation.

12. 12
3.
How
is
the
ecosystem
changing?
The
paper
thus
far
mapped
out
the
key
players
in
the
govtech
ecosystem.
The
following
section
shows
how
the
ecosystem
has
been
shifting
by
tracking
the
activities
of
governments,
for
profit
companies,
and
investors.
Overall,
the
govtech
space
has
grown
significantly
in
the
past
five
years.
The
government
is
making
moves
to
become
more
tech
savvy
and
is
changing
its
ways
of
working
with
technology
companies.
Notable
govtech
companies
have
emerged,
while
existing
companies
are
scaling
organically
and
inorganically
through
acquisitions.
Large
tech
players
like
Google
parent
Alphabet
are
moving
into
the
space.
Also,
there
has
been
a
dramatic
increase
in
private
capital
flow,
with
prominent
venture
capital
firms
investing
in
govtech
companies
–
especially
in
earlier
stage
companies.
Government
Federal,
state,
and
local
governments
are
showing
indications
of
becoming
more
technology
savvy.
Moreover,
local
governments
are
changing
their
procurement
practices
for
better
private
sector
engagement.
How$is$the$ecosystem$changing?$
Chris&ne)Hong)
Governments*
For*pro-it*
companies*
Investors*
Trend* Drivers*
! Governments$IT$systems$moving$onto$cloud$
! Higher$citizens$expectations,$especially$among$the$
younger$generation$
! Public$system$failures$like$Healthcare.gov$
! Budget$cuts$driving$the$need$for$more$cost$effective$
technology$solutions$$
! Governments$are$becoming$more$tech$savvy$
customers$
! Governments$are$changing$their$procurement$
practices$$
! Active$incubator$and$acceleration$programs$
! Government$signaling$(e.g.,$more$tech$savvy,$
changing$procurement$systems)$
! More$active$early$stage$funding$
! Many$notable$small$government$focused$companies$
emerging$in$the$past$5$years$
! Existing$companies$scaling$through$acquisitions$
! Large$tech$companies$moving$into$the$space$(e.g.,$
Alphabet’s$SideWalk$Labs)$
! Government$signaling$(e.g.,$more$tech$savvy,$
changing$procurement$systems)$
! Increased$exit$opportunities$for$smaller$
companies$$
! Private$capital$Nlow$has$increased$dramatically$
! Increased$early$stage$investing$into$govtech$
companies,$fueling$venture$backed$growth$
! Traditional$venture$capital$Nirms$moving$into$the$
space$(e.g.,$Andreessen$Horowitz)$

13. 13
Governments
are
becoming
more
tech
savvy
Federal
Government
In
2009,
President
Obama
created
the
position
of
Chief
Technology
Officer
of
the
United
States
–
acknowledging
the
importance
of
the
role
of
technology
in
government.
In
2014,
the
White
House
launched
the
United
States
Digital
Service
to
provide
the
federal
government
consultation
services
on
information
technology.
The
first
head
of
the
US
Digital
Service
was
a
former
Google
Engineer.
Similarly,
18F
was
established
to
reform
citizen
facing
government
technology
using
lean
startup
methods,
open
source
code,
and
contemporary
programming
languages.
To
ensure
a
steady
flow
of
tech
talent,
the
White
House
launched
the
Presidential
Innovation
Fellows
program
to
pair
top
talent
from
the
private
and
non
profit
sectors
with
government
officials
to
solve
challenges
in
the
federal
government.
These
key
initiatives
and
hires
signal
that
the
federal
government
is
making
efforts
to
become
more
tech
savvy.
Local
Governments
San
Francisco
and
New
York
are
two
of
the
most
prominent
examples
of
cities
that
are
leading
the
charge
in
innovation.
San
Francisco
Mayor
Edwin
M.
Lee,
for
example,
has
launched
the
Mayor’s
Office
of
Civic
Innovation
(MOCI)
in
order
to
keep
the
government
more
“accountable,
accessible,
and
responsive.”
He
created
the
Chief
Innovation
Officer
role
and
hired
Jay
Nath
to
“introduce
new
ideas
and
approaches
to
make
city
government
more
transparent,
efficient,
and
focused
on
our
customers.vi”
Mayor
De
Blasio
of
New
York
established
the
Tech
and
Innovation
Office
to
drive
the
city
wide
technology
strategy.
The
program
is
headed
by
the
first
ever
Chief
Technology
Officer
of
New
York,
Minerva
Tantoco.
The
office
is
recruiting
top
tech
talent
to
drive
projects
that
make
the
city
smarter.
Governments
are
changing
how
they
work
with
the
private
sector
Governments
–
especially
at
the
city
level
–
are
experimenting
with
new
ways
of
working
with
the
private
sector.
One
of
the
biggest
areas
of
reform
is
procurement.
Traditional
government
procurement
processes
are
complex
and
difficult
for
the
private
sector
to
navigate.
A
typical
process
starts
with
issuing
a
request
for
proposal
(RFP)
and
a
bidding
process,
which
may
be
prolonged
due
to
challenges
like
protests.
Vendor
selection
can
take
months
to
several
years.

14. 14
Emerging
govtech
companies
may
find
this
process
difficult
to
navigate
for
three
reasons.
First,
companies
are
required
to
comply
with
a
variety
of
regulations
to
be
government
contractors,
which
may
be
costly
and
time
consuming.
As
an
example,
a
snapshot
of
the
requirements
by
the
San
Francisco
city
and
county
is
captured
below.
Second,
the
vendor
registration
process
is
complex.
Within
one
local
government,
each
department
may
have
a
different
set
of
registration
documents
scattered
across
multiple
websites
without
any
centralized
guidelines.
Third,
a
high
degree
of
customization
is
often
preferred
than
standardized
products
and
services.
For
such
reasons,
it
takes
time
for
smaller
companies
set
up
and
generate
revenue
–
making
it
difficult
for
them
to
grow
quickly
and
sustainably.
Government
entities
often
times
end
up
contracting
larger
companies
that
know
how
to
navigate
the
procurement
system
rather
than
working
with
the
companies
that
provide
the
best,
most
cost
effective
solutions.
Prices
are
driven
up
because
players
are
driven
out
in
the
bidding
process.
However,
many
governments
have
often
times
found
it
challenging
to
reform
their
procurement
processes.
San
Francisco
is
one
of
the
cities
leading
the
charge
in
changing
how
cities
work
with
the
private
sector.
For
example,
modeled
after
the
18F,
the
city
is
widening
its
pool
of
pre-­‐approved
vendors.
Once
a
company
is
pre-­‐approved
after
submitting
a
prototype,
they
are
then
“handheld”
by
the
government
through
the
vendor
registration
and
compliance
processes.
The
government
would
then
issue
RFPs
to
Compliance+requirements+for+government+
contractors+–+example+of+San+Francisco+
Source:+City+and+County+of+San+Francisco,+2016+Start+UP+IN+Residence+Program++ Chris&ne)Hong)
Requirement* Explanation*
! The+Ordinance+requires+contractors+to+provide+employees+covered+by+the+Ordinance+who+do+work+
funded+under+the+contract+with+hourly+gross+compensation+and+paid+and+unpaid+time+off+that+meet+
certain+minimum+requirements+
Minimum*
Compensation*
Ordinance*(MCO)*
! The+HCAO+requires+employers+to+offer+health+plan+beneMits+to+their+covered+employees,+to+make+
payments+to+the+City+for+use+by+the+Department+of+Public+Health,+or,+under+limited+circumstances,+to+
make+payments+directly+to+their+covered+employees.+Covered+employers+must+pay+$4.50+per+hour,+
capped+at+$180.00+per+work+week.++
Health*Care*
Accountability*
Ordinance*(HCAO)*
! If+the+contract+is+for+more+than+$50,000,+the+ordinance+requires+contractors+to+notify+the+First+Source+
Hiring+Program+of+available+entryTlevel+jobs+and+provide+the+Workforce+10+Development+System+with+
the+Mirst+opportunity+to+refer+qualiMied+individuals+for+employment+
First*Source*Hiring*
Program*(FSHP)*
! Vendors+cannot+discriminate+in+the+provision+of+beneMits+between+employees+with+domestic+partners+
and+employees+with+spouses,+and/or+between+the+domestic+partners+and+spouses+of+employees.++
Nondiscrimination*in*
Contracts*and*
BeneDits*

15. 15
the
pre-­‐approved
pool
of
companies
to
expedite
the
procurement
process.
Such
initatives
allow
the
government
to
effectively
purchase
cost
effective
products
and
solutions
in
a
shorter
amount
of
time.
The
San
Francisco
Entrepreneur-­‐in-­‐Residence
program
is
another
example
of
how
goverments
can
reform
the
traditional
procurement
process.
The
program
allows
for
earlier
stage
companies
to
deliver
disruptive
solutions
by
working
with
the
government
directly.
The
following
slide
captures
a
snapshot
of
the
program.
These
changes
indicate
that
governments
are
becoming
more
effective
buyers.
Perhaps
as
a
result
of
these
efforts,
there
are
indications
that
sales
cycles
are
shortening
and
velocity
is
increasing.
According
to
the
Govtech
Fund,
the
average
sales
cycle
of
the
fund’s
four
portfolio
companies
is
86
days,
but
can
be
as
short
as
2
weeks.vii
One
of
the
portfolio
companies
has
been
signing
government
clients
at
a
rate
of
one
in
three
days.
While
interviews
with
other
govtech
companies
reveal
that
sales
cycles
still
remain
long
on
average
and
could
take
up
to
years,
there
are
indications
of
positive
change.
For
profit
companies
Emerging
govtech
companies,
existing
govtech
companies
scaling
through
acquisitions,
and
tech
giants
are
playing
a
critical
role
accelerating
the
govtech
industry.
San$Francisco$Entrepreneurship1in1
Residence$Program$
Source:$City$and$County$of$San$Francisco,$2016$Start$UP$IN$Residence$Program$$ Chris&ne)Hong)
! Launched$by$Mayor$Edwin$Lee$in$2014$to$
explore$innovative$solutions$to$civic$
challenges$that$can$lower$costs,$increase$
revenue,$and$enhance$productivity$
$
! The$program$selects$talented$start$ups$and$
matches$with$city$departments$for$16$weeks$
$
! Start$ups$develop$technology$enabled$
prototypes;$if$successful,$departments$will$
license$and$purchase$the$product$
Program'description'

16. 16
Government
focused
technology
companies
are
emerging
There
has
been
a
marked
increase
in
govtech
companies
since
2010.
As
shown
in
the
exhibit
below,
60
of
the
98
most
notable
govtech
companies
in
the
database
emerged
after
2010.
The
surge
coincides
with
and
are
fueled
by
the
rise
of
accelerators
like
Code
for
America
(founded
in
2009,
funded
by
Omidyar
Network)
and
government
efforts
to
become
more
tech
savvy.
A
number
of
these
companies
are
still
small
in
size,
with
less
than
50
employees.
60#notable#govtech#companies#were#
founded#in#the#past#6#years#
0"
2"
4"
6"
8"
10"
12"
14"
16"
18"
Before"
2000"
2000" 2001" 2002" 2003" 2006" 2007" 2008" 2009" 2010" 2011" 2012" 2013" 2014" 2015"
Number'of'govtech'companies'found'per'year'
Source:#Deal#Flow#Database,#Govtech.com,#Angel#List,#CB#Insights,#Crunchbase# Chris5ne"Hong"
N=98# N=#60##

17. 17
Existing
companies
are
scaling
through
acquisition
The
market
has
seen
a
dramatic
increase
in
acquisitions
from
2014,
driven
by
companies
like
Accela
and
GovDelivery.
Out
of
the
23
acquisitions
from
2001,
more
than
half
of
the
deals
were
from
2014
and
2015.
Accela
alone
accounted
for
9
of
the
23
acquisitions
captured
in
the
database,
and
GovDelivery
accounted
for
4
deals.
The$majority$of$the$companies$included$in$the$
study$are$small,$with$less$than$50$employees$
75#
6#
10#
2# 3# 1# 1#
Less#then#50# 51/100# 101/250# 251/500# 501/1000# 1001/5000# Over#5000#
Number'of'employees'per'company'
Source:$Deal$Flow$Database,$Govtech.com,$Angel$List,$CB$Insights,$Crunchbase$ Chris5ne#Hong#
Small:'75' Midsized:'18' Large:'5'

18. 18
There%were%23%acquisitions%from%2001%to%
2015;%more%than%half%are%from%2014:15%
The$number$of$acquisitions$spiked$in$2014915$
Source:%Deal%Flow%Database,%%Govtech.com,%Angel%List,%CB%Insights,%Crunchbase% Chris&ne)Hong)
1) 1)
2)
1) 1) 1)
8) 8)
2001) 2009) 2010) 2011) 2012) 2013) 2014) 2015)
Accela$accounted$for$6$of$the$8$
acquisitions$in$2014$
Accela&and&GovDelivery&accounted&for&
more&than&half&of&the&acquisitions&
Accela&and&GovDelivery&acquired&13&companies&
Source:&Deal&Flow&Database,&Govtech.com,&Angel&List,&CB&Insights,&Crunchbase& Chris&ne)Hong)
9)
4)
3)
2)
1) 1) 1) 1) 1) 1) 1)
Accela) GovDelivery) TriTech)
So<ware)
Systems)
Granicus) AppCityLife) Fiscal)note) Maximus) mySideWalk) OpenGov) Periscope)
Holdings)
Taser)

19. 19
Acquisitions
are
driven
by
a
need
for
scale,
as
scale
is
a
competitive
advantage
in
the
industry.
Scale
is
an
indicator
of
reliability
and
sustainability
of
the
business,
which
is
quintessential
for
government
customers.
Bigger
companies
also
have
more
experience
in
navigating
around
the
complex
procurement
process,
and
have
the
wherewithal
to
absorb
higher
customer
acquisition
costs.
Moreover,
companies
that
have
grown
successfully
can
attract
more
funding
to
further
scale.
The
exhibit
below
shows
how
Accela
accelerated
its
growth
through
acquisitions.
It
tripled
its
revenue
from
2013
to
2015
after
acquiring
8
companies.
Accela’s
recent
activites
signal
that
there
may
be
more
consolidation
in
the
industry
going
foward,
and
greater
exit
opportunities
for
smaller
companies.
List%of%acquisitions%by%companies%in%the%
database%
Source:%Deal%Flow%Database,%Crunchbase% Chris&ne)Hong)
Acquiror Acquisition+year Acquired+company
Accela 2015 PublicStuff
Fiscal3note 2015 MyCandidate
GovDelivery 2015 Textizen
Maximus 2015 Acentia
mySideWalk 2015 VoterTide
Taser 2015 MediaSolv3Solutions3Corporation
TriTech3Software3Systems 2015 Tiburon
Accela 2015 Springbook
Accela 2014 Decade3Software3Company
Accela 2014 Government3Outreach
Accela 2014 Kinsail
Accela 2014 Envista
Accela 2014 IQM2
Accela 2014 GeoTMS
GovDelivery 2014 NuCivic
Periscope3Holdings 2014 BidSync.com
AppCityLife 2013 OnQueue3Technologies
GovDelivery 2012 GovInteract
Granicus 2011 Daystar3Computer3Systems
Granicus 2010 Webcasting.com
TriTech3Software3Systems 2010 Ortivus
GovDelivery 2009 GovLoop
Accela 2001 Tidemark3Computer3Systems

20. 20
Accela&accelerated&growth&by&raising&capital&
and&through&acquisitions&
Source:&PrivCo,&Crunchbase,&Interview&with&Max&Schnoedl,&CFO& Chris&ne)Hong)
Company(pro*ile( Growth(model(
! Description:(Accela&software&helps&government&
agencies&automate&transactions&and&service&delivery&
in&land&management,&asset&management,&licensing&
and&public&health&and&safety&
! Founded:&1999&
! Employees&(2015):&700&&
! Financials&(2015):&Revenue&of&$140&million&
&
! Funding:(3&rounds&of&funding&from&undisclosed&
venture&capital&(2004)&and&private&equity&(2013,&
2015)&
! Acquisitions:(8&acquisitions&in&2014P15&including&
SpringBook,&IQM2,&Envista,&Kinsail,&Government&
Outreach,&Decade&Software&Company,&and&Public&Stuff&
! Growth(through(acquisitions&
! Started&out&with&a&point&solution&in&permitting&&
! IdentiXied&customer&needs&of&existing&clients,&and&expanded&
into&new&products&and&solutions&through&acquisition&&
&
! Scaling(quickly((
! Scale&is&critical&to&government,&as&credibility,&reliability&and&
long&term&sustainability&of&service&providers&are&critical&&
! Scaled&through&targeting&larger&customer&base&(i.e.&cities&with&
population&of&over&100,000)&
&
! Bootstrapping(until(company(reached(scale(
! Received&Xirst&round&of&funding&of&$4.12&million&from&VCs&Xive&
years&after&establishment&
! Only&received&substantial&rounds&of&funding&in&2013&and&2015&
after&proving&sustainability&and&acquiring&“high&proXile”&
customers&(e.g.,&City&of&New&York,&San&Francisco)&&
! Accelerated&growth&after&funding&
Accela&attracted&the&most&private&capital,&
totaling&over&$200&million&
!"!!!!
!50!!
!100!!
!150!!
!200!!
!250!!
Accela!
SST!
OPOW
ER!
C3!Energy!Socrata!
Captricity!
OpenGov!Enigm
a!
FiscalNote!Bidgely!
AutoGrid!System
s!
TriTech!SoGw
are!System
s!
EngagePoint!
GovDelivery!
W
aterSm
art!SoGw
are!M
ark43!Granicus!
Boundless!SpaMal!
$&USD&million&
Scale&of&funding&&&number&of&companies&
>$10&million&
>$0&8&$10&
No&funding&or&
undisclosed&
18&
46&
34&
Companies&with&more&than&$10&million&of&funding&
Source:&Deal&Flow&Database,&Govtech.com,&Angel&List,&CB&Insights,&Crunchbase& ChrisMne!Hong!

21. 21
Large
tech
companies
are
moving
into
the
space
Large
tech
companies
like
Alphabet
(Google
parent
company)
are
moving
into
the
govtech
space.
SideWalk
Labs,
the
brainchild
of
Larry
Page
and
Daniel
Doctoroff,
was
launched
in
2016
to
create
a
“smart
city
from
scratch.”
The
company’s
first
major
initiative
is
LinkNYC
that
replaces
old
pay
phones
with
kiosks
that
provide
free
Wi-­‐Fi
within
a
150-­‐foot
radius,
as
well
as
touchscreens
to
allow
free
local
phone
calls
and
Internet
browsing.
Companies
like
Alphabet
have
a
unique
and
significant
role
in
creating
smarter
cities
and
governments.
Alphabet
has
the
capital
to
firepower
innovations.
It
is
able
to
attract
top
talent
to
navigate
around
complex
government
processes
and
influence
political
processes.
It
can
convene
key
players
to
cooperate
on
initiatives.
Going
forward,
tech
giants
like
Alphabet
will
have
a
large
role
to
play
in
the
govtech
space.
Accela&reached&3x&growth&after&
raising&capital&
Source:&PrivCo& Chris&ne)Hong)
29.34)
38.8)
50.5) 55) 59) 64.5) 70)
90)
)140))
Revenue&
($&mn)&
Number&of&
employees&
146) 165) 210) 220) 230) 240) 260)
500)
700)
2007) 2008) 2009) 2010) 2011) 2012) 2013) 2014) 2015)
CAGR)
10.6%)
CAGR)
29.5%)
$40&million& &&&&&&&&$143.5&million&&
Funding&
Accela&focused&on&scale&and&sustainability&before&accelerating&growth&
through&funding&and&acquisitions&in&2013&

22. 22
Investors
There
have
been
three
notable
changes:
private
capital
flow
has
increased
in
the
past
few
years,
especially
in
early
stage
govtech
companies.
Traditional
venture
capital
firms
are
also
moving
into
this
space.
Increased
private
capital
flow
In
the
past,
few
govtech
companies
have
attracted
large
amount
of
private
capital,
especially
in
early
stages.
Venture
capital
firms
express
risk
factors
such
as
long
sales
cycle,
complex
processes,
and
return
profile
as
a
few
reasons
why
they
hesitate
to
invest.
There
was
a
spike
in
private
capital
flow
in
2015.
Established
companies
like
Accela
accounted
for
a
large
portion
of
the
capital
flow,
but
relatively
new
companies
like
OpenGov
or
Enigma
were
also
able
to
raise
capital.
Overall,
while
not
gradual,
private
capital
flow
increase
by
50%
compounded
annual
growth
rate
(CAGR)
from
2004
to
2015.

23. 23
More
active
early
stage
investing
Many
companies
in
this
space
bootstrapped
until
they
reached
scale.
Data
shows
that
the
longest
living
companies
have
self-­‐sustained
for
an
average
of
16
years
before
receiving
investment.
Maximus,
a
company
founded
in
1975
that
helps
governments
administer
health,
child,
and
family
related
programs,
did
not
raise
private
capital
until
2010.
Accela
and
GovDelivery
also
grew
self-­‐sustainably
for
years.
They
raised
capital
in
later
stage
rounds
after
showing
promises
of
longer-­‐
term
sustainability.

24. 24
In
recent
years,
many
companies
were
able
to
raise
capital
within
2
years
of
their
foundation.
Companies
can
now
attract
capital
from
early
on,
indicating
a
new
model
of
venture-­‐backed
growth
in
the
govtech
space.
The
most
prominent
example
is
OpenGov,
which
raised
series
A
of
$3
million
the
year
if
was
founded.
It
raised
a
total
of
$47
million,
enabling
the
acquisition
of
Ontodia
in
April
2016.
Longest(living(businesses(bootstrapped(for(an(
average(of(16(years(before(receiving(
investment(
35#
22#
19#
17#
11# 11#
9# 9#
Maximus# TriTech#So6ware#
Systems#
Vision#Internet# ViewPoint# Boundless#SpaBal# GovDelivery# Granicus# SST#
Years&from&foundation&to&/irst&investment&among&the&most&established&govtech&companies&
Year&
founded& 1975& 1992& 1995& 1995& 2002& 1999& 1999& 1995&
ChrisBne#Hong#
Average:&&
16&years&
Footnote:(For(Maximus,(35(years(is(based(on(the(time(between(its(foundation((and(receiving(private(capital.(In(2010.(The(company(went(public(in(1997,(raising(money(from(the(public(market.(
Source:(Deal(Flow(Database,(Govtech.com,(Angel(List,(CB(Insights,(Crunchbase(
There%is%active%late%stage%funding%for%
businesses%that%proved%long%term%viability%
!40!!
!113!!
!199!!
!230!!
!216!!
!34!!
!61!!
Seed! Series!A! Series!B! Series!C! Series!D!3!G! Debt/Conver;ble!note! Undisclosed/others!
Amount'of'investments'for'type'of'investment'
$%USD%million,%Total%=%$892%million%
#'of''
deals'
Average''
Deal'size'
($'mn)''
78%
0.57'
25%
4.5'
18%
11'
9%
26'
5%
43'
9%
3.3'
Chris;ne!Hong!Source:%Deal%Flow%Database,%Govtech.com,%Angel%List,%CB%Insights,%Crunchbase%

25. 25
Many%companies%raised%capital%within%2%
years%%
N%=%64%
Years&before&receiving&/irst&investment&
Average:&&
3&years&
Chris&ne)Hong)Source:%Deal%Flow%Database,%Govtech.com,%Angel%List,%CB%Insights,%Crunchbase%
35%
22%
17%
11%11%
9% 9% 8%
5% 5% 5% 4% 3% 3% 3% 3% 3% 3% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Maximus%
TriTech%Software%Systems%
ViewPoint%
Boundless%Spatial%
GovDelivery%
Granicus%
SST%
EngagePoint%
Loveland%Technologies%
CitySourced%
Accela%
APPCityLife%
StreetCred%
Village%Defense%
Vendor%Registry%
AmigoCloud%
MetroTech%Net%
Cityzenith%
Measured%Voice%
ProductBio.com%
Revelstone%
LocalData%
SnapSense%
Munetrix%
Aunt%Bertha%
Junar%
CivilMaps%
PublicStuff%
SmartProcure%
Compology%
WaterSmart%Software%
Bidgely%
LegCyte%
Pondera%
DoubleMap%
Localisto%
Citizinvestor%
Recovers.org%
Open%Counter%Enterprises%
ArchiveSocial%
Loci%Controls%
SeeClickFix%
CityScan%
Placemeter%
Mark43%
AutoGrid%Systems%
Enigma%
Captricity%
Socrata%
MuniRent%
Remix%
NextRequest%
CitiVox%
OpportunitySpace%
OppSites%
coUrbanize%
Metropia%Inc.%
PredPol%
SeamlessDocs%
BlueLine%Grid%
FiscalNote%
OpenGov%
C3%Energy%
OPOWER%
Companies*like*OpenGov*are*scaling*
through*early*stage*investments*
Chris&ne)Hong)
Bootstrap,)then)go)
public))
Bootstrap)until)
reaching)scale,)then)
accelerate)growth)
through)investments)
and)acquisitions)
Scale)through)early)
stage)investments)
Growth)models)

26. 26
Traditional
venture
capital
firms
are
moving
into
the
space
Traditional
venture
capital
firms
like
Andreessen
Horowitz
(A16Z)
and
New
Enterprise
Associates
are
moving
into
the
space.
A16Z
is
a
$4
billion
venture
firm
founded
in
2009.
In
2015,
it
led
two
rounds
of
Series
B
funding
for
OpenGov.
Marc
Andreessen
personally
joined
the
board
of
the
company,
commenting
that
“OpenGov
is
changing
the
future
of
government,
giving
public
agencies
and
all
levels
the
kinds
of
financial
tools
that
successful
companies
use
to
analyze
and
manage
their
business.
Better
data
means
a
better-­‐run
government
–
and
that’s
good
for
all
of
us.
I’m
thrilled
to
be
a
part
of
the
mission.viii”
New
Enterprise
Associates
(NEA)
is
a
venture
capital
firm
founded
in
1977
focusing
on
a
variety
of
investment
stages,
ranging
from
seed
to
growth
stage.
With
$18
billion
assets
under
management,
it
is
considered
one
of
the
largest
venture
capital
firm.
Since
its
founding,
the
firm
has
invested
in
650
companies
in
a
variety
of
industries
and
realized
over
500
liquidity
events.
The
company
has
made
four
investments
in
the
govtech
space,
including
Placemeter,
Opower,
Enigma
and
Fiscal
Note
since
2010.
However,
govtech
companies
account
for
a
small
proportion
of
these
funds’
overall
portfolio.
In
fact,
most
investors
in
the
space
have
invested
in
one
company.
Nevertheless,
the
entry
of
traditional
venture
capital
in
this
space
provides
credibility
and
validation
that
will
likely
spur
further
investment.
OpenGov:)Scaling)through)early)stage)
investments)
Chris&ne)Hong)
Company(pro*ile( Growth(strategy(
! Description:(OpenGov)increases)7inancial)transparency)
and)budget)intelligence)for)state)and)local)governments))
! Founded:)2012)
! Employees)(2015):)~)150)people))
! Financials)(2015):)Undisclosed)
)
! Funding:($47)million)through)4)rounds)of)funding)from)
24)investors)from)early)stages)of)the)company,)including)
prominent)investors)like)Andreessen)Horowitz)
! Acquisitions:(Acquired)Ontodia)in)April)2016,)a)open)
data)solutions)7irm)
3) 4)
15)
25)
Series)A)2012) Series)A)2013) Series)B)2014) Series)B)2015)
Funding(year(and(amount(
$)million)
! Focusing(on(a(point(solution((
! Created)a)product)focusing)on)one)speci7ic)vertical)based)on)
government)need)
)
! Raising(capital(early(on(for(rapid(growth(
! Raised)capital)from)inception)to)accelerate)growth,)allowing)
OpenGov)to)reach)more)than)500)governments)in)44)states)
! Quickly)expanded)sales)organization)and)built)expertise)in)
navigating))
Source:)Press)Search,)Crunchbase)

27. 27
Most%investors%invested%in%one%govtech%
company%
Number'of'investments'in'govtech'companies'(multiple'rounds'in'one'company'counts'as'one)'
Chris&ne)Hong)
0)
2)
4)
6)
8)
10)
12)
14)
16)
Code)for)America)
Govtech)Fund)
LaunchCapital)
Andreessen)Horowitz)
Kapor)Capital)
SV)Angel)
2M)Companies)
ABRY)Partners)
Accomplice)
Alrai)capital)
Apsara)Capital)
Band)of)Angels)
Bold)Capital)Partners)
Brevet)Capital)Management)
Capital)Innovators)
City)Light)Capital)
Collabora&ve)Fund)
Constella&on)Technology)Ventures)
Correla&on)Ventures)
Dan)Rose)
Dorm)Room)Fund)
E.ON)Venture)Partners)
Eric)Schmidt)
FirstMark)Capital)
Founda&on)Capital)
Frazier)Technology)Ventures)
General)Catalyst)Partners)
Goldcrest)Investments)
Green)Visor)Capital)
Informa&on)City)
J.P.)Morgan)Partners)
Joseph)Hlady)
Khosla)Ventures)
Labrador)Ventures)
Launchpad)LA)
Levensohn)Venture)Partners)
Mark)Cuban)
Menlo)Incubator)
Morgenthaler)Ventures)
New)Ground)Ventures)
New)York)Life)Insurance)Company)
OpenView)Venture)Partners)
Pallasite)Ventures)
Perle)Ventures)
Portage)Venture)Partners)
Qualcomm)Ventures)
RNR)Ventures)
RWE)Supply)&)Trading)
ScoY)Cook)
SF)Capital)Partners)
Social)Capital)
SoundBoard)Angel)Fund)
Steve)Case)
The)New)York)Times)
Thrive)Capital)
TriplePoint)Capital)
Vanedge)Capital)
Visionnaire)Ventures)
Winklevoss)Capital)
Source:%Deal%Flow%Database,%Govtech.com,%Angel%List,%CB%Insights,%Crunchbase%
Only%a%few%investors%made%more%than%one%
investment%
14#
#4## 4# 4#
3# 3# 3# 3#
#2## #2## #2## #2## #2## #2## #2## #2## #2## #2##
Code#for#Am
erica#Govtech#Fund#
Knight#Founda:on#
New
#Enterprise#Associates#
Civic#Accelerator#
InBQBTel#LaunchCapital#
M
otorola#Solu:ons#Venture#
500#Accelerator#
Andreessen#Horow
itz#
Entrepreneurs#Roundtable#
Founder#Collec:ve#Kapor#Capital#
Sand#Hill#Angels#StartBup#Chile#
SV#Angel#
TechStars#W
estly#Group#
Top$investors$in$the$govtech$space$by$frequency$of$investment$(multiple$rounds$in$one$company$counts$as$one)$
Chris:ne#Hong#Source:%Deal%Flow%Database,%Govtech.com,%Angel%List,%CB%Insights,%Crunchbase%
Accelerators%

28. 28
4.
What
factors
will
accelerate
market
take-­‐
off?
The
govtech
ecosystem
has
grown
quickly
in
the
past
few
years,
driven
by
the
changes
in
government
behavior,
the
growth
of
govtech
companies,
and
the
influx
of
private
capital.
These
are
promising
signals
that
indicate
that
the
industry
is
heading
towards
an
inflection
point.
Industry
experts
point
to
a
three
key
enabling
factors
for
further
growth
of
the
space.
Governments
need
to
become
better
buyers
The
govtech
market
will
depend
ultimately
upon
governments
becoming
better
customers
by
reforming
procurement
processes.
With
a
rise
of
a
more
tech
savvy
generation
of
citizens,
reforms
are
imperative.
The
likes
of
San
Francisco
are
leading
the
charge,
but
changes
need
to
be
rolled
out
across
the
board
in
multiple
levels
of
government.
The
following
are
a
few
ways
experts
point
to
for
a
better
procurement
processes:
§ Simplifying
the
entry
requirements
of
registering
as
a
vendor
§ Prioritizing
standard,
best
in
class,
commercially
available
products
over
large
custom
projects
§ Building
expertise
in
integrating
across
products
in
house
vs.
building
new
products
in
house
§ Changing
rules
so
contracting
officers
can
adapt
more
quickly
in
how
they
buy
as
long
as
commitments
are
1
year
or
less
§ Moving
to
smaller
procurements
vs.
bundling
all
problems
under
one
procurement,
which
makes
only
integrators
able
to
bid
An
important
enabler
of
large
scale
changes
is
the
inflow
of
technology
and
private
sector
talent
into
the
government
as
change
agents.
Notable
nonprofit
organizations
–
e.g.,
Code
for
America
or
Fuse
Corps
–
are
serving
this
role
as
talent
match
makers.
The
White
House
is
recruiting
talent
through
the
US
Digital
Service
and
18F.
The
scaling
of
these
programs
will
enable
governments
to
become
better
buyers
of
technology.

29. 29
Big
bets
by
investors
with
government
expertise
Bigger
bets
in
the
industry
by
credible
investors
will
further
spur
growth.
Although
Marc
Andreeseen’s
investment
in
OpenGov
built
more
confidence
and
interest
in
the
govtech
space,
there
is
still
uncertainty
around
govtech
in
the
venture
capital
community.
Only
a
handful
of
investors
currently
understand
how
to
work
with
the
government.
A
credible
investor
bringing
in
capital
and
making
large
investments
will
legitimize,
validate,
and
signal
potential
in
the
market.
Successful
cases
of
growth
and
exits
The
industry
needs
to
see
more
successful
cases
of
growth
and
exits
for
more
companies
and
capital
to
flow
into
the
space.
According
to
industry
experts,
a
large
proportion
the
acquisition
deal
sizes
still
remain
under
$5
million.
Only
three
out
of
the
companies
in
the
database
went
public,
and
it
took
an
average
of
24
years
to
do
so.
While
there
is
uncertainty
in
how
long
it
will
take
to
see
more
successful
exits,
there
are
positive
signals;
new
entrants,
deal
flow
and
the
amount
of
capital
have
all
increased
in
the
past
few
years.
Companies
like
Accela
and
GovDelivery
are
acquiring
smaller
companies,
increasing
exit
opportunities.
We
expect
to
see
a
positive
trajectory
going
forward.

30. 30
Conclusion
The
govtech
space
has
been
accelerating
growth
in
the
recent
years,
signaling
an
inflection
point
in
the
near
future.
Governments
are
becoming
more
tech
savvy
customers
and
changing
procurement
practices,
especially
at
the
local
level.
A
number
of
small
govtech
companies
have
emerged
in
the
past
6
years,
while
existing
companies
are
scaling
by
raising
capital
and
through
acquisitions.
Larger
tech
players
like
Alphabet
are
moving
into
the
space,
bringing
in
credibility
and
capital
into
the
market.
Prominent
investors
have
started
investing
in
govtech
companies,
especially
in
earlier
stage
ones.
However,
there
is
still
uncertainty.
The
acceleration
of
the
market
will
hinge
on
three
critical
factors:
further
changes
in
government
behavior,
big
bets
by
investors,
and
increased
cases
of
growth
and
exits.
The
industry
is
seeing
positive
signals
and
we
are
optimistic
for
the
role
of
the
govtech
industry
in
innovating
how
governments
operate.
Questions
or
comments?
Contact
Christine.Hong.Govtech@gmail.com

31. 31
APPENDIX
Tracked((
deal(*low(
The$database$is$based$on$private$capital$
deal$2lows$of$selected$govtech$companies$
! Companies$chosen$from$
“Govtech$$100”$$list,$and$
cross$checked$with$
Angel$List$companies$
under$“government$
innovation”$
! 98$companies$from$the$
US$chosen$
Selected(Govtech(
company(list(
! Collected$basic$
information$such$as$year$
founded,$description,$
type,$and$location$
Aggregated(company(
pro*iles(
! Tracked$private$capital$
investment$including$seed,$
series$AG$G,$convertible$
notes,$Mezzanine,$and$debt$$
! Data$from$CB$Insights$and$
Crunchbase$
Chris&ne)Hong)
Footnote:$
The$approach$was$adopted$from$Knight$Foundation$report$“The$Emergence$of$Civic$Tech:$Investments$in$a$Growing$Field.”$December$2013$by$Mayur$Patel,$Jon$Sotsky,$Sean$Gourley$and$Daniel$Houghton.$(http://www.knightfoundation.org/media/uploads/
publication_pdfs/knightGcivicGtech.pdf)$
Parameters(of(the(database(
Chris&ne)Hong)
Organization*
! The(list(of(top(govtech(companies(were(derived(from(Govtech.com’s(top(100(Govtech(companies(
list,(and(cross(checked(with(Angel(List.(A(few(companies(were(excluded(because(they(were(
classiCied(as(“civic(tech”(according(to(the(study’s(deCinition.((
! The(database(includes(98(proCit(companies(of(varying(sizes,(including(companies(that(went(public(
and(were(acquired.(Non(proCit(organizations(and(not(legally(registers(entities(are(excluded.((
Companies(identiCied(as(“civic(tech”(were(excluded((e.g.,(Change.org).((
Timeframe*
! Deal(Clow(was(tracked(from(2004(until(April(2016.(Deal(Clows(tracked(by(CB(Insights(and(
Crunchbase(are(included(in(the(database.((
Investments*
! Investors(include(angel(investors,(venture(capital(Cirms,(foundations,(accelerators,(private(and(
growth(equity(Cirms.(Capital(Clows(from(going(public(or(government(funding(were(excluded.((
Geography*
! This(study(is(solely(focused(on(the(United(States(companies(and(deal(Clows(received(domestically(
and(internationally(by(the(companies.((

32. 32
“Smart'infrastructure”'companies'are'
relatively'well'funded'
Types&of&companies&surveyed& Amount&of&funding&per&type&of&company&
Total'='$892'million'
'487''
'119''
'286''
47'
35'
16'
Administration'
Service'Delivery'
Smart'Infrastructure' 16%&
36%&
N'='98'
48%&
32%&
13%&
55%&
Chris&ne)Hong)Source:'Deal'Flow'Database,'Govtech.com,'Angel'List,'CB'Insights,'Crunchbase'
Govtech(companies(had(an(average(of(2(rounds(
of(funding,(with(SST(leading(the(way(
0"
1"
2"
3"
4"
5"
6"
7"
8"
9"
SST"
Captricity"
WaterSmart"So:ware"
Accela"
C3"Energy"
Compology"
FiscalNote"
Loci"Controls"
OpenGov"
SeamlessDocs"
SmartProcure"
ArchiveSocial"
Bidgely"
BlueLine"Grid"
Boundless"SpaNal"
CityScan"
CivilMaps"
coUrbanize"
Mark43"
Metropia"Inc."
Open"Counter"Enterprises"
OPOWER"
Placemeter"
PublicStuff"
SeeClickFix"
Socrata"
AmigoCloud"
APPCityLife"
Aunt"Bertha"
AutoGrid"Systems"
Enigma"
Granicus"
OpportunitySpace"
PredPol"
Recovers.org"
Village"Defense"
Buildingeye"
CiNVox"
CiNzinvestor"
CitySourced"
Cityzenith"
DoubleMap"
EngagePoint"
GovDelivery"
Junar"
LegCyte"
LocalData"
Localisto"
Loveland"Technologies"
Maximus"
Measured"Voice"
MetroTech"Net"
Munetrix"
MuniRent"
OppSites"
Pondera"
ProductBio.com"
Remix"
Revelstone"
SnapSense"
StreetCred"
TriTech"So:ware"Systems"
Vendor"Registry"
ViewPoint"
Number'of'funding'rounds'among'the'64'companies'that'received'funding'
! Total'143'rounds'
! Average'of'2'rounds'per'
company'
! Founded(in(1995,(SST(provides(gunshot(detection(systems(to(
cities(
! Series(A(–(G,(with(Airst(round(in(2004(
! Investors(include(City(Light(Capital,(Claremont(Creek(Ventures,(
Labrador(Ventures,(etc(
ChrisNne"Hong"Source:(Deal(Flow(Database,(Govtech.com,(Angel(List,(CB(Insights,(Crunchbase(

33. 33
Companies
included
in
the
Deal
Flow
database
Company
Type
Description
2FA
Administration
2FA
Inc.
is
a
veteran-­‐owned
cybersecurity
company
created
on
the
single
vision
of
simplifying
authentication.
Accela
Administration
Accela
software
helps
government
agencies
automate
transactions
and
service
delivery
in
land
management,
asset
management,
licensing,
and
public
health
&
safety.
Aecosoft
Service
Delivery
Aecosoft
software
helps
governments
minimize
manual
workflows
and
go
paperless.
AmigoCloud
Administration
AmigoCloud
provides
mobile
Geographic
Information
System
(GIS)
solutions
to
government.
Appallicious
Administration
Appallicious
creates
open
data
visualization
products
for
government
agencies
on
its
proprietary
platform.
APPCityLife
Administration
AppCityLife
provides
an
end-­‐to-­‐end
platform
for
developing
city-­‐
and
agency-­‐
specific
mobile
apps.
ArchiveSocial
Administration
ArchiveSocial
provides
cloud-­‐based
social
media
archiving
for
records
management,
regulatory
compliance,
and
e-­‐discovery.
Aunt
Bertha
Service
Delivery
Aunt
Bertha
helps
people
find
social
services
and
education
programs
in
their
neighborhood
by
ZIP
code.
AutoGrid
Systems
Smart
Infrastructure
AutoGrid
Systems
analyze
the
large
amounts
of
data
generated
by
smart
meters,
building
management
systems,
voltage
regulators,
thermostats
and
other
equipment,
allowing
public
utilities
to
monitor
usage
and
automate
controls.
Bidgely
Smart
Infrastructure
Bidgely
helps
governments
monitor
and
manage
energy
use.
BlueLine
Grid
Administration
BlueLine
Grid
helps
first
responders
find
each
other
and
collaborate
in
the
field.
Boundless
Spatial
Administration
Boundless
provides
commercial
open
source
maintenance,
spatial
IT
infrastructure,
and
data
management
and
analysis
tools.
BS&A
Software
Administration
BS&A
Software
provides
municipalities
with
a
suite
of
management
tools
in
public
finance,
property
tax
and
assessment,
and
building
inspection.
Buildingeye
Service
Delivery
Buildingeye
maps
planning
application
data
in
cities,
allowing
planners,
businesses
and
the
public
to
see
what
is
being
planned
in
their
area.
C3
Energy
Smart
Infrastructure
C3Energy
makes
software
to
manage
power
generation
and
delivery.
Captricity
Administration
Captricity
converts
paper-­‐based
records
to
digital
data.
CitiVox
Administration
CitiVox,
Inc.
operates
an
open-­‐source
platform
that
enables
decision-­‐makers
visualize
data
around
issues
like
traffic,
crime,
public
health,
environment,
and
real
estate
development
to
drive
better
policies
for
government.
Citizinvestor
Administration
Citizinvestor
is
a
crowdfunding
and
civic
engagement
platform
for
local
government
projects.
CityScan
Smart
Infrastructure
CityScan
helps
inspect,
observe
and
predict
street-­‐level
activity
and
changes
that
impact
cities.
CitySourced
Service
Delivery
CitySourced
helps
cities
and
utilities
manage
their
assets,
ensure
regulatory
compliance,
improve
safety,
and
respond
to
customer
requests.
Cityzenith
Service
Delivery
Cityzenith
allows
cities
to
see,
manage,
and
use
the
disparate
data
it
holds
through
its
platform.

34. 34
CivicPlus
Service
Delivery
CivicPlus
provides
governments
with
cloud-­‐based
solutions
including
websites,
HRMS,
emergency
notifications
and
mobile
apps.
CivilMaps
Administration
CivilMaps
brings
artificial
intelligence
to
collecting
and
analyzing
spatial
data
held
by
cities.
Compology
Smart
Infrastructure
Compology
builds
WasteOS,
a
dynamic
routing
system
built
around
the
unique
needs
of
the
waste
industry.
Connected
Bits
Administration
ConnectedBits
develops
mobile
applications
to
connect
governments
and
other
organizations
with
their
communities.
coUrbanize
Service
Delivery
coUrbanize
is
an
online
platform
for
real
estate
developers
and
communities
to
build
better
cities
together.
Court
Innovations
Service
Delivery
Court
Innovations’
Matterhorn
platform
enables
self-­‐service
for
resolving
disputes
and
minor
criminal
cases
entirely
online.
CrimeStar
Administration
CrimeStar
provides
investigation
and
records
management
software
for
law
enforcement
and
the
courts.
Datamade
Service
Delivery
DataMade
helps
people
track
and
understand
what
is
happening
in
their
community
through
data
visualization
and
storytelling
tools.
Department
of
Better
Technology
Service
Delivery
The
Department
of
Better
Technology
is
a
forms
software
platform
to
foster
greater
engagement
and
operational
efficiency.
DoubleMap
Smart
Infrastructure
DoubleMap
provides
an
automatic
vehicle
location
platform
to
university
and
public
transit
systems.
Dropcountr
Smart
Infrastructure
DropCountr
is
an
app-­‐based
technology
for
utilities
and
their
customers
to
help
conserve
water.
eGov
Strategies
Service
Delivery
eGov
Strategies
provides
governments
with
enterprise
payment
services,
content
management
and
additional
interactive
service
delivery
tools.
EngagePoint
Administration
EngagePoint
provides
multi-­‐program
enrollment
and
case
management,
along
with
enterprise
invoicing
and
payment
processing
for
government.
Enigma
Administration
Enigma
software
allows
governments
to
discover,
surface,
manage,
and
analyze
public
data
sources.
ESRI
Administration
Esri
provides
a
geospatial
platform
and
related
tools
for
public
agencies.
EvoGov
Service
Delivery
EvoGov
provides
CMS,
e-­‐government
software
and
custom
Web
development
to
municipalities.
FireStop
Administration
FireStop
helps
firefighters
share
critical
response
information
in
real
time
through
its
mobile
software
platform.
FiscalNote
Administration
FiscalNote
applies
artificial
intelligence,
big
data,
and
predictive
analytics
to
help
public
agencies
in
decision-­‐making.
GovDelivery
Service
Delivery
GovDelivery
offers
solutions
that
promote
transformation
of
the
citizen
experience
by
helping
government
reach
more
people
and
get
people
to
take
action
through
digital
channels.
GovInvest
Administration
GovInvest
helps
governments
visualize
and
understand
complex
actuarial
data.
GovQA
Service
Delivery
WebQA
provides
multi-­‐channel
customer
service
workflow,
portal
and
social-­‐
networking
technologies
to
governments.
GovSense
Administration
GovSense
is
cloud-­‐based
permitting,
licensing
and
financial
software
for
state
and
local
government.
Granicus
Service
Delivery
Granicus
is
a
cloud-­‐based
platform
for
government
transparency,
process
improvement,
legislative
efficiency,
and
citizen
engagement.

35. 35
iWorQ
Administration
iWorQ
Systems
provides
municipal
management
software.
Junar
Administration
Junar
is
a
cloud-­‐based
open
data
platform
used
by
public
agencies
to
use
and
share
the
public
data
they
hold.
LegCyte
Administration
LegCyte
leverages
technology
to
make
legislation
easier
to
understand.
LocalData
Administration
LocalData
software
helps
municipalities
collect
and
analyze
information
about
their
urban
infrastructure.
Localisto
Administration
Localisto’s
civic
engagement
mobile
app
allows
government
to
crowdsource
data
about
civic
projects.
Loci
Controls
Smart
Infrastructure
Loci
Controls
helps
municipalities
extract
energy
from
trash
in
their
landfills.
Loveland
Technologies
Administration
Loveland
is
a
collaborative
platform
for
gathering,
using,
and
presenting
information
about
properties.
Mark43
Administration
Mark43
software
allows
police
to
collect,
manage,
analyze
and
share
information.
Maximus
Service
Delivery
MAXIMUS
software
and
services
help
governments
administer
health,
child,
family,
and
community
development
programs.
Measured
Voice
Administration
Measured
Voice
is
a
social
media
management
tool
for
government.
Metropia
Inc.
Smart
Infrastructure
Metropia
manages
individual
and
community
incentives
to
change
commuter
behavior.
MetroTech
Net
Smart
Infrastructure
MetroTech
helps
municipalities
use
data
from
video
cameras
and
sensors
to
manage
traffic.
MeWe
Administration
MeWe
provides
workflow
software
for
government
inspectors.
Munetrix
Administration
Munetrix
is
a
web-­‐based
suite
of
financial
transparency
reporting,
management,
and
forecasting
tools
designed
for
government,
schools,
and
their
citizens.
Municibid
Service
Delivery
Municibid
provides
a
platform
for
public
agencies
to
sell
surplus
and
forfeited
property.
MuniLogic
Administration
MuniLogic
provides
property
management
and
administration
software.
MuniRent
Service
Delivery
MuniRent
helps
local
governments
rent
underutilized
equipment
to
and
from
each
other.
MySidewalk
Administration
mySidewalk’s
platform
allows
cities
to
use
aggregated
demographic
and
socioeconomic
data
in
planning
and
operations.
NextRequest
Service
Delivery
PostCode
is
best
known
for
Next
Request,
a
service
for
managing
public
records
requests.
NIC
Service
Delivery
NIC
(NASDAQ:
EGOV)
develops
and
operates
official
government
websites,
mobile
apps,
and
secure
payment
processing
for
government
clients.
Open
Counter
Enterprises
Service
Delivery
OpenCounter
helps
new
businesses
obtain
their
permits
from
City
Hall.
OpenGov
Service
Delivery
OpenGov
software
allows
interested
parties
to
access,
explore,
and
share
finance
and
budget
information
held
by
government.
OPOWER
Smart
Infrastructure
Opower
(NYSE:
OPOWR)
is
a
cloud-­‐based
technology
for
utilities
and
their
customers
to
help
conserve
energy.
OpportunitySp
ace
Service
Delivery
OpportunitySpace
provides
an
online
marketplace
for
under-­‐valued
and
abandoned
urban
real
estate.
OppSites
Administration
OppSitess'
platforms
bring
together
cities
and
investors
on
underexposed
development
opportunities

36. 36
Periscope
Holdings
Service
Delivery
Periscope
provides
procurement
services
to
government.
Placemeter
Smart
Infrastructure
Placemeter
helps
cities
measure
movement
of
people
and
vehicles.
Pondera
Administration
Pondera
helps
public
agencies
use
analytics
to
identify
and
remediate
fraud,
waste,
and
abuse
in
large
government
programs
PredPol
Administration
PredPol
identifies
the
highest
risk
times
and
places
of
criminal
activity
in
near
real-­‐
time.
ProductBio.co
m
Service
Delivery
ProductBio
informs
the
procurement
process,
including
how
products
comport
with
city
preferences
related
to
environmental,
social,
fiscal
compliance
criteria.
PublicStuff
Service
Delivery
PublicStuff
is
an
online
community
service
that
allows
individuals
to
notify
the
right
local
departments
to
get
things
fixed.
Recovers.org
Administration
Recovers
provides
a
website
for
community-­‐by-­‐community
disaster
relief.
Remix
Smart
Infrastructure
Remix
allows
city
transit
planners
to
see
the
cost
and
demographic
and
fiscal
impact
of
proposed
route
changes.
Revelstone
Administration
Revelstone
data
analytics
and
reporting
platform
scaled
for
small
and
medium
sized
jurisdictions.
Seabourne
Service
Delivery
Seabourne
provides
data
integration,
consolidation,
and
visualization
tools
for
public
sector.
SeamlessDocs
Service
Delivery
SeamlessDocs
converts
PDFs
and
paper
forms
into
fillable,
e-­‐signable,
secure
online
digital
forms.
SeeClickFix
Service
Delivery
SeeClickFix
allows
residents
to
report
non-­‐emergency
neighborhood
issues
through
its
web
tool,
which
are
then
communicated
to
local
governments.
SmartProcure
Service
Delivery
SmartProcure
aggregates
the
purchase
histories
of
public
agencies.
SnapSense
Administration
SnapSense
provides
dashboards
to
track
data
about
what
communities
want.
Socrata
Administration
Socrata
provides
data
discovery
services
for
government.
SpotCrime
Service
Delivery
SpotCrime
makes
public
crime
data
available
through
a
public-­‐facing
crime
map
and
alerting
service.
SST
Smart
Infrastructure
SST
provides
gunshot
detection
systems
to
cities
across
the
country
to
help
law
enforcement
triangulate
gun-­‐related
crimes
as
they
happen.
StreetCred
Administration
StreetCred
is
a
software-­‐as-­‐a-­‐service
offering
created
by
police
officers
who
understand
how
police
officers
use
information,
data
and
leads.
Taser
Service
Delivery
TASER
provides
Electronic
Control
Devices
(ECDs)
to
law
enforcement
and
corrections.
TransparaGov
Administration
TransparaGov
provides
analytical,
management,
and
outcomes
measurement
software
to
governments.
TriTech
Software
Systems
Administration
TriTech
provides
computer
assisted
dispatch,
records
management,
and
EMS
billing.
Urban
Engines
Smart
Infrastructure
Urban
Engines
helps
cities
understand
how
residents
are
using
transit
services,
and
how
those
systems
are
performing.
Vendor
Registry
Administration
Vendor
Registry
provides
an
online
registration
and
bid
notification
system
that
solves
the
pain
of
both
governments
and
vendors
in
the
$500Bn
procurement
market.
ViewPoint
Administration
ViewPoint
provides
online
permitting,
licensing,
inspections,
and
code
enforcement
for
local
governments.
Village
Defense
Service
Delivery
Village
Defense,
Inc.
develops
a
real-­‐time
mass
notification
system
that
alerts
residents
in
a
neighborhood
when
a
crime
or
suspicious
activity
happens.

37. 37
Vision
Internet
Service
Delivery
Vision
Internet
builds
custom
websites
for
city
and
county
governments.
WaterSmart
Software
Smart
Infrastructure
WaterSmart
Software
uses
mobile
and
online
technology
to
help
utilities
and
their
customers
monitor
use
and
conserve
water.
WiredBlue
LLC
Service
Delivery
WiredBlue
helps
police
departments
connect
with
their
communities
and
let
residents
communicate
with
them
securely.
Xcential
Legislative
Technologies
Administration
Xcential’s
software
replaces
paper-­‐based
rulemaking
processes
in
legislatures
and
regulatory
agencies
of
government.

38. 38
References
i
Ron
Bouganim,
“Software
is
Eating
Government:
the
86-­‐Day
Sales
Cycle.”
LinkedIn
Slideshare.
http://www.slideshare.net/dustinhaisler/s2-­‐gv5
ii
Dustin
Haisler,
“Defining
the
Govtech
Market”
E.
Republic.
April
2015.
http://labs.erepublic.com/govtech-­‐market-­‐2/
iii
Ibid.
iv
Ibid.
v
Ibid.
vi
Solutions
4
Cities.com,
“Chief
Innovation
Officer
or
Chief
Curator?
You’re
your
City
Need
One?”
http://www.solutions4cities.com/chief-­‐innovation-­‐or-­‐chief-­‐curator/#.V0XTD-­‐eDGko
vii
Ron
Bouganim,
“Govtech:
the
$400
Billion
market
hiding
in
plain
sight.”
Govtechfund.com,
Jan
2016.
http://govtechfund.com/2016/01/govtech-­‐the-­‐400-­‐billion-­‐market-­‐hiding-­‐in-­‐plain-­‐sight/
viiiviiiviii
OpenGov,
“Marc
Andreessen
Joins
OpenGov
Board
of
Directors,”
OpenGov
Blog,
October
2015
(http://opengov.com/blog/marc-­‐andreessen-­‐joins-­‐opengov-­‐board-­‐of-­‐directors/)