THE RESPONSIVE CITY · techniques overcome legacy barriers . Budgetary pressures force change ....
Transcript of THE RESPONSIVE CITY · techniques overcome legacy barriers . Budgetary pressures force change ....
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ENGAGING COMMUNITIES THROUGH DATA-SMART
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THE RESPONSIVE CITY
Stephen Goldsmith Harvard Kennedy School
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Opportunity to Massively Change
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The Responsive City
Ubiquity of mobile devices
Cloud computing reduces startup
costs
More data/less paper
Data mining techniques
overcome legacy barriers
Budgetary pressures force change
Private sector and app
developer successes push public systems
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City Hall Driven •Offices of Innovation •Bloomberg Innovation Delivery Team •Mayor’s Office of New Urban Mechanics
Employee Empowerment
•Denver Peak Academy •Memphis Office of Talent and Human Capital
Performance Measures & Stat Programs
•Baltimore CitiStat •NYPD CompStat
Governance by Network
•Denver Office of Strategic Partnerships •Boston GreenLight Fund •TFA, City Year, other ‘human capital pipelines’
Policy Reform •Participatory budgeting •NYC Operations cure period review
Innovation Models
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Data
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The Theoretical Evolution of Responsiveness
Traditional Bureaucracy
New Public Management
Responsive Government
“Doing many small things right using data will build trust.”
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Progressive government produces regressive ends in cities. It eliminated corruption and abuse of discretion with accountability and rule-based measures to make sure people weren’t abusing power. A century later - public employees are pinned in boxes. Against that we have the complexity of current society and insufficient resources in cities.
The Structure of Government is the Problem
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Enterprise Data
• Agency breakthroughs from enterprise-generated solutions
• Decision support to front-line workers from enterprise analytics
Digital Community Participation • Combining Transparency
with Digital Communities
• Integrating Community Sentiment into City Planning
• Creating Shared Solutions
• Personalized Government
Better Services Better Outcomes
Better Citizen-Generated Solutions
Integrating Two Approaches
Public Value
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NYC – Targeted Fire Inspections The new predictive model synthesizes 60 factors that are correlated with deadly fires, including the age of a building, electrical issues, and the number of sprinklers, and builds an algorithm that assigns each building with a risk score.
Preemptively Responsive
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Philadelphia – Parole Violations A new risk-forecasting tool helps save the city time and money, while also reducing the likelihood of violent recidivism, by identifying high-risk probationers before release.
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Return on Investment Concentrating on Outliers
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Breaking Hierarchical Ceilings Increasing Discretion without
Losing Accountability Integrating Data Across Agencies
The Empowered Employee
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Vertical Agencies
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Hierarchical Ceilings
Horizontal Solutions
Open Data Solutions
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Accountability Flexibility
Managing the Tension Between Accountability and Flexibility
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Department of Transportation – IdeaHub Since debuting in August 2010, IdeaHub has been used by approximately 20,000 employees, who have contributed more than 9,000 ideas, over 90,000 ratings, and nearly 25,000 comments.
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Breaking Hierarchical Ceilings
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Avg. time to deliver new
recycling bins
30 days
7 days
Avg. time to fix burned-out street lights
17.5 days
7 days
Avg. time to fulfill to park maintenance
10 days
6 days
Before CRM
system
After CRM
system
IMPROVEMENTS IN RESPONSE TIMES BOSTON’S NEW CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEM
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Increasing Discretion
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Data Mining • Automated Voice Response • Internet/Web • Mobile phone/data/picture • Bar Code/GPS • Point of Service Device
Alerts/Dashboards/Decision Support for Outcomes • Caseworker • Court/law enforcement • Supervisor • Caregiver
Billing/E-payment/EBT
Device Agnostic
Guardian Counselor Previous
Cases School Police Medical
Decision Support
Caseworker
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Decision Support Tools
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Usable Open Data
Connecting to Communities Residents Forcing Responsiveness
Coproducing Solutions
Responsively Engaging Citizens
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Realizing the Full Benefits of Open Data
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Visualization Make Data Useful to Citizens Engage Citizens in Creating and Using Data—Big App, Hackathons, Make Data Actionable Within Government—intra-agency Encourage Third-Party Use—Yelp
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Make Data Useful: Visualization
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Gamification of Engagement
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Participatory Budgeting
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Example: NYC 311 •Moving from a "burden-on-citizen" approach to a "citizen-as-sensor" model
•New model: citizen as partner in fashioning or identifying a solution
Citizen-Driven Responsiveness
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311: Actionable Shared Data
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Responsiveness Incorporates The Internet of Things
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Make Data Actionable Within Government
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Engage Citizens in Creating and Using Data
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Virtual Activism Requires Intermediaries
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Before: Serving the Homeless
After: Preventing and Reducing
Homelessness
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Systemic Data Responds to Systemic Problems
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Managing the Network Internal Structural Change
Performance Management
The Innovative Leader
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Disruptive Innovation Models (Executive-Driven)
• Offices of Innovation • Mayor’s Office of New Urban Mechanics • Enterprise Development Office
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Internal Structural Change
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Procurement Reform, Cost Savings and Operational Excellence Opportunities
Use Data Analytics to Improve Performance, Define Outcomes
and Unlock Value
Government Efficiency/Innovation Office Focus on continuous improvements in service, operations and cost reductions
Elected Official
Representative from Each Agency Program Reviews
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Greg Fisher, LouieStat
LouieStat brings individual Metro departments before the Mayor every 6-8 weeks to identify, through consistent metrics tracking and data analysis, what agencies can do to improve service delivery.
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Performance Management
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External Stakeholders
Subject Matter Experts
Core Workgroup
• Small Business Owners • Local Chambers of Commerce • Aldermen • Trade Orgs (Illinois Restaurant Assoc, Illinois Retail
Merchants Assoc, Chicagoland Chamber of Commerce)
• Dep. Commissioner Business Enforcement • Fire Safety Sergeant • Police Legal Team • Legislative Affairs • Other City Small Business Administrators
• Innovation Delivery Team (Mayor’s Office) • Dep. Commissioner Licensing • Zoning Administrator • Dep. Commissioner Building Inspections • Food Safety Director • Senior Counsel (Law)
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I-Teams: Chicago Licensing and Permitting Reform Team
Data
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Trust through responsiveness Evidence
Based Value
Open, Shared Data with Officials who
listen
Coproduction
Empowered Employees
Enhanced Voice
• - Responsive driven • trust and civic pride • - New sense of public • employment • - Repurposed $ • - Evidence based, what- • works government
Committed Mayor
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Personalized
Bridge to New Governance
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Responsive, Effective,
Transparent Governance
Performance measurement Calls to 311
Inputs via city apps
Mined social media
CitiStat
Integrated data systems
Ideation with citizens
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