the responsive city · techniques overcome legacy barriers . budgetary pressures force change ....

ENGAGING COMMUNITIES THROUGH DATA-SMART

#theresponsivecity theresponsivecity.com

THE RESPONSIVE CITY

Stephen Goldsmith Harvard Kennedy School

Opportunity to Massively Change

The Responsive City

Ubiquity of mobile devices

Cloud computing reduces startup

More data/less paper

Data mining techniques

overcome legacy barriers

Budgetary pressures force change

Private sector and app

developer successes push public systems

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

The Theoretical Evolution of Responsiveness

Traditional Bureaucracy

New Public Management

Responsive Government

“Doing many small things right using data will build trust.”

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

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

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

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.

Return on Investment Concentrating on Outliers

Breaking Hierarchical Ceilings Increasing Discretion without

Losing Accountability Integrating Data Across Agencies

The Empowered Employee

Vertical Agencies

Hierarchical Ceilings

Horizontal Solutions

Open Data Solutions

Accountability Flexibility

Managing the Tension Between Accountability and Flexibility

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.

Breaking Hierarchical Ceilings

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

Increasing Discretion

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

Decision Support Tools

Usable Open Data

Connecting to Communities Residents Forcing Responsiveness

Coproducing Solutions

Responsively Engaging Citizens

Realizing the Full Benefits of Open Data

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

Make Data Useful: Visualization

Gamification of Engagement

Participatory Budgeting

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

311: Actionable Shared Data

Responsiveness Incorporates The Internet of Things

Make Data Actionable Within Government

Engage Citizens in Creating and Using Data

Virtual Activism Requires Intermediaries

Before: Serving the Homeless

After: Preventing and Reducing

Homelessness

Systemic Data Responds to Systemic Problems

Managing the Network Internal Structural Change

Performance Management

The Innovative Leader

Disruptive Innovation Models (Executive-Driven)

• Offices of Innovation • Mayor’s Office of New Urban Mechanics • Enterprise Development Office

Internal Structural Change

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

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.

Performance Management

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)

I-Teams: Chicago Licensing and Permitting Reform Team

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

Personalized

Bridge to New Governance

Responsive, Effective,

Transparent Governance

Performance measurement Calls to 311

Inputs via city apps

Mined social media

CitiStat

Integrated data systems

Ideation with citizens

theresponsivecity.com

#theresponsivecity

the responsive city · techniques overcome legacy barriers . budgetary pressures force change ....

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