Cities 2030: Steve Goldsmith slides
- 1. 1 The Responsive Government Stephen Goldsmith Harvard Kennedy School Director, Innovation in Government Program
- 2. Government Is Changing 1 Government can’t solve complex horizontal problems with vertical solutions, nor by simply accomplishing bureaucratic activities better. 2 The role of government is being transformed from direct service provider to generator of public value. 3 We won’t get the results taxpayers deserve nor citizens require until we figure out how to better manage a government that does less itself and more through third parties.
- 3. Agency 1 Division Division Unit Unit Agency 2 Division Division Unit Unit Agency 3 Division Division Unit Unit Department Department Department Department Department Department Bureau Bureau Bureau Bureau Bureau Bureau Citizen The Shape of Government Now
- 4. The Changing Shape of Government
- 5. Principles of Responsive Governance 1. Focus on Public Value, not Programs 2. Data-Driven Responsiveness 3. Responsiveness through Network Governance 4. Citizen-Driven Responsiveness 5. Improving Customer Service 6. Responsive Regulatory Framework 7. Employee Involvement in Responsiveness 8. A More Responsive Form of Accountability
- 6. Principle 1: Focus on Public Value, Not Programs Before: DC General Hospital After: DC Health Care Networks, From One to Many
- 7. Principle 2: Data-Driven Responsiveness A. Using Data Analytics B. Social Media Mining C. Stat Programs
- 8. Technological Building Blocks • Digital systems are replacing paper-based ones • Breakthroughs in data analytics allow the examination of data in disparate systems • Social networking and social sentiment analysis allows citizens to participate in solving problems in new ways • Handheld devices can provide decision support to field workers and real time supervision to managers • Performance metrics and digital warehouses make up the building blocks of this new model of preemptive government. • Open Data and transparency encourage third-party innovation.
- 9. Principle 2: Using Data Analytics – Predictive Analyses By highlighting common issues before they occur. Question: What factors make a building most at risk for fires? – Root Cause Analyses By providing insights that explain common incidents. Question: Why are there frequent accidents at certain intersections? Which individuals best benefit from job training? – Increased Accountability By monitoring areas for improvement. Question: Which City inspectors are behind schedule? – Improved Operational Management By providing data-driven solutions to promote more effective business processes. Question: What are the best routes for City vehicles to take?
- 10. 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 Governor’s Office Representative from Each Agency Program Reviews Structure to Produce Better, Faster, Cheaper Government
- 11. New York City Examples • Targeted Fire Inspection • Four metrics to identify properties most at risk of fire • Dwellings were over 40 times more likely to have a fire - fire inspectors worked together to secure a near- 100-percent enforcement rate • The Data Intelligence Group, Department of Finance • Reduced the portion of audit cases that close without any change from 37 percent to 22 percent over three years, a 41 percent increase in productivity • In their first three years, models produced estimated assessments of $292 million, including $27 million from non-filers • Center for Data Intelligence • Analyzing predictive indicators for people who enter the homeless system and indicators for youth success after foster care • Business Integrity Analytics • 81-person staff with 27 unaligned and inconsistent databases comprised of over 5,000 fields and 1 million pages of paper files – streamlined into one database • Using data analytics and through collaboration with DEP there has been an increase in violations by 30% while achieving a 60% reduction in manpower dedicated to grease enforcement.
- 12. Principle 2: Social Media Mining Grade.dc.gov • Distills various forms of customer feedback into a letter grade for each agency. • Uses an algorithm that takes into account comments submitted through the website, through texts, and on social media. • Social media mining captures input from a broader set of customers.
- 13. Analytics: Integrating Two Approaches 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 Public Value Better Services Better Outcomes Better Citizen-Generated Solutions
- 14. Principle 2: Stat Programs and Effective Measurement • Series of regular, periodic meetings • During which the executive and/or top aides use data to discuss, examine, and analyze, with the individual director and the top staff: – The agency’s past performance – Its next performance objectives – And its overall performance strategies. 1. Not budget driven: not driven by the annual budget process but by an independent analytic staff focused on improving performance. 2. Not purely evaluative: seeks to help the agencies improve performance. 3. Not fleeting: not a temporary fad but an enduring strategy 4. Not randomly episodic: regular routine and rhythm of city’s leaders and their management 5. Not uni-directional: mutual responsibility, with the manager responsible to the mayor and the mayor responsible to the manager for ensuring that the agency has the resources and flexibility There are 5 identifiable aspects of Stat Programs *From Robert D. Behn, Faculty Chair, Harvard Kennedy School’s Exec Ed. Program Website: http://www.hks.harvard.edu/thebehnreport/ What is a stat program?*
- 15. Principle 3: Responsiveness Through Networked Governance Networked Government Benefits Speed and flexibility Specialization/New Talents and Skills Increased Reach and Choice Innovation Enhanced Quality/ Effectiveness
- 16. Golden Gate National Recreational Area: Overcoming Futility by Using a Network to Create Public Value Private partners have invested $100M in capital improvements. 18% CGNRA Employees, 18% Partners, Contractors, Volunteers, etc., 82%
- 17. Disadvantages of Networked Model Networked Government Problems Inadequate Protection of Public Values Choice and Competition Can Give Way to Private Monopolization Poor Contractual Protection of Public and Incorrect Quality Measures Lack of Necessary Government Oversight Talent Creaming Deprives Those Most in Need
- 18. Co-producing Safety: Handling Cultural Differences is Critical Partnership with NY state division of Parole to reduce the number of paroles sent back to prison. Cultural differences caused constant tension but were eventually worked out.
- 19. Principle 4: Citizen-Driven Responsiveness 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
- 20. Principle 5: Improving Customer Service Public Service Electronic Access for Citizens (Spain) • Established “Bill of Electronic Rights” of citizens: – Right to electronic relationship with state – Right to electronic notifications – Right to choose the channel of relationship with the state – Right not to deliver data or document the state already possesses
- 21. • Open Data • Make Data Useful to Citizens • Engage Citizens in Creating and Using Data • Make Data Actionable Within Government • Encourage Third-Party Use Realizing the Full Benefits of Open Data datasmart.ash.harvard.e
- 23. Make Data Useful: Visualization datasmart.ash.harvard.e
- 24. Engage Citizens in Creating and Using Data datasmart.ash.harvard.e
- 25. Engage Citizens in Creating and Using Data datasmart.ash.harvard.e
- 26. Make Data Actionable Within Government datasmart.ash.harvard.e
- 27. JH Make Data Actionable Within Government Integrating data across departments: HHS Connect Source: www.connectopensource.org datasmart.ash.harvard.e
- 28. Encourage Third Party Use datasmart.ash.harvard.e
- 29. Responsive, Effective, Transparent Governance Performance measurement Calls to 311 Inputs via city apps Mined social media CitiStat Integrated data systems Ideation with citizens datasmart.ash.harvard.e
- 30. Gov.uk: Unifying Online Presence • Merge websites of all government departments and other public bodies into Inside Government section of Gov.uk • Faster, clearer, easier way for public to find out what government may be doing about a given issue • Help public policy professionals understand wider context, increase collaboration and coherence.
- 31. Principle 6: Responsive Regulatory Framework • Cut red tape, reduce compliance costs • Minas Fácil (Brazil) – Simplify business licensing process for consumer – Unify redundant agency requests for information, – Reduced average wait for licensing from 45 days to 6 days (2005- 2013) • Zero Licensing Initiative (Portugal) – Eliminate unnecessary licenses/permits and inspections – Requires greater accountability mechanisms – Entrepreneur Portal replaces bureaucratic burden of processing permits with communication point between public and administration
- 32. Principle 7: Employee Involvement in Responsiveness 1. Increase discretion & reduce vertical hierarchy 2. Organize employees in teams responsible for solving discrete problems 3. Solve non-monetary labor complaints quickly & effectively 4. Loosen entrenched impediments to internal labor mobility 5. Guide managerial & compensation practice with objective, scientific performance metrics 6. Remove obstacles that prevent labor from competing successfully 7. Celebrate success
- 33. Listen • Web 2.0 tools • Work with the Crews • Access to the Data • Reward Success
- 34. Managing the Tension between Accountability and Flexibility Accountability Flexibility