Our future government will work more like Amazon


Michael Case in The Verge: “There is a lot of government in the United States. Several hundred federal agencies, 535 voting members in two houses of Congress, more than 90,000 state and local governments, and over 20 million Americans involved in public service.

We say we have a government for and by the people. But the way American government conducts its day-to-day business does not feel like anything we, the people weaned on the internet, would design in 2014. Most interactions with the US government don’t resemble anything else we’re used to in our daily lives….

But if the government is ever going to completely retool itself to provide sensible services to a growing, aging, diversifying American population, it will have to do more than bring in a couple innovators and throw data at the public. At the federal level, these kinds of adjustments will require new laws to change the way money is allocated to executive branch agencies so they can coordinate the purchase and development of a standard set of tools. State and local governments will have to agree on standard tools and data formats as well so that the mayor of Anchorage can collaborate with the governor of Delaware.

Technology is the answer to a lot of American government’s current operational shortcomings. Not only are the tools and systems most public servants use outdated and suboptimal, but the organizations and processes themselves have also calcified around similarly out-of-date thinking. So the real challenge won’t be designing cutting edge software or high tech government facilities — it’s going to be conjuring the will to overcome decades of old thinking. It’s going to be convincing over 90,000 employees to learn new skills, coaxing a bitterly divided Congress to collaborate on something scary, and finding a way to convince a timid and distracted White House to put its name on risky investments that won’t show benefits for many years.

But! If we can figure out a way for governments across the country to perform their basic functions and provide often life-saving services, maybe we can move on to chase even more elusive government tech unicorns. Imagine voting from your smartphone, having your taxes calculated and filed automatically with a few online confirmations, or filing for your retirement at a friendly tablet kiosk at your local government outpost. Government could — feasibly — be not only more effective, but also a pleasure to interact with someday. Someday.”

Out in the Open: This Man Wants to Turn Data Into Free Food (And So Much More)


in Wired: “Let’s say your city releases a list of all trees planted on its public property. It would be a godsend—at least in theory. You could filter the data into a list of all the fruit and nut trees in the city, transfer it into an online database, and create a smartphone app that helps anyone find free food.

Such is promise of “open data”—the massive troves of public information our governments now post to the net. The hope is that, if governments share enough of this data with the world at large, hackers and entrepreneurs will find a way of putting it to good use. But although so much of this government data is now available, the revolution hasn’t exactly happened.
In far too many cases, the data just sits there on a computer server, unseen and unused. Sometimes, no one knows about the data, or no one knows what to do with it. Other times, the data is just too hard to work with. If you’re building that free food app, how do you update your database when the government releases a new version of the spreadsheet? And if you let people report corrections to the data, how do you contribute that data back to the city?
These are the sorts of problems that obsess 25-year-old software developer Max Ogden, and they’re the reason he built Dat, a new piece of open source software that seeks to restart the open data revolution. Basically, Dat is a way of synchronizing data between two or more sources, tracking any changes to that data, and handling transformations from one data format to another. The aim is a simple one: Ogden wants to make it easier for governments to share their data with a world of software developers.
That’s just the sort of thing that government agencies are looking for, says Waldo Jaquith, the director of US Open Data Institute, the non-profit that is now hosting Dat…
Git is a piece of software originally written by Linux creator Linus Torvalds. It keeps track of code changes and makes it easier to integrate code submissions from outside developers. Ogden realized what developers needed wasn’t a GitHub for data, but a Git for data. And that’s what Dat is.
Instead of CouchDB, Dat relies on a lightweight, open-source data storage system from Google called LevelDB. The rest of the software was written in JavaScript by Ogden and his growing number of collaborators, which enables them to keep things minimal and easily run the software on multiple operating systems, including Windows, Linux and Macintosh OS X….”

Bloomberg Philanthropies Announces Major New Investment In City Halls' Capacity To Innovate


Press Release: “Bloomberg Philanthropies today announced a new $45 million investment to boost the capacity of city halls to use innovation to tackle major challenges and improve urban life. The foundation will direct significant funding and other assistance to help dozens of cities adopt the Innovation Delivery model, an approach to generating and implementing new ideas that has been tested and refined over the past three years in partnership with city leaders in Atlanta, Chicago, Louisville, Memphis, and New Orleans. …

The foundation has invited over 80 American cities to apply for Innovation Delivery grants. Eligible cities have at least 100,000 residents and mayors with at least two years left in office. Grantees will be selected in the fall. They will receive from $250,000 to $1,000,000 annually over three years, as well as implementation support and peer-to-peer learning opportunities. Newly formed Innovation Delivery Teams will hit the ground running in each city no later than spring 2015.
Innovation Delivery Teams use best-in-class idea generation techniques with a structured, data-driven approach to delivering results. Operating as an in-house innovation consultancy, they have enabled mayors in the original five cities to produce clear results, such as:

  • New Orleans reduced murder in 2013 by 19% compared to the previous year, resulting in the lowest number of murders in New Orleans since 1985.
  • Memphis reduced retail vacancy rates by 30% along key commercial corridors.
  • Louisville redirected 26% of low-severity 911 medical calls to a doctor’s office or immediate care center instead of requiring an ambulance trip to the emergency room.
  • Chicago cut the licensing time for new restaurants by 33%; more than 1,000 new restaurants have opened since the Team began its work.
  • Atlanta moved 1,022 chronically homeless individuals into permanent housing, quickly establishing itself as a national leader.

“Innovation Delivery has been an essential part of our effort to bring innovation, efficiency and improved services to our customers,” said Louisville Mayor Greg Fischer. “Philanthropy can play an important role in expanding the capacity of cities to deliver better, bolder results. Bloomberg Philanthropies is one of few foundations investing in this area, and it has truly been a game changer for our city.”
In addition to direct investments in cities, Bloomberg Philanthropies will fund technical assistance, research and evaluation, and partnerships with organizations to further spread the Innovation Delivery approach. The Innovation Delivery Playbook, which details the approach and some experiences of the original cities with which Bloomberg Philanthropies partnered, is available at: www.bloomberg.org …”

Better Governing Through Data


Editorial Board of the New York Times: “Government bureaucracies, as opposed to casual friendships, are seldom in danger from too much information. That is why a new initiative by the New York City comptroller, Scott Stringer, to use copious amounts of data to save money and solve problems, makes such intuitive sense.

Called ClaimStat, it seeks to collect and analyze information on the thousands of lawsuits and claims filed each year against the city. By identifying patterns in payouts and trouble-prone agencies and neighborhoods, the program is supposed to reduce the cost of claims the way CompStat, the fabled data-tracking program pioneered by the New York Police Department, reduces crime.

There is a great deal of money to be saved: In its 2015 budget, the city has set aside $674 million to cover settlements and judgments from lawsuits brought against it. That amount is projected to grow by the 2018 fiscal year to $782 million, which Mr. Stringer notes is more than the combined budgets of the Departments of Aging and Parks and Recreation and the Public Library.

The comptroller’s office issued a report last month that applied the ClaimStat approach to a handful of city agencies: the Police Department, Parks and Recreation, Health and Hospitals Corporation, Environmental Protection and Sanitation. It notes that the Police Department generates the most litigation of any city agency: 9,500 claims were filed against it in 2013, leading to settlements and judgments of $137.2 million.

After adjusting for the crime rate, the report found that several precincts in the South Bronx and Central Brooklyn had far more claims filed against their officers than other precincts in the city. What does that mean? It’s hard to know, but the implications for policy and police discipline would seem to be a challenge that the mayor, police commissioner and precinct commanders need to figure out. The data clearly point to a problem.

Far more obvious conclusions may be reached from ClaimStat data covering issues like park maintenance and sewer overflows. The city’s tree-pruning budget was cut sharply in 2010, and injury claims from fallen tree branches soared. Multimillion-dollar settlements ensued.

The great promise of ClaimStat is making such shortsightedness blindingly obvious. And in exposing problems like persistent flooding from sewer overflows, ClaimStat can pinpoint troubled areas down to the level of city blocks. (We’re looking at you, Canarsie, and Community District 2 on Staten Island.)

Mayor Bill de Blasio’s administration has offered only mild praise for the comptroller’s excellent idea (“the mayor welcomes all ideas to make the city more effective and better able to serve its citizens”) while noting, perhaps a little defensively, that it is already on top of this, at least where the police are concerned. It has created a “Risk Assessment and Compliance Unit” within the Police Department to examine claims and make recommendations. The mayor’s aides also point out that the city’s payouts have remained flat over the last 12 years, for which they credit a smart risk-assessment strategy that knows when to settle claims and when to fight back aggressively in court.

But the aspiration of a well-run city should not be to hold claims even but to shrink them. And, at a time when anecdotes and rampant theorizing are fueling furious debates over police crime-fighting strategies, it seems beyond arguing that the more actual information, independently examined and publicly available, the better.”

Open Data: Going Beyond Solving Problems to Making the Impossible Possible


at the Huffington Post: “As a global community, we are producing data at an astounding rate. The pace was recently described as a “new Google every four days” by the highly respected Andreesen Horowitz partner, Peter Levine, in a thought-provoking post addressing the challenge of making sense of this mountain of data.

“… we are now collecting more data each day, so much that 90 percent of the data in the world today has been created in the last two years alone. In fact, every day, we create 2.5 quintillion bytes of data — by some estimates that’s one new Google every four days, and the rate is only increasing. Our desire to use, interact, and learn from this data will become increasingly important and strategic to businesses and society as a whole.”

For the past year and a half, my cofounders and team have focused on what it will take to use, interact and learn from data being produced within the civic sector. It’s one thing to be able to build an app for civic; it’s quite another to build a platform that can manage multiple apps across multiple platforms while addressing the challenges plaguing the “wild west” nature of growth in the quickly emerging market of open data. I was recently invited to share our lessons learned and the promise of the future in mobile open data at the TEDxABQ Technology Salon. Here is a bit of what I shared:
Beyond Solving Problems to New Possibilities
When we first looked at the opportunities for creating apps built on open data, our priority was finding pain points for both cities and the people who lived there. We focused on solving real problems, and it led to some early success. We worked with the City of Albuquerque to deploy their ABQ RIDE app on iOS and Android platforms, and the app not only solved real problems for riders, it also saved real money for the city. The app has grown to over 20,000 regular users and continues to be one of the highest downloaded apps on our platform.
But recently, we’ve started asking questions that go beyond the basic, that change the experience or make things possible in ways that never were before. Here are two I’m incredibly proud to be a part of…”

Smart cities: moving beyond urban cybernetics to tackle wicked problems


Paper by Robert Goodspeed in the Cambridge Journal of Regions Economy and  Society: This article makes three related arguments. First, that although many definitions of the smart city have been proposed, corporate promoters say a smart city uses information technology to pursue efficient systems through real-time monitoring and control. Second, this definition is not new and equivalent to the idea of urban cybernetics debated in the 1970s. Third, drawing on a discussion of Rio de Janeiro’s Operations Center, I argue that viewing urban problems as wicked problems allows for more fundamental solutions than urban cybernetics, but requires local innovation and stakeholder participation. Therefore the last section describes institutions for municipal innovation and IT-enabled collaborative planning.”

Government opens up: 10k active government users on GitHub


GitHub: “In the summer of 2009, The New York Senate was the first government organization to post code to GitHub, and that fall, Washington DC quickly followed suit. By 2011, cities like Miami, Chicago, and New York; Australian, Canadian, and British government initiatives like Gov.uk; and US Federal agencies like the Federal Communications Commission, General Services Administration, NASA, and Consumer Financial Protection Bureau were all coding in the open as they began to reimagine government for the 21st century.
Fast forward to just last year: The White House Open Data Policy is published as a collaborative, living document, San Francisco laws are now forkable, and government agencies are accepting pull requests from every day developers.
This is all part of a larger trend towards government adopting open source practices and workflows — a trend that spans not only software, but data, and policy as well — and the movement shows no signs of slowing, with government usage on GitHub nearly tripling in the past year, to exceed 10,000 active government users today.

How government uses GitHub

When government works in the open, it acknowledges the idea that government is the world’s largest and longest-running open source project. Open data efforts, efforts like the City of Philadelphia’s open flu shot spec, release machine-readable data in open, immediately consumable formats, inviting feedback (and corrections) from the general public, and fundamentally exposing who made what change when, a necessary check on democracy.
Unlike the private sector, however, where open sourcing the “secret sauce” may hurt the bottom line, with government, we’re all on the same team. With the exception of say, football, Illinois and Wisconsin don’t compete with one another, nor are the types of challenges they face unique. Shared code prevents reinventing the wheel and helps taxpayer dollars go further, with efforts like the White House’s recently released Digital Services Playbook, an effort which invites every day citizens to play a role in making government better, one commit at a time.
However, not all government code is open source. We see that adopting these open source workflows for open collaboration within an agency (or with outside contractors) similarly breaks down bureaucratic walls, and gives like-minded teams the opportunity to work together on common challenges.

Government Today

It’s hard to believe that what started with a single repository just five years ago, has blossomed into a movement where today, more than 10,000 government employees use GitHub to collaborate on code, data, and policy each day….
You can learn more about GitHub in government at government.github.com, and if you’re a government employee, be sure to join our semi-private peer group to learn best practices for collaborating on software, data, and policy in the open.”

City Service Development Kit (CitySDK)


What is CitySDK?: “Helping cities to open their data and giving developers the tools they need, the CitySDK aims for a step change in how to deliver services in urban environments. With governments around the world looking at open data as a kick start for their economies, CitySDK provides better and easier ways for the cities throughout the Europe to release their data in a format that is easy for the developers to re-use.
Taking the best practices around the world the project will foresee the development of a toolkit – CitySDK v1.0 – that can be used by any city looking to create a sustainable infrastructure of “city apps”.
Piloting the CitySDK
The Project focuses on three Pilot domains: Smart Participation, Smart Mobility and Smart Tourism. Within each of the three domains, a large-scale Lead Pilot is carried out in one city. The experiences of the Lead Pilot will be applied in the Replication Pilots in other Partner cities.
Funding
CitySDK is a 6.8 million Euro project, part funded by the European Commission. It is a Pilot Type B within the ICT Policy Support Programme of the Competitiveness and Framework Programme. It runs from January 2012-October 2014.”

Public Innovation through Collaboration and Design


New book edited by Christopher Ansell, and Jacob Torfing: “While innovation has long been a major topic of research and scholarly interest for the private sector, it is still an emerging theme in the field of public management. While ‘results-oriented’ public management may be here to stay, scholars and practitioners are now shifting their attention to the process of management and to how the public sector can create ‘value’.

One of the urgent needs addressed by this book is a better specification of the institutional and political requirements for sustaining a robust vision of public innovation, through the key dimensions of collaboration, creative problem-solving, and design. This book brings together empirical studies drawn from Europe, the USA and the antipodes to show how these dimensions are important features of public sector innovation in many Western democracies with different conditions and traditions.
This volume provides insights for practitioners who are interested in developing an innovation strategy for their city, agency, or administration and will be essential reading for scholars, practitioners and students in the field of public policy and public administration.
Contents:

1. Collaboration and Design: New Tools for Public Innovation (Christopher Ansell and Jacob Torfing) 2. Necessity as the Mother of Reinvention: Discourses of Innovation in Local Government (Steven Griggs and Helen Sullivan) 3. Reconstructing Bureaucracy for Service Innovation in the Governance Era (Robert Agranoff) 4. The Complexity of Governance: Challenges for Public Sector Innovation (Susanne Boch Waldorff, Lone Søderkvist Kristensen, and Betina Vind Ebbesen) 5. The Impact of Collaboration on Innovative Projects: A Study of Dutch Water Management (Nanny Bressers) 6. Understanding Innovative Regional Collaboration: Metagovernance and Boundary Objects as Mechanisms (Stig Montin, Magnus Johansson Joakim Forsemalm) 7. The Importance of Joint Schemas and Brokers in Promoting Collaboration for Innovation (Barbara Gray and Hong Ren) 8. Collaborative Networks and Innovation: The Negotiation-Management Nexus (Robyn Keast and Jennifer Waterhouse) 9. Innovative Leadership Through Networks (Katrien Termeer and Sibout Nooteboom) 10. Designing Collaborative Policy Innovation: Lessons from a Danish Municipality (Annika Agger and Eva Sørensen) 11. Design Attitude as an Innovation Catalyst (Christian Bason) 12. Collaborating on Design – Designing Collaboration (Christopher Ansell and Jacob Torfing)

The city as living labortory: A playground for the innovative development of smart city applications


Paper by Veeckman, Carina and van der Graaf, Shenja: “Nowadays the smart-city concept is shifting from a top-down, mere technological approach towards bottom-up processes that are based on the participation of creative citizens, research organisations and companies. Here, the city acts as an urban innovation ecosystem in which smart applications, open government data and new modes of participation are fostering innovation in the city. However, detailed analyses on how to manage smart city initiatives as well as descriptions of underlying challenges and barriers seem still scarce. Therefore, this paper investigates four, collaborative smart city initiatives in Europe to learn how cities can optimize the citizen’s involvement in the context of open innovation. The analytical framework focuses on the innovation ecosystem and the civic capacities to engage in the public domain. Findings show that public service delivery can be co-designed between the city and citizens, if different toolkits aligned with the specific capacities and skills of the users are provided. By providing the right tools, even ordinary citizens can take a much more active role in the evolution of their cities and generate solutions from which both the city and everyday urban life can possibly benefit.”