The Responsive City E-Book

Stephen Goldsmith

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 356

Veröffentlichungsjahr: 2014

Beschreibung

Leveraging Big Data and 21st century technology to renew cities and citizenship in America The Responsive City is a guide to civic engagement and governance in the digital age that will help leaders link important breakthroughs in technology and data analytics with age-old lessons of small-group community input to create more agile, competitive, and economically resilient cities. Featuring vivid case studies highlighting the work of pioneers in New York, Boston, Chicago and more, the book provides a compelling model for the future of governance. The book will help mayors, chief technology officers, city administrators, agency directors, civic groups and nonprofit leaders break out of current paradigms to collectively address civic problems. The Responsive City is the culmination of research originating from the Data-Smart City Solutions initiative, an ongoing project at Harvard Kennedy School working to catalyze adoption of data projects on the city level. The book is co-authored by Professor Stephen Goldsmith, director of Data-Smart City Solutions at Harvard Kennedy School, and Professor Susan Crawford, co-director of Harvard's Berkman Center for Internet and Society. Former New York City Mayor Michael Bloomberg penned the book's foreword. Based on the authors' experiences and extensive research, The Responsive City explores topics including: * Building trust in the public sector and fostering a sustained, collective voice among communities; * Using data-smart governance to preempt and predict problems while improving quality of life; * Creating efficiencies and saving taxpayer money with digital tools; and * Spearheading these new approaches to government with innovative leadership.

Leseprobe

Table of Contents

Title Page

Copyright

Foreword

Introduction

Saving Children with Tablets

Coordinated, Precision Crime Fighting

The Renewed Public Employee

The Digital Civic Switchboard

Leadership

Notes

Chapter One: The Return of Retail Governance

Customer Relationship Management Goes Public

Connecting Citizens via App

Connecting City Workers

The Next Step

Notes

Chapter Two: Networked Citizenship

Chicago

Rio de Janeiro

New York City

Austin

Chennai

The Future of Civic Voice

Notes

Chapter Three: The Interactive City

Digitally Enhanced Democracy

Supporting Engagement

Notes

Chapter Four: The City as Digital Platform

Epilogue: A Platform Built from Scratch

Notes

Chapter Five: The Responsive Employee

Retail Government

Working Smarter: Data-Driven Decision Making

Accountable Discretion

Open Source Empowerment

Accountable Discretion by Proxy

The Virtuous Circle of Motivated Workers and Satisfied Constituents

Notes

Chapter Six: The Data-Smart City

Selling an Idea

Identifying and Preventing Mortgage Fraud

A Joint Push from Top City Hall Officials

Preempting the Next Fire with Data

Success Goes Viral

Uncovering Efficiency across Fragmentation

Analytics Meets the Open Data Movement

Chapter Seven: Rethinking Government

The Story of HHS-Connect

Civil Service Obstacles to Empowering Employees

Employee Discretion and Creativity

Procurement as the Barrier to Innovation

Notes

Chapter Eight: Toward Responsive Cities

The Promise of Data Analytics: Indiana

The Promise of 311: New York City

Private Data Publicly Used: The Need for Thoughtful Public Policy

Notes

Acknowledgments

About the Authors

Index

End User License Agreement

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Guide

Cover

Table of Contents

Introduction

Begin Reading

The Responsive City

Engaging Communities Through Data-Smart Governance

Stephen Goldsmith

Susan Crawford

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Goldsmith, Stephen, 1946-

The responsive city : engaging communities through data-smart governance / Stephen Goldsmith and Susan Crawford.

pages com

Includes bibliographical references and index.

ISBN 978-1-118-91090-0 (hardback); ISBN 978-1-118-91121-1 (pdf); ISBN 978-1-118-91093-1 (epub)

1. Internet in public administration—United States. 2. Public-private sector cooperation—United States. 3. Cities and town—United States. 4. Digital media—United States I. Crawford, Susan, 1963-II. Title.

JK468.A8G63 2014

352.3'821602854678—dc23

2014019126

Foreword

There is no better way to improve the lives of billions of people around the world than to improve the way cities work. For the first time in human history, the majority of the world's people live in cities. By 2050, 75 percent will. As more and more people move to cities, more and more of the world's challenges—and solutions—will be concentrated there, too.

The rise of cities coincides with a technological revolution that is empowering local leaders to find innovative new ways to better serve the public. At the center of that revolution is our growing ability to use data to improve the services that government provides. Governments have long been in the business of keeping records, and increasingly they are using those records—billions of data points—to improve everything from emergency response to education to transportation.

I have a rule of thumb: if you can't measure it, you can't manage it. And I brought that approach with me from the private sector to New York's city hall. Our administration looked for ways to use data—and to collect more data—to help us better serve New Yorkers.

In 2003, we launched 311, a nonemergency government information and services hotline available to New Yorkers twenty-four hours a day, seven days a week. Not only did 311 make it easier for New Yorkers to get information from the city—and to file complaints—it also gave city government more information on what New Yorkers were concerned about and helped us keep track of how well we were doing at addressing those concerns.

We also created data systems to measure agency performance and hold ourselves accountable for results. And we took a page from the private sector and brought predictive analytics to local government, using city data to help foresee the challenges of the future—and took action to address them today.

Harnessing and understanding data helped us decide how to allocate resources more efficiently and effectively, which allowed us to improve the delivery of services—from protecting children and fighting crime to repairing potholes and inspecting buildings—while also saving taxpayer money.

Cities and mayors everywhere are recognizing the powerful role data can play in bringing more transparency, accountability, and efficiency to government—and Bloomberg Philanthropies is helping to support this work. For instance, in 2013 the city of Chicago was one of five winners of the Mayors Challenge, an ideas competition for cities, for its groundbreaking idea to use data to help city government prevent problems before they develop. Chicago is quickly setting a new standard, which other cities will surely follow.

Across so much of the work we do with cities—from our innovation delivery program helping New Orleans reduce gun violence to our work with cities around the world to reduce carbon emissions—we see data enabling new and creative approaches. Of course, driving change in cities requires more than just data. It also requires strong managers and creative problem solvers—and Stephen Goldsmith is both. I was lucky to have him join me at city hall as a deputy mayor during my third term in office, and he helped us take our efforts to improve city services to new levels.

In the chapters that follow, Goldsmith and his talented coauthor, Susan Crawford, demonstrate how local leaders are changing the way governments work. Through case studies from New York City, Boston, and Chicago, they explain how data mining, empowered public servants, mobile apps, wireless devices, technically supported citizens, and social media can produce a dramatically more responsive city. And they show how these tools can be used by both elected and community leaders to drive change and improve a neighborhood's quality of life.

Cities will increasingly define the future, in America and around the world. And cities that capitalize on the technology revolution will lead the way. This book helps point the way forward.

June 2014

Michael BloombergFormer mayor of New York City

Introduction

Urban government in the United States today is at a critical juncture. Never before over the last century has there been such a need to change the way city hall works. And never has there been such an opportunity to do it. The century-old framework of local government—centralized, compartmentalized bureaucracies that jealously guard information and adhere to strict work rules—is frustrating and disappointing its constituents, whose trust in government is at an all-time low. Residents in many cities despair of getting the services they need from city hall, especially in places where financial stresses are making governments even less responsive than in the past. Yet local government has the means to completely reverse this trend toward despair. That opportunity comes from digital technology: new ways of gathering, storing, and analyzing data; new modes of communication; and the new world of social networks. With these digital tools, citizens and their officials can revolutionize local government, making it more responsive, transparent, and cost-effective than it has ever been.