The Responsive City: A New Way of Operating

Stephen GoldsmithHarvard Kennedy School

Forum PA 2018

New O/S Model Based on Open Communication,

Coordination, and Connections Inside and Outside of City Hall

From Slow, Paper-Driven, Sequential to a Process that Acts

in Time

Agency-Centric toUser-Centric

From Technically Narrow Professionalism to

Collaboration

THE PROBLEM SOLVING PUBLIC SERVANT

ACTING IN TIMEUX

The Building Blocks of aNew Distributed Governance

From Activities & Compliance to Outcomes

NEW ECOSYSTEM

UX REAGIRE RAPIDAMENTE

IL FUNZIONARIO PUBBLICO COME

PROBLEM SOLVERECOSISTEMA

NUOVO

Digital Drivers of Change and Value

Virtual Assistant/Chatbots Services

AI and AR

Authentication Processes: Blockchain

BETTER OUTCOMES

Geographic Platforms

Predictive Analytics

Machine Evaluation of Case Reports

USEREXPERIENCE

UX: Placing Citizens at the Center

User Centered Campaigns

Omni-Channel Choice

311/CRM Platforms:

Personalized

Structured Feedback Loops

Designs Nudge Behaviors

UX: Un Sistema Incentrato Sui Cittadini

Open Data + Visualization + Engagement = UX Value

Pittsburgh’s Burgh’s Eye View

Website Redesign with UX in Mind

OLD SYSTEM NEW O/S

The New Professionalism: Curated Community Input

Structure the

Discussion

Moderate & Curate the

Process

Incorporate Third Party Platforms

Evaluate Results &

Iterate Questions

Adjust Policy or

Performance

Il NuovoProfessionalismo: Input Selezionato Dai Cittadini

UX Requires Visualization Which Drives Action: San Francisco Wealth Divides

Giving Voice to the Underserved—NYC Fights Housing Discrimination

Giving Voice to the Underserved—Grade DC & Philly Connect Citizen Feedback

VR & Imaging: Bringing Land Use Planning to Life in Philadelphia

REAGIRE RAPIDAMENTE

Acting in Time: Responding to the Thing

San Diego High-Tech Single-Space Parking Meter Pilot Project

Chicago Clear Water Project

Acting in Time: Preemptive Instead of Reactive

Acting in Time: Early Warning

Chicago Array of Things

Boston’s BOS:311 App

Acting in Time: Responding to the Public

Preemption by Prediction—Predictive Failure

Providence IoTCorridor

Acting in Time: Uses Citizen Sensors

Detroit Blight

Acting in Time: Regwith Data

Providence IoTCorridor

Acting in Time: Machine Processing Frees Up Employee Discretion

Chicago Restaurant Permits

Acting in Time: Using Social Media Alerts

San Francisco Yelp

IL FUNZIONARIO PUBBLICO COME PROBLEM SOLVER

OLD SYSTEM NEW CITY O/S

Paper Digital

OLD SYSTEM NEW CITY O/S

Task-Based; Reactive;

Routinized

Predictive, Targeted

Interventions

The Smart Field Employee—Decision Support Systems

DHS Data Warehouse

The Problem-Solving Public Servant: Internal & External Data Sources

Domain Awareness System—Context Matters

Alert in DAS

Video Analytics

Sensors (ShotSpotter) & Mobile Devices

License Plate Readers

911 Feed

Summonses & Warrants

Officer Makes Decision Informed by Context

The Problem-Solving Public Servant: Concentrating on the Outliers—NYC Targeted Fire Inspections

OLD SYSTEM NEW CITY O/S

Supervisory Approvals Required

Evaluation of Results; Fewer

Layers

Supervision—from Process to Sentiment Analysis & Outliers

OLD SYSTEM NEW CITY O/S

Wait Time Not a Metric

Measure Wait Time & Cost

OLD SYSTEM NEW CITY O/S

Based on Routines

Commodity Work Outsourced to

Machines

THE PROBLEMS

• Command and Control—Little Discretion• Civil Service and Labor Restrictions • Activities Not Outcomes• Procurement About Process, Not Results• Performance in Verticals• Narrow Definition of Professionalism

Bureaucrats Need to Be Liberated From Red Tape

Managing Systems, Not Activities: Transportation to Department of Mobility

The Problem-Solving Public Servant: Virtual Scaffolding—LA GeoHub

OLD SYSTEM NEW CITY O/S

Work Concentrated in

Agencies

Work in Systems with Well-

Visualized Data Across Agencies

Call Centers & Citizen Service—The Rise of the Chatbot

Chip: Los Angeles Virtual Assistant

CAMBIARE L’ECOSISTEMA

Distributed Productionin the Public Sector Non-Profit

Sector

Private Sector

Government

LEGITIMACY &

SUPPORT

OPERATIONAL CAPACITY

VALUE

Legittimità e supporto

dei cittadini

Capacità Operativa

Valore Pubblico

Changing the Ecosystem

• Agile Procurement• Civil Service• Return on Investment• Managing Contractors • Moving from Stat to Outcomes

• Procurement Piu’ Agile• Servizio Pubblico• Ritorno Sugli Investimenti• Management dei Contratti• Da Statistiche a Impatto Reale sui

Cittadini

Changing the Ecosystem

• Partnering with Universities • Leadership Accepts Risk• Accountability Defined by Results• Remember Context—

Neighborhood, Worker, Ethnicity • Use Intermediaries

Managing Systems, Not Activities: Transportation to Department of Mobility

Free May be A Good Price: LinkNYC

Establish Formal Policy

Protect Citizen Anonymity

Ensure Secure Storage

Confidentiality

Publish Policies for Data Use & Access

Balancing Transparency & Data Security

Create Privacy Position With Occasional Audits

Politiche Pubbliche Per

Proteggere L’Anonimato dei Cittadini

Sicurezza e Protezione dei Dati

Riservatezza

Politiche Chiare per L’Accesso ai Dati e IlLoro Utilizzo

Equilibrio Fra Trasparenza e Sicurezza dei Dati

Protezione della Privacy Corroborata da Audits Occasionali

Address Security & Privacy

Data-Smart City Solutionsdatasmart.ash.harvard.edu@DataSmartCities

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