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
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
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
27. JH
Make Data Actionable Within Government
Integrating data across departments: HHS Connect
Source: www.connectopensource.org
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
