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The Responsive Government

Stephen GoldsmithHarvard Kennedy SchoolDirector, Innovation inGovernment Program

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.

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Citizen

The Shape of Government Now

The Changing Shape of Government

Principles of Responsive Governance

1. Focus on Public Value, not Programs2. Data-Driven Responsiveness3. Responsiveness through Network Governance4. Citizen-Driven Responsiveness5. Improving Customer Service6. Responsive Regulatory Framework7. Employee Involvement in Responsiveness8. A More Responsive Form of Accountability

Principle 1: Focus on Public Value,Not Programs

Before:DC General Hospital

After:DC Health Care Networks, From One to Many

Principle 2: Data-Driven Responsiveness

A. Using Data AnalyticsB. Social Media MiningC. Stat Programs

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.

Principle 2: Using Data Analytics

–Predictive AnalysesBy 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 ManagementBy providing data-driven solutions to promote more effective business processes.

Question: What are the best routes for City vehicles to take?

Procurement Reform, Cost Savings and Operational Excellence Opportunities

Use Data Analytics to Improve Performance, Define Outcomes

and Unlock Value

Government Efficiency/Innovation OfficeFocus on continuous improvements in service, operations and cost reductions

Governor’s Office

Representative from Each AgencyProgram Reviews

Structure to Produce Better, Faster, Cheaper Government

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.

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.

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

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 anenduring 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?*

Principle 3: Responsiveness Through Networked Governance

Networked

Government

Benefits

Speed andflexibility

Specialization/New Talents and Skills

Increased Reach and Choice Innovation

Enhanced Quality/

Effectiveness

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%

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

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.

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

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

• 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.edu

Make Data Useful

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Make Data Useful: Visualization

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Engage Citizens in Creating and Using Data

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Engage Citizens in Creating and Using Data

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Make Data Actionable Within Government

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JH

Make Data Actionable Within Government

Integrating data across departments: HHS Connect

Source: www.connectopensource.org

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Encourage Third Party Use

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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.edu

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.

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

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

Listen

• Web 2.0 tools

• Work with the Crews

• Access to the Data

• Reward Success

Managing the Tension between Accountability and Flexibility

Accountability Flexibility

More Innovation Information

http://www.ash.harvard.edu/ Home/Programs/Innovations -in-Government

http://datasmart.ash.harvard.edu/