MONUM Overview.pdf

Transcript

1. “Sixteen  years  ago  I  was  labeled  the  Urban  Mechanic  and  described  as  a  sort  of  one-man  ‘Mr.  Fix-It’  when   it  came  to  the  basics  that  make  our  city  work.  The  nickname  was  overstated  then,  but  it’s  outdated  now— we are all urban mechanics.” Ma yor Thomas M. Menino 5th Inaugural Address January 4, 2010 draft
2. At all levels, governments face daunting challenges: rising health care costs, widening economic inequality; pension obligation shortfalls; and persistent academic achievement gaps. Since these issues have great financial and social impact, their solutions will inherently be public and political. Yet, by any poll, there is little public trust in transformative public policy proposals. This declining trust in government to deal with the big issues comes despite improvements— particularly in local government—over the last few decades. Government, in may ways, has never been as transparent or as efficient as it is today. In fact, the emphasis on metrics and sharing of best practices is transforming many cities into high performing organizations. Taking on the biggest challenges we face, however, requires more than being transparent and efficient.  In  Boston,  we  have  developed  a  strategy  to  strengthen  our  citizens’  trust  in  government.  We   are forging a new partnership between the public and its government – a  “public-public partnership.” We are driving civic innovation – and re-kindling public service, hand-in-hand – through an effort we call  New  Urban  Mechanics.    It’s  a  strategy  that  is  carried  out  by  people,  meets  people  where  they  are,   and  helps  people  improve  their  lives.    To  advance  this  agenda,  we  formed  the  Mayor’s  Office  of  New   Urban Mechanics, a civic incubator that fosters innovation by exploring and building new ways to engage constituents in the design and delivery of services. By successfully engaging citizens to solve the smaller problems that affect their daily lives, citizens will be with us as we solve the largest problems—ones  that  will  determine  our  city’s  future.     draft 2 A strategy for Civic Innov ation
3. New Urban Mechanics Strategy 1. Source Ideas for Innovation The Office encourages and cultivates innovators inside and outside of government 2. Support Pilot Projects The Office shapes, invests in, and guides pilot projects with these innovators 3. Study Their Impact The Office analyzes the impact of the pilot projects 4. Share The Results The Office makes the evaluation available to other cities and the general public 5. Scale The Projects If appropriate, the Office helps scale the projects within Boston and to other cities The New Urban Mechanics strategy involves five components, enabling the Office to explore and build new ways to engage constituents in the design and delivery of services. draft 3
4. When assessing the impact of New Urban Mechanics, we look at two dimensions: (1) the Office of New Urban Mechanics, which is charged with incubating original projects (2) the impact of the projects themselves Purpose To source, support, study, share, and scale (if appropriate) projects that transform the delivery of City services. Purpose To address core urban issues by engaging constituents. The Office Assessment Criteria Source: Is the office identifying or creating original ideas for City service delivery? Support: Has the office piloted those ideas with maximum public impact and minimum financial risk to constituents? Share & Scale: Are the most effective projects able to be easily scaled within Boston and shared with other cities? Assessment Criteria Impact: Does the project impact the core urban issue it is trying to address? Engagement: Does the project achieve this impact by engaging constituents in the design or delivery of the solution? The Office ’ s Projects The Impact of New Urban Mechanics draft 4
5. Assessing the Office Goal: Identify or Create Original Ideas for City Service Delivery Measured Impact To Date • Over 100 ideas pitched to or developed by the Office • Network of partners built to provide sustainable source of ideas including 6 universities, 7 businesses and non-profits, and 10 government agencies Goal: Pilot high potential ideas with maximum public impact and minimal public cost Measured Impact To Date • 15 projects prioritized for support. • City investment in projects matched 1: 1.6 by private and non-profit resources. Goal: Scale most effective pilots and share findings and projects with other cities Measured Impact To Date • Citizens Connect scaled to full release and 2.0 version • New Urban Mechanics strategy presented to well-over 100 cities • Will be the first City to contribute code to the Civic Commons SOURCE IDEAS SUPPORT PROJECTS SCALE & SHARE draft 5
6. Impact Metric: Platform actively used to shift spending to businesses that employ local youth Crowd-sourcing platform that builds momentum for buying local Citizens Connect Mobile Forester Street Bump Strengthening Neighborhoods Through this network of partnerships, the Office has been able to incubate a series of original pilots targeted to address a key city issue by engaging constituents and new parties in the process. Improving Youth Education Spurring Economic Growth Engagement Metric: Over 12,000 downloads by the public Impact Metric: Source for 14% of all constituent requests to the City Impact Metric: Time on task returned to school day;  pilot  school  metrics  analyzed  summer  ’11 Engagement Metric: Attendance increase at schools, libraries, & community centers; pilot school  metrics  analyzed  summer  ’11 Engagement Metric: Over two dozen businesses competing Impact Metric: Yielded $50K in Venture Capital funding for a new Boston startup Impact Metric: Early stage, but will be % of new potholes reported through Street Bump Engagement Metric: 400+ members of public working on enhancing the app Engagement Metric: Over 100 residents and 8 organizations or businesses involved Impact Metric: In design, but will likely include student attendance and achievement. Engagement Metric: In design, but will likely be use metrics by parents, teachers & youth Engagement Metric: In design, but will likely be use metrics by parents & youth Engagement Metric: Other front line depts. now designing own apps Impact Metric: 60+ teens & young adults offer design suggestions Impact Metric: In design, but will likely focus on student achievement Impact Metric: Arborists 17% more productive through first 2 months Engagement Metric: 8 community workshops facilitated through Hub2 General Release Pilot General Release Mobile app for City arborists to expedite care of street trees Talent-based app designed to help autistic children learn Community planning and design platform based in Second Life Suite of web & mobile apps connecting parents, teachers, & youth Mobile app that automatically detects potholes Mobile app providing easy channel to report issues to City All-in-one student ID that makes whole city a campus for learning Business recruitment challenge in  City’s  Innovation  District Assessing the Office ’ s Projects Boston One Card Pilot Welcome Home Challenge General Release Hub2 General Release General Release SoChange Backpack Apps In Design In Design Technology for Autism Now draft 6
7. BIOGRAPHIES OF NEW URBAN MECHANICS Mayor’s  Chief  of  Staff BILL OATES Chief Information Officer Ma yor MENINO NIGEL JACOB CHRIS OSGOOD Mitch WEISS DANA CONROY Co-Chair, Office of New Urban Mechanics Co-Chair, Office of New Urban Mechanics 5-term Mayor and Original Urban Mechanic Nicknamed  the  “Urban  Mechanic”  early  in   his career for his tireless work ethic and attention to the basics that make for a thriving city, Mayor Thomas M. Menino is a national leader on neighborhood issues. He holds a strong belief that government works best when it focuses on helping people directly and personally. The Mayor is working to inspire a generation of New Urban Mechanics, rooted in the belief that citizens are the best civic entrepreneurs. Chris Osgood co-founded the Office of New Urban Mechanics, bringing to the office nearly ten years of experience in city government. Much of his work during that time has focused on designing operations and policy that help cities engage and respond to constituents. Before joining the City, Chris earned his MBA from Harvard after serving for 5 years in the NYC Parks & Recreation Department as its Chief of Staff and Senior Advisor. Appointed in 2006 and charged with spearheading  the  City’s  technology   initiatives,  Bill  Oates  is  the  City’s  first   cabinet-level CIO. For his work, Bill was named one of the top 25 public sector innovators by Government Technology magazine in 2011. Prior to joining the City, Bill served as the Senior Vice President & Chief Information Officer for Starwood Hotels & Resorts Worldwide, Inc. With an extensive background in collaborative, citizen-facing technology projects, Nigel Jacob co-founded the Office of New Urban Mechanics. Nigel also serves as Mayor Menino's advisor on emerging technologies. In both of these roles, Nigel works to develop new models of innovation for cities in the 21st century. Prior to joining the City of Boston in 2006, Nigel worked for and launched a series of technology start-ups in the Boston area. Appointed in 2010, Mitch Weiss has brought a fresh perspective and renewed urgency to the  Mayor’s  fifth  term.    From  education   reform to economic development, Mitch has spearheaded a range of initiatives in his role. From 2006 to 2009, Mitch was Executive Director of the Tobin Project, a virtual research center based in Cambridge that aims to change ideas about the role of government and democracy. Mitch holds an A.B. and an MBA from Harvard University. New Urban Mechanic After  joining  the  Mayor’s  Office  in  2010,   Dana Conroy has led a series of key projects for the Office. Her portfolio includes the One Card program, the Backpack Apps project with Code for America, and an experiment with the international design firm IDEO to rethink residential trash pick up. Dana holds an MPP from the University of Michigan’s  Ford  School  and  has  experience   working on economic development, anti- hunger and anti-poverty policy. draft 7
8. Press, Presentations, and A w ards Select Press Articles Projects Use Phone Data to Track Public Services New York Times, Joshua Brustein, June 6, 2011 Road Repair via Crowdsourcing MIT Technology Review, John Brandon, May 13, 2011 In Boston, City Hall Pursues Innovation In-House techPresident, Nick Judd, April 21, 2011 Bostonians Engaged In Spotting Potholes NTV (Russian Television Station), A. Veselyovskii, March 2011 Applied Brainpower Boston Globe, D.C. Denison, March 1, 2011 City to create apps for students Boston Herald, Jessica Van Sack, February 20, 2011 Street Bump App Reports Potholes Wired, Mark Brown, February 17, 2011 Boston planning to murder potholes with phone accelerometers Engadget, Chris Ziegler, February 13, 2011 Initiative Launched to Aid Boston Businesses Banker & Tradesman, October 15, 2010 Phone + GPS + Camera = Revolution Governing, Stephen Goldsmith, March 17, 2010 Boston plugs residents with iPhones directly into CRM system American City & County, February 1, 2010 Select Conferences & Seminars Which Featured New Urban Mechanics Major Cities of Europe Conference, 2011 Prato, Italy Future Cities SENSEable Cities Lab at MIT, Cambridge, MA Digital Media & Learning Conference Long Beach, CA Cities, Code & Civics MIT Media Lab, Cambridge, MA Revitalizing Cities Think Tank Harvard University, Cambridge, MA Select Awards & Nominations for New Urban Mechanics Bright Idea Winner Institute for American Government, 2011 Best Mobile App for Government & Participation (winner) World Summit Awards, 2010 Best Mobile Services App (finalist) Massachusetts Innovation Technology Exchange, 2010 Solutions Award Winner (winner) Public Technology Institute, 2009 - 2010 draft 8