Let’s assume you are the CIO of a public enterprise — one typical in that it is led by a committed but financially stressed elected official. You can see through the morass of new technologies great opportunity for the jurisdiction, but not one without startup expenses and changes in IT governance. What might your message be as you approach the boss and other agency heads to make your case for how mobile tools, data mining and cloud software can be combined to improve responsiveness? It might include the following elements:
As we have observed governments starting a data office or team, these keys to success have remained constant across geographies and levels of government.
Stephen Goldsmith is the Daniel Paul Professor of the Practice of Government and the Director of the Innovations in American Government Program at Harvard's Kennedy School of Government. He previously served as Deputy Mayor of New York and Mayor of Indianapolis, where he earned a reputation as one of the country's leaders in public-private partnerships, competition and privatization. Stephen was also the chief domestic policy advisor to the George W. Bush campaign in 2000, the Chair of the Corporation for National and Community Service, and the district attorney for Marion County, Indiana from 1979 to 1990. He has written The Power of Social Innovation; Governing by Network: the New Shape of the Public Sector; Putting Faith in Neighborhoods: Making Cities Work through Grassroots Citizenship; The Twenty-First Century City: Resurrecting Urban America, and The Responsive City: Engaging Communities through Data-Smart Governance.