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Stephen Goldsmith

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.

Philadelphia’s unique model for data and GIS governance, combining the roles of GIS lead and chief data officer, offers an example for other cities looking to get more out of existing data systems.
Officials predict city budgets will be cut anywhere from 15 to 40 percent in the next year. The best way to do more with less is to use data as a tool to find out what works and where there’s opportunity to save.
A few years ago, the role of chief data officers was relegated to the most innovative and forward-thinking cities. Now, CDOs are actively shaping the environments around them with data science.
Though meant to make decisions around criminal justice, policing and public service easier, some are concerned algorithms designed by humans come with inherent bias and a need for oversight.
The thriving Canadian municipality of Mississauga is harnessing innovative technology and stakeholder buy-in to become a model for connected communities.
As more advanced consumer tech comes online, how can cities take advantage of it?
In an increasingly tech-centric world, emergency preparedness means including data in drills.
New York City's CTO, Miguel Gamiño, has a vision for how connected technology can make our lives better.
By relying on evidence and rigorous research, Washington, D.C., is putting their own lab to the test to improve city operations.
Planning for the future technology needs of a major city takes foresight, planning and the ability to spot an opportunity on the fly.
Using data from both government and volunteer sources is key to an effective disaster response strategy.
Cities should work with their neediest citizens, rather than just for them.
Limiting the amount of paperwork residents have to fill out could make for easier, more efficient service.
Nudging resident behavior through friendly competition can encourage participation in activities with social value, while simultaneously improving people's relationship with government.
Redesigning a government website should be about more than attractiveness and easy navigation.
Civic tech competitions require much more than putting a bunch of developers in a room and letting them go to work.
D.C. has used the results from low-cost, randomized evaluations to improve local government programs and processes
By planning strategically and measuring critical operations, the city has improved service delivery.
The city has developed a comprehensive inventory of every department's data
For Seattle, it was important to develop a policy that fit the needs of the community, particularly in the realm of privacy.
Can private company that specializes in airport management, with access to worldwide technology and best practices, produce more customer satisfaction, better airline relationships and more net revenue?
A look at successes of participating cities that highlight exemplars of selected criteria and showcase the range of accomplishments using data.
New analytical tools are allowing policymakers to focus on community wellness, not just on treating sickness.
We've just begun to tap the potential. What does 2017 have in store?
When technologists meet with capable public servants, they not only engender new digital solutions to improve citizens’ lives, but also develop ways of operating government that are leaner, cheaper, and more responsive to civic demands.
Common data formats and unified data services lay a foundation for organizational intelligence.
It enables more efficient and effective government. The obstacles are often more rooted in folklore than in law.
Mississippi's capital is showing that you don't have to be a Chicago or a New York to make good things happen.
Mississippi's capital is showing that you don't have to be a Chicago or a New York to make good things happen.
Encouraging informed disagreement is the only way a public leader can learn whether an initiative might -- or might not -- succeed.