Nigel Jacob, Urban Technologist-in-Residence at Living Cities and convener of its City Accelerator initiative, speaks at Lipscomb University's Collaboration 101 conference about leading examples of urban innovation that relied on collaboration and the emerging practice of collective impact to improve the lives of low-income residents.
Jacob is scheduled to speak at 1:50 Eastern/ 12:50 Central/ 10:50 Pacific on Tuesday, October 21.
At 1:50 p.m., former POY and leader of the City Accelerator initiative Nigel Jacob will discuss urban innovations to help the poor.
For public leaders, it's a familiar conundrum: Many governments are perpetually cash-strapped, but demand for their services never wanes. The rise of predictive analytics gives the public sector a tool to deal with the problem by providing data that allows agencies to deploy their resources more efficiently.
It's been nearly two decades since New York City deployed CompStat to identify where crimes were most likely to occur and inform then-Police Commissioner William Bratton's decisions about where to deploy officers. Predictive analytics have come a long way during that time.
Last month the company that won a 75-year concession to operate the Indiana Toll Road filed for Chapter 11 bankruptcy. That's bad news for the company, but not for the road's users. The bankruptcy demonstrates that, if structured correctly, roadway privatization deals can successfully shift risk to the private sector and protect taxpayers.
In 2005, two companies came together to form the Indiana Toll Road Concession Co. (ITRCC), which won the right to operate the toll road in exchange for a $3.8 billion up-front payment. The deal limited how much tolls could rise and included a trigger requiring the consortium to expand the roadway if certain congestion benchmarks were reached. The $3.8 billion threw off about $250 million that was used to fund other state transportation priorities.
Public-sector procurement typically means issuing requests for proposals (RFPs) that describe exactly what government wants vendors to do. The process generally includes long timelines, mind-numbing rules and almost no flexibility. Too often, the winner is whichever company is best at navigating the contracting-compliance maze. And vendors have an interest in limiting the number of potential contractors, with less competition translating to higher costs and lower quality for taxpayers.
But what if the approach prescribed in an RFP isn't the best way to solve the underlying problem? A Philadelphia program called FastFWD recognizes that government doesn't have all the answers and invites collaboration from entrepreneurs.
The recent news that the estimated cost of an ongoing Boston-area subway-line extension has risen from $1.4 billion to nearly $2 billion surprised exactly no one. The more-than-two-decade history leading up to this most recent cost overrun contains a lifetime's worth of cautionary tales for state and local governments.
Almost everyone reading this should have some familiarity with Boston's "Big Dig." After all, you probably helped pay for it. The project included taking down an unsightly elevated roadway and running it underground, extending the Massachusetts Turnpike to Boston's Logan Airport and constructing a bridge over the Charles River. When it was finally completed in 2007 (nine years late), the original $2.8 billion price tag had swollen to $14.6 billion, more than a quarter of it covered by federal taxpayers.
By 2050, more than 75 percent of the world's population will live in urban areas. But without substantive changes in governance, city halls will be unable to meet the needs of this growing population.
Infusing government operations with the latest technological advances is no panacea, but it suggests the most promising way out of business-as-usual governance. The data-driven revolution cannot come soon enough. Too many local governments are mired in century-old, rule-bound structures that stifle collaboration and problem solving. And citizens, whose trust in government is at an all-time low, have little sense that they can play a role in the social fabric of their cities.