Introducing
Jonathan Rewers M.S. Strategic Design and Management Spring 2015
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Table of Contents
1.
Introduction
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2.
Our Problem
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3.
Exploring Possible Solutions
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4.
Early Research and Insights
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5.
Later Research and Concept Development
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6.
Prototypes
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Conclusion
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8.
References
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1. Introduction Our Changing World with the CIty at the Center
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Introduction The world is changing. Today 54% of the world’s population lives in a city increasing to 66% by 2050 (United Nations 2014). As more people live in a city, they will need various services and products to survive. However, we want them to do more than survive, we want our generation, and generations come to to thrive. We want them to live longer, be smarter, be wiser, be better than who we are today. To do that we must design the perfect ecosystem in which creative ideas can be developed, grow, die and be revived. It will be about creating a future and places where the interaction between ideas, people and space happens. We want places where we can tackle the biggest problems facing us and solve them. We have to own those problems, know that they are not too big, and know they have a fix. Simply put, there is not a person on the planet who wants a better and happier world for all of us. The places where all this is going to happen? Cities. Let’s get started.
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Our Changing World - - - The Growth of Cities
By 2050, 2 out of 3 people in the world will live in cities. Cities must be ready for this rapid change.
TODAY
TOMORROW
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2. Our Problem Cities will be at the center of our biggest problems. But are they ready to solve them?
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Our Problem Cities at the Center of the World Cities will be at the center of developing solutions to some of the world’s greatest and most complex problems. To do this they will have to create innovative services and products which improve and transform the lives of their citizens and the experiences of people. While cities around the globe serve as the centers of innovation, cities themselves often find themselves constrained in being innovative. Frequently cities (and in this context city governments) are not designed to support innovation, especially when dealing with “horizontal issues,” such as sustainability or customer experience that are shared responsibilities. Cities continue to be highly sectionalized horizontally between specific policy areas and vertically between administrative levels of authority. Regulations and organizational models, administrative processes and the lack of a strong connection with the client base and end user are all barriers to innovation. With the will often lacking to try original and uncertain methods, innovation is typically driven by small groups of passionate people. 10
While the interactions between the city and people are numerous and growing the responses to those interactions and responses to them are also in flux. Problems are going from simple in nature, where the issue is well at hand and the regulatory or process-driven response is clear, to problems of greater complexity where a solution can be unclear and a greater level of exploration is necessary. Cities also have to deal with more “wicked problems” or those in which neither the problem nor the solution is clear. All of these barriers make it difficult to conduct experiments or look toward creative solutions. For cities to innovate, they will have to look at the interaction between technology, organizational design, management and policy. While there appear to be numerous barriers to developing and implementing innovative design solutions to the challenges cities face, by applying the principles of design and design thinking, these barriers can be removed making cities hubs innovation hubs, great places to live, learn and love.
Barriers to City Innovation.
Bloomberg Philanthropies and many other organizations have identified the barriers for cities to innovate. They include: ●
City governments are not always organized to support “horizontal” issues that are the shared responsibility of multiple departments and chains of command.
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There is a lack of human capital and organizational capacity to take on bold ideas or grand challenges.
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There is a tension between “putting out fires” and managing day-today responsibilities and finding the time and space needed to think, plan, and launch new solutions.
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There are few incentives within bureaucracies to experiment and try new things
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Plenty of motivations to maintain the status quo or settle for incremental change. New programs that fail tend to attract more attention than those that succeed. And when it comes to innovation, there will inevitably be efforts that do not work as planned. 11
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3. Exploring Possible Solutions Is it just an organizational problem?
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Exploring Possible Solutions Cities as Product Developers and Service Providers
“Managing urban areas has become one of the most important development challenges of the 21st century.� John Wilmoth, Director United Nations Population Division
Cities provide products, services and the infrastructure that offer important and quality forming elements of a person’s life. They function much like private businesses in that there is a direct customer and client relationship that occurs between the provider of the service or product and the user of that product or service. This can be something as simple as a visitor or citizen of a city walking on a street. In this sense, the user experience or touch points can be numerous from the condition of the sidewalk, the urban design of the street, the function of the traffic signals, the organizational design of the paint and striping and the enforcement of the laws and regulations regarding its use. In all there are numerous products, services and designs that the user can experience from the simple act of walking out their front door.
An Organizational Design Problem? The question is not necessarily the mission or vision of the organization itself, it is the
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structure and tools used to provide the services and products. The question then became, the barriers to getting this done? Could the structure of government be changed? Perhaps yes, but fast enough to deal with the changes that would be coming? Perhaps a third party was necessary? An independent agency that was not constrained by the barriers of bureaucracy, politics and other systemic barriers that could provide some of the products or services that cities could not.
4. Early Research and Insights Perhaps outsiders know best? Case Studies.
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Early Research and Insights City Experience Cities often reflect a person’s first experiential interaction with government. Cities provide products, services and the infrastructure that offer important and quality forming elements of a person’s life. They function much like private businesses in that there is a direct customer and client relationship that occurs between the provider of the service or product and the user of that product or service. This can be something as simple as a visitor or citizen of a city walking on a street. In this sense, the user experience or touch points can be numerous from the condition of the sidewalk, the urban design of the street, the function of the traffic signals, the organizational design of the paint and striping and the enforcement of the laws and regulations regarding its use. In all there are numerous products, services and designs that the user can experience from the simple act of walking out their front door. The United States continues to see the process of design emerge in government services. It began with a focus on using technology to increase transparency (socalled Open Government). There was
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then a shift to a focus on citizen participation, service delivery, leadership practices, and organizational change. Central to these changes are non-profits such as Code for America, Bloomberg Philanthropies and a number of emerging innovation labs such as Boston’s New Urban Mechanics.
Case Studies Bloomberg Philanthropies One of the primary focuses of Bloomberg Philanthropies is to foster innovation to help mayors solve problems and improve city life. This core mission is not surprising in that Michael Bloomberg, the organization’s founder, was the 108th Mayor of New York serving from 2002 to 2013 and a successful investment banker and CEO. The organization knows that solutions to many of the greatest challenges we face can be found in cities. Bloomberg Philanthropies works with the cities that they are uniquely positioned to overcome obstacles and get things done, but they face an environment of unprecedented challenges including: the lack of financial resources, increasing citizen expectations, and government gridlock. Overcoming
these challenges will not be easy – it will take more agility and creativity than ever. Assistance is provided to cities through various programs. In March 2013, Providence, Rhode Island as the winner of the first Mayor’s Challenge. Providence was awarded $5 million for proposing a plan to overcome a language skills deficit prominent in low-income children. In September 2014, Barcelona won the European Mayor’s Challenge and was awarded €5 million to help improve the quality of life for elderly residents. Mindlab, Denmark Mindlab in Denmark, is a collaboration between three government ministries and one city: the Ministry of Business and Growth, the Ministry of Education, the Ministry of Employment and the City of Odense. Mindlab is a government innovation lab that facilitates the active involvement of citizens and businesses in developing new public sector solutions. The specialize specialises in facilitating discussions between public servants, citizens and businesses to redesign public policy and service delivery in key areas. A unique feature of Mindlab is that there is
a physical space that is specifically designed to be a neutral zone for inspiring creativity, innovation and collaboration. It includes a workshop with meeting spaces with an office space for a small permanent professional staff of around 7. The staff itself includes a number of professional researchers, who work with public servants to develop new ideas and concepts to address problems and improve services. With permanent and seconded or contracted staff, MindLab usually has a staff of about 15. MindLab undertakes 7-10 projects each year for its parent ministries. A project typically involves a team of public servants from one of the sponsoring ministries, who get sent of MindLab for a period of time. In addition to that team’ specific skillset, MindLab adds expertise in qualitative research (including the involvement of anthropologists, sociologists and ethnographers. MindLab’s uses a systematic approach that includes developing and testing solutions for presentation to project sponsors. This process model consists of seven phases: project focus, learning about the users, analysis, idea and concept development, concept testing, the communication of results and impact measurement.
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In addition to its role as project manager/facilitator, MindLab also provides an advisory service to projects being undertaken within its sponsoring ministries; undertakes staff training and workshops to disseminate its findings and learnings; and maintains a network of public and private sector and academic contacts with an interest in innovation in public sector administration. The mix of skillsets is designed to stimulate creative thinking and result in solutions for the public sector. MindLab also hosts a number of graduate students who are each researching elements of public sector reform and thus contributing to the development of new knowledge.
Insights As more of the world’s population move into cities, these organizations will be at the forefront of dealing with not only the issues of day-to-day operations and maintenance, but of dealing with large and complex issues that will require new and innovative methods of organization, service design and delivery and product development. The environment in which cities will
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operate will continually evolve and change. Cities have always been dealing with change, however in the near future this change will occur more rapidly. Cities will need to respond to this change faster, acknowledging that uncertainty will exist in designing and delivering solutions. This is an environment for innovation. However, in a time where cities need to innovate, they face barriers that make innovation difficult to achieve resulting in complex problems going unresolved. Insight: The major issues or problems cities will have to face are from an experience standpoint becoming more “horizontal.� An example would be an issue such as safety. Cities are responsible for creating safe experiences and ensure that their citizenry feel safe. In most cities numerous organizations would be responsible for such a horizontal issue. At first glance, a person would immediately think of a policy or fire department as being responsible for safety; however a planning or building department enforces codes to make sure buildings are safe, a transportation department ensures the safe operation of city streets and a parks department ensures that playgrounds are safe for children. From the user perspective it could be difficult to identify who or what they
need to interaction with when it comes to safety. Also for the city employee, when hearing how “safe” people feel, it may be difficult to understand from what perspective. The feeling or experience of safety is only one example of a horizontal issue that cities must deal with. Insight: In their paper titled Powering Collaborative Policy Innovation: Can Innovation Labs Help? Helle Vibeke Carstensen & Christian Bason discuss the barriers public sector barriers that prevent innovation from occurring. As an example they discuss the “standard operating procedure,” where government organizations work to ensure consistency and service quality, however they argue that such a culture can be a key barrier in creativity and innovation. Many of their findings appear to be shared by the Bloomberg Philanthropies, which as part of its Innovation Cities Program helps cities create spaces to “step away from daily work to rethink issues, reimagine outcomes, and capitalize on bold new possibilities.” This in an environment, noted in the organizations literature where “a tension exists between ‘putting out fires’ and managing day-to-day operations and finding the time and space needed to think, plan and launch new solutions.” The
world is changing, cities are growing much faster, and the issues they must deal with are getting larger and more complex. It would seem that cities must rethink their overall approach in order to improve and transform the lives of their citizens and the experiences visitors perhaps looking to stay Insight: How do we use the principles of design thinking to make cities (city governments) hubs of innovative technology, services, organizational practices, management and policy? Design and Design Thinking would appear to provide the human-centered processes and methods to assist cities transform themselves into hubs of innovation. Cities around the globe are centers of innovation; however it appears that while the populations and businesses use innovative techniques ~ the cities themselves are not as innovative in their own approaches. The research will focus on this question of city government, defining innovation, looking at “innovative cities,” with the findings on how to make cities more innovative in a time where there is rapid change calling for more rapid, experimental and innovative solutions to major problems.
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Insight: Cities in the future will be required to provide more service, quicker and more efficiently, while dealing with changing populations who have quick access to data and expertise in their own right. Cities must innovate in order to be successful in this environment of rapid change. Design principles such as empathy and rapid prototyping are uncommon solutions within the city services industry. Further research into this question will help resolve the question as to how users of city services and products actually feel? How cities could respond to these feelings, while simultaneously coming up with entirely new methods and tools to deal with increasingly complex and horizontal problems.
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5. Later Research and Concept Development What exactly is a City? The Organization of a City Bloomberg & Challenges Parsons Studio Interviews Final Concept
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Later Research and Concept Development What exactly is a City?
“Managing urban areas has become one of the most important development challenges of the 21st century.” John Wilmoth, Director United Nations Population Division
Design begins with observation. So I wanted to take the opportunity to step aside from my own ideas and theories, and test some of the things I have experienced or knew to this point. The first question was simply - what is a city? What was it I was attempting to fix? What was its structure? What are these things we call cities? What do they do? Why? How? Believe it or not most people understand the city as the place they live, but many may not contextualize the impact that these organizations have on their everyday lives not to mention the impact that they will have on the future of how we will live. In simple terms, a city is a designated piece of land where a municipal corporation is established to provide various forms of products and services. If we want to get more technical, a city is what is defined throughout most of the world as a municipal government. The United States Census Bureau defines a municipal governments as: “political subdivisions within which a municipal corporation has been established to provide general local government for a
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specific population concentration in a defined area.” The question then is “to provide general local government?” What does that mean? A city is as much a business as any other we experience in the world. They provide various services and products that we experience everyday. This can be utility services such as water and power, transportation services such as busses and subways, access to facilities such as parks and community centers as well as many other products and services. Cities like any other business have a portfolio of services and products that they present to a market of customers. To give context to these businesses within the United States there were 38,190 general purpose governments (aka cities) identified as part of the 2012 Census of Governments. This included 19,519 municipalities and 16,360 townships. In 2012, the revenue of these organizations was $67 billion, compare that to Google, which had revenues of $47 billion in the same year. Many may think that the Federal or State Government is larger, not true. Of the 22 million government workers in the United States 12.7% were Federal, 24% state and 63.3% were city government workers. The market of cities therefore is vast and wide.
The Organization of a City If cities were not the center of innovation and a reason for that was their structure and culture, what was the background on that? To understand why cities are built into various boxes, functions, organizations, agencies and departments, you need to start with the United States Constitution, or any constitution in most countries. These national constitutions lay out the powers of the government, the separation of powers between the various institutions of government and lay out clearly what the rights of the people are. These often are replicated by the smaller forms of government. In the United States, those are the individual states that make up the union. As states have constitutions, cities have charters. These charters lay out the powers and duties of the city, and what the people’s role is in the interaction between the city and its constituency. If that is the structure, what about the culture and philosophy? Well, we can track the organization of a city back to its national constitution. We can also show a connection between the cultural philosophy and that expressed by cities in general .
Using the United States as an example. The Constitution was developed in an environment in which there was a clear sense from the founders that there needed to be a clear separation of powers between the various institutions of government, that the government needed to maintain stability, and needed not to be overwhelmed by the passions of the people. The best documents that express these ideas are the Federalist Papers. The Federalist Papers were a series of 85 essays written by by Alexander Hamilton, John Jay, and James Madison between October 1787 and May 1788. The Federalist Papers were written and published to urge New Yorkers to ratify the proposed United States Constitution. In lobbying for adoption of the Constitution, the essays explain particular provisions of the Constitution in detail. As Hamilton and Madison were each members of the Constitutional Convention, the Federalist Papers are used today to help interpret the thoughts of those drafting the Constitution. Federalist 37 was written Concerning the Difficulties in Devising a Proper Form of Government. In it James Madison states that “stability in government is essential to 23
the national character.” Federalist 51 specifically speaks to the structure of government and that it must furnish the proper checks and balances between the departments. One of the most critical insights is in Federalist 51, when Madison makes clear that: “it is equally evident, that the members of each
“Each Department should be as little dependent as possible on those of the others.” Federalist Papers #51
department should be as little dependent as possible on those of the others, for the emoluments annexed to their offices.” Madison's key point is that the members of each department should be as little dependent as possible from the members of the other departments, and to stay independent, their own department must not encroach on the others. To secure these ends, Madison suggests that "the great security against a gradual concentration of the several powers in the same department" Insight: City governments were deliberately structured not to be collaborative in nature, be stable and framed to make change difficult.
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Bloomberg Innovation Delivery Grant Program During the course of this work, Bloomberg Philanthropies developed new programs. Specifically, it launched the $45 million Innovation Delivery Grant Program. The grants are to help cities create teams that use data and other tools to come up with ideas for how to tackle problems."We need cities to come up with bigger, better ideas more often, and we don't want to leave innovation to chance." said James Anderson who leads city innovation programs at the foundation. The grant amounts can range up to $1 million per year for a three-year period with the third year funding being contingent on cities beginning to include the innovation teams in their own budgets. The Government Innovation Team’s mission is to give cities the support they need to get there. This includes testing and refining urban innovations and equipping mayors and local leaders with practical tools and approaches to tackle tough issues and enable civic innovation to flourish. The initial roll out of the program, $24 million investment, in five cities — Atlanta, Chicago, Louisville, Kentucky, Memphis, and New Orleans. The current program
awardees include Albuquerque, Boston, Centennial, Jersey City, Long Beach, Los Angeles, Mobile, Minneapolis, Peoria, Rochester, Seattle, and Syracuse. That is a total investment of $69 million, in innovation teams in 18 cities.
Challenges Going Ahead Despite the investment in innovation teams in cities throughout the United States, there will still be a number of challenges to overcome. While these new entities are created, they have to take root. There is still a huge challenge in making these teams last. For that to happen will require collaboration, ensuring continuing funding, getting buy in and executing more than just planning new ideas. The harder part is who to hire? Unfortunately, city organizations cannot only rely on internal expertise for design skills and innovation. There are simply not enough people with the skillset. The market for consultants for design and innovation services is still in development. Design education is still working to catch up. Indeed, one of the best models the Strategic Design and Management Program at Parsons is only graduating it second class.
Finally, with cities (city governments), set up with the foundational culture discussed previously, it will be hard to integrate the collaborations that will be necessary. As cities start working toward more humancentered approaches, organizations must take a much more broad and collaborative nature, becoming like a co-dependent ecosystem. However, the hierarchical organization of cities and to the linear structure will make this transition difficult So what’s the solution? That’s where CITYTHINK. comes into play.
Parsons Intensive Studio Week As I approached Studio Intensive week at Parsons, I walked into the situation feeling that I understood the situation, but not exactly how to approach the solution. The week long studio intensive helped me to formulate my concept CITYTHINK. and determine how it could deal with the problem that I had identified through observations and research. The slides below reflect the concept by January 2015.
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Parsons Studio Intensive Week Concepts
Studio Intensive in January 2015 resulted in the CITYHINK. concept being developed. â—?
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there will inevitably be efforts that do not work as planned.
Interviews With the concept in place, it was time to do some user testing and interviews. A total of 13 30 minute interviews were completed with the following questions asked. Interviewees included City Executive staff, city budget staff, academics, design professionals and politicians. The interview was specifically designed to gain insight as to how one might deal with the barriers that has been observed and identified during the research phase of this project. The interview questions were the following: 1) How to push past incremental improvement to transformative change? Meaning considering different points of view, test new approaches and re-evaluate what excellent work looks like. What are the barriers to reaching this goal? 2) In your opinion, what is a problem that needs to be solved, that can't be? A complex question, but simply put - you know it needs to be done, but because of __________ it just can't be? What are the barriers?
3) If another City had a problem or issue that you have dealt with, designing tools and methods for success? Would you be willing to essentially be "hired" (as an organization) to help them solve it? Why or why not? 4) What keeps City Departments from sharing resources? Do those same barriers prevent cities from doing the same? 5) What does a pilot of the CITYTHINK. concept look like to you? How would you evaluate that it was worthwhile and worked? The main takeway from the interview was that it was best that an insider be the one to pursue the concept. This meant that the actual CITYTHINK. concept needed to be internal to government. The reason being that only an insider could be empathetic and understand system. Many of the interviewees felt the system of civil service and union employment was a barrier to bringing in new people and new ideas however the notion that a union employee and someone pursuing CITYTHINK. then a lot of those perceived barriers would be breached. The feedback from the additional research and the interviews led to changes in the overall CITYTHINK. concept and how the prototypes and services would be developed. 27
Interviews
Design leaders, city executives and budget and performance staff were all interviewed about the CITYTHINK. concept. Here were some of their memorable quotes. Consultant hired after Hurricane Sandy, expert in getting federal funds after Hurricane Katrina but they “did not know the New York Playing field.” How do you deal with the change of a political administration? “A Mayor brings their own culture.” Leadership stuck in its ways can be a barrier to real transformational change. ~ “How we have always done it.” “There are thinkers and doers, the thinkers are beaten down and leave.” “Sometimes its okay to just do, good enough.”
“We have a lot of expertise in house it is just not spread through the organization.” “We have built people’s careers around the existing system.” “It is not on people’s mental map to try somethings different.” “Bandwidth prevents the sharing of information, expertise and resources.” “What’s in it for me, if often a reason we don’t consider sharing expertise or resources.”
“If we bring in someone else, we typically already have our preferred solution.”
“Years of legacy and layers of process led themselves to incremental change.”
“The value of having someone else’s perspective is invaluable.”
“people need security.” “people are afraid of change.”
“Many are vested in the status quo.” “Power is disappropriate in the organization chart.”
“Build on small changes by building internal trust, those small changes will lead to big changes.”
“We need to make cities great places to work.”
“Focus on the problems that keep the leadership up at night.”
“There does not seem to be the interest in hiring and retaining the best people.”
“Be sure to integrate regular feedback.”
“Culture Change is about bringing in new people.” “We all measure success in different ways.”
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“There must be follow-through.”
“Don’t use words and terms that will shape the conversation.”
“Good ideas should be more than just a message, without follow-up they just plain end up on the shelf.”
Updated Concepts resulting from additional research and interviews
The interviews and additional research resulted in changes to the CITYTHINK concept by April 2015. â—?
there will inevitably be efforts that do not work as planned.
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5. Prototypes Quick Background Test
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CITYTHINK PROTOTYPES.
By April 2015 the CITYHINK. Concept had been fully developed, and a proposal for prototype products and services was developed including the following: They include:
Documented Research
Case Studies & Interviews
Developed Prototype Products
The Problem Solving Protocol
Developed Prototype Services
The City Consultancy CITYTHINK. Organizational Design Services
Inquiry into City Organization Discovering the Mental Model (Persona Development)
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The People Principle
Problem Solving Services Change Management Services
The Culture Builder
Prototypes Documented Research User research throughout the course of this project showed two things. First that those within cities, or those professionals working in government were highly reliant on written documentation and documented research for support of any plan or concept being brought forward from an idea to concept. This project, therefore documents the process and research done to get to this point including case studies, interviews and research and insights around the organization of a city. An additional concept the “Mental Model,” represents prototype material reflecting the various personas of those working in our city governments. The CIty Mental Model is meant to have three specific purposes. First, to help leaders and supervisors determine how best to classify a member of their team and come up with specific development goals for that employee. Second, the City Mental Model is supposed to demonstrate the importance of collaboration in building strong teams. No single “archetypes” is meant to be superior than any of the
others, yet they all have their strengths and weaknesses. However, in building strong teams, project leads and organizational leaders are encouraged to build teams to create balance or situations in which each of the archetypes is supportive of one another. In these environments the archetypes enhance each other skills and as a complete team are capable of taking on the most difficult challenges. The three archetypes identified are as follows: The Principled Archetype The Principled Archetype is a person who joins public service because they hold strong beliefs about a particular issue or principle. As such they are passionate about what they do, however due to their passion being focused on an issue or group of issues, they can at time be inflexible and may have trouble communicating, collaborating or even working with those that do not share their beliefs or may have a belief opposite. This can result in things like gridlock. The Process Archetype The Process Archetype is a person who believes that the process itself will often result in the right outcomes, if those processes are followed correctly. They may
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may not feel strongly about any particular issue or principle, other than that the process will win the day. They are excellent systems managers, are detail oriented and tend not to be emotional in the way they pursue day to day business. They can however be inflexible if their step-by-step process is not followed. They cannot necessarily be convinced because they are simply there to do A-B-C-D. They get something from one step to the next, and when they are done, success has been reached. The Emotional Archetype The Emotional Archetype go into public service simply to do good. For that reason, they may not be too fixated on process or specific principles as long as they feel they are doing good. They tend to be in control of their emotions and do not get upset of a process is not filled or compromise is needed. However, they don’t much care about process or principle either. This can make them chaotic, as there is rarely a set process or system as to how they work. They can passionately convince people to do the right thing, but they might always have to be there to make sure that the right thing continues.
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Developed Prototype Products User research and observation resulted in the proposed development of three specific products. As noted, one of the challenges of preparing cities for the innovations they will have to achieve in the near future is the lack of professional public innovators, public sector design specialists or even the education to fully create this class of professionals. The Problem Solving Protocol is design thinking, or simply the recognition that there is a systematic process to problem solving. That problems are simply barriers to innovation, and that they can be taken on. The People Principle focuses on a program started at the San Francisco Municipal Transportation Agency called the Professional Development Series (PDS). It is a mix of personal development and design thinking methods meant to create an empathetic civic designer class. Finally, the Culture Builder is meant to provide a tool to build culture not reliant on a particular leader at a particular time.
Prototypes
The CITYTHINK. Concept is realized through a number of prototypes. Samples are below. â—?
there will inevitably be efforts that do not work as planned.
Principled
Emotional City Metnal Model
Process
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6. Conclusion Let’s make it happen!
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Conclusion Cities will be at the center of our future. They are changing fast, but they are built upon a foundation of stability, not change. They are organized into independent departments, not meant to collaborate, but to ensure checks and balances. Simply put, our cities are not built to innovate in a time when we are counting on them to come up with unique solutions to some of our most difficult problems. There is an answer! CITYTHINK. The research shows that creating internal innovation teams is an important part of ensuring that cities are ready for the future in the near-term. The challenge is to build sustainable systems and organize our cities in a way that they can respond to the most wicked of problems. CITYTHINK. is meant to overcome the challenges of city organization, lack of resources and in some cases lack of will by creating an internal ecosystem of civic design teams ready to take on any challenge. How is CITYTHINK. different? It is by cities, for cities. It is not change from outside, but from within. The process is there, the principles and the will. Let’s make it happen.
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7. References Quick Background Test
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References 1.
Bad, Lynda M. Applegate, and Bruce Har. Don’t Just Survive—Thrive: Leading Innovation in Good Times and Bad (n.d.): n. pag. Web.
2.
"Cable News Network." Most Innovative Cities., 10 Oct. 2014. Web. 11 Dec. 2014.
3.
"City Survey." Controller : Data and Reports. Web. 16 Dec. 2014. <http://www.sfcontroller.org/index.aspx?page=406>.
4.
Dehoog, Ruth H. Made Available Courtesy of Cambridge University Press: Http://www.cambridge.org/ Citizen Satisfaction with Local Governance: A Test of Individual, Jurisdictional, and City-Specific Explanations (n.d.): n. pag. Web.
5.
Dossa, Zahir. "Understanding Sustainability Innovations Through Positive Ethical Networks." Journal of Business Ethics 119.4, Special Issue: on Positive Organizational Ethics (POE) (2014): 543-59. Web.
6. 7. 8. 9.
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Blank Page "Government Innovation - Bloomberg Philanthropies." Bloomberg Philanthropies., 14 Apr. 2014. Web. 15 Dec. 2014.
"Innovation Cities Index 2014 : Global." Innovation Cities Program Index City Innovation for USA Canada., n.d. Web. 15 Dec. 2014. Investor.google.com,. '2015 Financial Tables – Investor Relations – Google'. N.p., 2015. Web. 14 March 2015.
"New Urban Mechanics: A City Movement Focused on Civic Innovation." New Urban Mechanics. N.p., n.d. Web. 15 Dec. 2014.
10.
Osborne, Stephen P., and Louise Brown. Handbook of Innovation in Public Services. N.p.: n.p., n.d. Print.
11.
Ssireview.org,. 'Design-Led Innovation In Government (SSIR)'. N.p., 2015. Web. 18 March 2015.
12.
Thomas.loc.gov,. 'The Federalist Papers - THOMAS (Library Of Congress)'. N.p., 2015. Web. 12 March 2015.
13.
U.S. Census Bureau, 2012 Census of Governments: Finance - Surveys of State and Local Government Finances.
14.
"Which Services Are Citizens Most, Least Satisfied With?" Which Services Are Citizens Most, Least Satisfied With? N.p., n.d. Web. 15 Dec. 2014.
15.
"World’s Population Increasingly Urban with More than Half Living in Urban Areas | UN DESA | United Nations Department of Economic and Social Affairs." UN News Center. UN, n.d. Web. 15 Dec. 2014.
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