ccip annual report 2012 1
TRANSCRIPT
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ANNUAL REPORT
2012
www.ccip.newamerica.net
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ADVANCING INNOVATION IN LOCAL GOVERNMENTS
The California Civic Innovation Project (CCIP) aims to diffuse innovation in Califor-
nia local governments through researching and recommending organizational and
emerging practices that enable the creation and adoption of innovative policies,
technology, and programs that deepen community engagement and accelerate civicinnovation. Our research and practical exploration aims to break down barriers to
innovation within municipalities allowing for deeper relationships between resi-
dents and government.
Municipalities are responsible for providing services and support to the communi-
ties they serve, and in that mandate they are also responsible for delivering services
and engaging with the community in ways that are inclusive. Too often local gov-
ernments do not effectively collaborate with residents to solve chronic community
problems and they are unable to adapt to the emerging needs of their constituents
because they lack the organizational conditions and practices that foster innovationand the adoption of innovative solutions.
Innovation is simply the creation of new or improved methods, services, or prod-
ucts that meet the needs of the users. Without the ability to promote and adopt
innovative practices, local governments will continue to struggle to meet the needs
of residents. Participatory and inclusive governments are those that have the ability
to adapt to changing community needs, leverage outside expertise, deliver effective
and impactful services and involve residents in public decision making. To make
the changes we want in government the CCIP is dening methods and emergingpractices that enable municipalities to foster and adopt innovative practices.
In our rst year we have assembled a team of staff, interns, advisors, and partners
that are dedicated to supporting CCIP in achieving long-term sustainability and
changing the way California local governments work.
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CALIFORNIA CIVIC
INNOVATION PROJECT
PARTNERSHIPS
LOCAL GOVERNMENTS
CIVIC ENGAGEMENT
RESEARCH
KNOWLEDGE SHARING
PILOT CITY PARTNERSHIPSWhen the CCIP was launched the project focused on practical experiments to test vari-
ous partnership models that would eventually lead to an innovation process that could
be replicated in cities throughout the country. As a lean team with two staff members, in
order to reach our goals we needed to identify a way to create a repeatable and scalable
process that spurred innovation in cities. Weve found that partnerships are innovation
models that can be replicated by local resources and scale regionally or nationally if
needed.
This section describes the three partnerships that we piloted over the past nine months,
the learnings from the partnerships, and impact each project has on its community.
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California Civic Innovation Projects Role
Like Participatory Budgeting itself, the evaluation process is a collaborative effort of
diverse actors with different skills and levels of involvement. CCIP is acting as a co-
evaluation coordinator with UC Berkeleys Goldman School of Public Policy and the
Participatory Budgeting Project. As an evaluation coordinator the CCIP staff are able to
provide valuable expertise in conducting research, gathering data, and understandinghow the evaluation data can inform the team about the success and failures of process,
baseline level of community engagement, patterns of on-going engagement due to
the process and various other data points about participation and the impact of the PB
process.
The CCIP will produce a report in August 2013 that evaluates the impact of PB on:
the relationships between residents and the City of Vallejo
civic engagement in the city
changes in the community as a result of the process
The report will also include recommendations on:
how to improve the PB process for future engagements
how the design of the process impacts public participation
how participatory processes can be applied to other civic challenges
CITY OF VALLEJO - PARTICIPATORY BUDGETING
In 2012, Vallejo, California launched the rst city-wide participatory budgeting (PB)
process in the United States. The City of Vallejo will invite residents to decide how to
spend over $3.4 million in sales tax revenue. Through a year-long PB process, thou-
sands of residents will engage in critical discussions and decisions about the future of
the city. The process aims to generate more informed spending, develop new grassroots
leaders, build stronger communities, educate the public, expand civic participation,
and forge deeper connections between government ofcials and citizens.
It was a way to give back to the community and alsoput a different face on Vallejo because instead of beingthe largest city to declare bankruptcy rst in Califor-nia, we became the rst to have participatory budget-ing. - Marti Brown, City of Vallejo Councilwoman
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Impact of Participatory Budgeting in Vallejo
CCIP got involved in this project because we are interested in the numerous impacts
participatory budgeting can have in a community. A study conducted by the World
Bank reported that positive impacts from participatory budgeting can include:
government accountability
democratic practice
improved trust in government
Participation has also improved relations between citizens and local authorities, ascitizens feel that local authorities have become more transparent and trustworthy. Ad-
ditionally, social justice is advanced through the entrance of traditionally excluded
groups and citizens into vital decision-making venues.
Timeline
PB in Vallejo will involve ve main stages. Below is a plan for the PB process in
Vallejo:
Planning (June-October 2012) Neighborhood Assemblies (October-December 2012)
Budget Delegate Meetings (January 2012 April 2013)
Voting (May 2013)
Evaluation, Implementation, and Monitoring (July - August 2013)
Photo courtesy of pbvallejo.org
Photo courtesy of pbvallejo.org
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CITY OF OAKLAND - CITYLABS
It was in pursuit of the Mayors Challenge contest of Bloomberg Philanthropies that the
City of Oakland, New America Foundation, and California College of the Arts partnered
to develop the CityLabs project. The CityLabs will bring together cross-functional city
employee teams to develop new ideas, as well as to deconstruct existing government
processes and redesign them from the ground up. CityLabs is planned as a physical de-
sign laboratory within City Hall for staff to collaborate with each other and community
partners. This will create space for ideas to collide, cross-pollinate, and with new staff
training, move into action.
CityLabs will also provide ongoing training to staff in leadership building, human-cen-
tered design, digital storytelling, communications, civic engagement and technology,
and will provide City of Oakland staff and community partners with co-working space,
online tools and resources that are proven catalysts for creativity.
California Civic Innovation Projects Role
As a partner on this project, the CCIP has consulted with city staffers on the concept,
facilitated community meetings to discuss the proposal, and met with various internal
city staff to solicit buy-in for the project. The project has support from the highest levels
of city leadership and will continue to move forward with support from the Mayor and
partners.
Oaklands CityLabs Impact
CityLabs will achieve the following outcomes:
New ideas and processes will develop that improve service delivery and increase
efciencies in local government processes - demonstrating to residents that the city is
actively trying to serve them better, and allowing City staff to do more with less.
The City staff will grow their capacity to innovate through leadership training and
investment in new technology, ultimately making the City work better, faster and
cheaper.
Action-oriented results will be developed that better the experiences of constituents
and create better access points into City Government.
Timeline
In early November the City of Oakland learned that it was not selected as a nalist in the
Bloomberg Philanthropies Mayors Challenge. The CCIP continues to support the Citys
efforts to prototype the CityLabs in early 2013. This support includes conceptualizing the
program, facilitating connections between city staff in Oakland and other cities that have
similar programs, and continuing to get buy-in from city staffers.
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CITY OF SAN FRANCISCO - CIVIC MARKETPLACE ALLIANCE
Our cities need new models for delivering services and ultimately engaging with
residents. Without the ability to adopt the technologies that are ubiquitous in public
life, government continues to become less engaged, less representative of its con-
stituents, and increasingly less capable of providing public services.
The Civic Marketplace Alliance is a collaboration between the City and County of
San Francisco, the California Civic Innovation Project, and the HUB Bay Area com-
mitted to creating a sustainable market for emerging civic technology, such as SMS
technology that provides food pantry locations to low-income families or data visu-
alization tools that display government data on a map - beginning with community
needs assessment and resulting in bringing solutions to market.
California Civic Innovation Projects RoleCCIP is pursuing this partnership because it will allow us to move the needle in
civic technology. When ideas and products being hacked everyday have an entry
into our local governments there is real hope that signicant and lasting change
will occur.
In this partnership the New America Foundations CA Civic Innovation Project will:
Collaborate with local governments within the CCIPs network to determine
systemic challenges facing California cities
Lead dening and promoting best practices that emerge from creating the part-
nership Create a model and process that can be replicated and provide support to Cali-
fornia cities wanting to expand the civic marketplace
Civic Marketplace Alliances Impact
The Civic Marketplace is the creation of a sustainable marketplace for civic-focused
businesses and products. The marketplace also creates the following benecial
outputs:
Emerging civic enterprises that improve the quality of life for many
Products that can be piloted and used within local governments
Unifying local communities through needs identication and solution building
Mutually benecial public / private partnerships
Timeline
The Alliance is currently seeking funding to pilot the model and pursue replication
in other cities in early 2013.
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RESEARCH PORTFOLIOCCIPs research program complements its partnerships by dening processes of in-
novation that can be modied and replicated to scale approaches beyond the initialspaces in which we have established partnerships. In general, the CCIP is inter-
ested in research that sheds light on how local governments innovate and engage
their communities, as well as work that helps to dene and engage the eld of civic
innovation.
Though our research draws on a variety of elds and methods, including those used
in academia, our main focus is on producing actionable research that has wide dis-
tribution and that can be produced relatively quickly in response to demonstrated
need or interest. Our primary audience is those who work in local government and
those who run organizations that cater to this group.
The relationship between CCIPs partnerships and its research portfolio goes in
two directions; research informs what types of projects CCIP will pursue in future
partnerships, and current partnerships inuence the direction of CCIPs research.
In some cases, research projects may also involve their own partnerships. This is
the case for the evaluative report that CCIP is undertaking of Participatory Budget-
ing Vallejo, in collaboration with the University of California-Berkeleys Goldman
School of Public Policy, with on-the-ground support from the Participatory Budget-
ing Project.
Partners that are engaged for research are able to leverage something that the CCIP
cannot provide on its own. For example, we have partnered with membership or-
ganizations to distribute the CCIPs knowledge sharing survey of local government
staffers, and the CCIP plans to make recommendations to those professional asso-
ciations about how to improve knowledge sharing practices.
Our initial research portfolio consists of two projects: a study of how knowledge
sharing related to innovative practices and approaches occurs between staffers in
different local government, and a project to dene civic innovation. Both will playan important role in shaping the CCIPs research and partnership agenda in the
future.
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LOCAL GOVERNMENT KNOWLEDGE SHARING NETWORKS
In September 2012, CCIP began an exploration of how innovation spreads in local
government, through a study of how local governmental leaders use formal and
informal networks to share information. The project uses a diverse set of method-ologies -- from conversations with experts on networks and city administration, to
surveys and interviews with public servants and city government associations, to
documentation of knowledge sharing practices in several innovative projects under-
taken by cities in California.
Together, these methods will allow us to explain how city staffers currently receive
and disseminate information related to innovation, the barriers to more effective
diffusion of ideas and approaches, and the ways in which existing formal networks
might be modied to promote better collaboration and communication. We hope
that the study will build on successes in the civic innovation space by helping to
institutionalize the spread of innovation within and between cities. We seek to
provide a roadmap to formal networks for effective modication and replication of
successful projects. Along with a number of mid-project deliverables, including
several policy briefs and standalone articles, we anticipate a nal research report to
be released in March 2013.
DEFINIING CIVIC INNOVATION
Now more than ever our local governments are looking to their residents to lenda hand - while they cut back on services due to budget shortfalls and layoffs. This
renewed reliance on the community creates an opportunity for civic innovation
that wasnt possible in the past, and hopefully creates a collaboration that sustains
as our cities evolve.
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Through a literature review we will develop an overview of civic innovation and
present a denition that does not solely rely on technology or government as en-
ablers. The literature review will inform a more in-depth report to be published in
the rst quarter of 2013 that provides a point-of-view on the meaning of civic in-
novation and the inuence it has on current public policies and community engag-
ment in California.
COLLABORATIONSCODE FOR OAKLAND
Code for Oakland is an annual hackathon where programmers, community mem-
bers, and city leaders come together for a day to build mobile applications for
Oaklanders. In July, Alissa Black served on the planning committee for Code for
Oakland and helped to organize listening sessions at four Oakland libraries to
give residents an opportunity to identify issues or challenges that they would like
for technology to help solve. Additionally, Alissa got sponsorship from a technology
company, NeighborLand, to offer their online community collaboration platform
for free to residents of Oakland as an online site to generate ideas for applications
(mobile apps) for the community.
Code for Oakland was later described by Forbes as The Most Diverse HackathonEver.
CIUDAD MOVIL (MOBILE CITY) - MEXICO CITY HACKATHON
In September the CCIP and Future Tense, a partnership between the New America
Foundation, Slate, and Arizona State University, helped to organize a three-day
conference and hackathon in Mexico City focused on open data and open govern-
ment. The CCIP was involved in this event because it provided an opportunity for a
California local government (the City of San Francisco), and two California-based
technology companies, to share best practices and innovative ideas with Mexico
City ofcials and entrepreneurs.
The collaboration produced multiple articles in Slate, including one authored by
Alissa Black The Most Important Important Information is Missing from Yelp.
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2013 ROADMAPINSTITUTE FOR THE FUTURE - REGIONAL CIVIC LABS
The CCIP and the Institute for the Future (IFTF) have proposed a series of regionalcivic labs in California to kick-off in early 2013. The core aim is to discover new
ways for leveraging a regions talent and technology assets to support the functions
of our cities while also encouraging the development of new forms of community
engagement.
With its long history of foresight work related to technology and society, IFTF pos-
sesses the unique capacity to frame potential futures of communities for diverse
audiences. The CCIPs Director, Alissa Black, has extensive experience facilitating
collaborative and innovative efforts between cities, the business community andgrassroots developers. Combined, the organizations have the capacity to engage
effectively with these groups to help these stakeholders to draft their own strategies
for leveraging new technology options.
With a deep understanding of regional needs and coordinating local governments
to think regionally and act locally, the regional civic labs could be highly replicable
in regions throughout California.
Timeline: We are currently seeking funding to launch the labs throughout California.
ARIZONA STATE UNIVERSITY INNOVATION FELLOWSHIP
Through generous support from Arizona State University the CCIP is hiring an In-
novation Fellow to expand the project throughout Southern California. The CCIP
Innovation Fellow will test and pilot innovative practices that diffuse innovation in
local governments, and seek opportunities to replicate policies, programs and tech-
nologies that deepen the engagement between municipalities and residents.
Timeline: We will begin recruiting for the fellowship position in early 2013.
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DISSEMINATION OF RESEARCH FINDINGS
Our research plan includes disseminating our recommendations to local govern-
ment professional associations and local government employees. The CCIP is part-
nering with a number of professional associations to conduct our research and wewill use their networks to share our ndings.
Timeline: We will produce a report with our recommendations in the rst quarter
and convene stakeholders to discuss our ndings.
REPLICATING PILOT PARTNERSHIPS
The CCIP plans not only to share the outcomes of the partnership models, but to
replicate the partner projects in other CA cities.
Timeline: We are aiming to create new partnerships in Southern California in the
rst quarter.
DAVENPORT INSTITUTE - ONLINE ENGAGEMENT TRAINING
The Davenport Institute leads successful public engagement trainings for local gov-
ernments throughout California. With public engagement moving online and more
governments embracing transparency, CCIP and the Davenport Institute felt it was
necessary to develop a training program that provides local government employeeswith knowledge about open government, open data, and mobile engagement. The
training will also equip government participants with tools to assess their cities
needs and to develop an action plan to move their cities toward more openness
and mobile engagement.
Timeline: We are currently developing the curriculum and plan to administer our
rst beta training in early 2013.
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ADVISORY COUNCIL & STAFFADVISORY COUNCIL
Amy Dominguez-Arms, Program Director, The James Irvine Foundation Gunnar Hellekson, Chief Technology Strategist, Red Hat
Hilary Hoeber, Portfolio Lead, IDEO
Malka Kopell, Malka Kopell Consulting
Tina Lee, Director of Northern CA Outreach & Innovation, State Controllers Of-
ce
Lenny Mendonca, Director, McKinsey & Company
Jay Nath, Chief Innovation Ofcer, City & County of San Francisco
Jennifer Pahlka, Founder and Executive Director, Code for America
Pete Peterson, Executive Director, Davenport Institute
Adrienne St. Aubin, Public Policy Analyst, Google
Alissa Walker, GOOD Ideas for Cities
CCIP STAFFAlissa Black, Project Director
Based in the Bay area, Ms. Black is exploring the use of innovative technologies,
policies, and practices that engage disadvantaged communities in public decision
making throughout California.
Prior to joining New America, Ms. Black was the Government Relations Director
at Code for America, a non-prot organization that helps governments work better
through the use of technology and new practices. She also has extensive experi-
ence as a leader in local government, having worked in the New York City Mayors
Ofce and the City of San Franciscos Emerging Technologies team.
Rachel Burstein, Research Associate
Ms. Burstein is investigating how local governmental leaders use formal and in-
formal networks to share information and make decisions, and how innovationspreads within and between cities.
In addition to her work at the New America Foundation, Ms. Burstein is pursuing a
PhD in History at the CUNY Graduate Center. Her dissertation examines the pub-
lic relations strategies of American labor unions between 1947 and 1959.
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BY THE NUMBERS
600+ Newsletter subscribers
24 Blog Posts
11 Advisory Council Members3 Pilot City Partnerships
2 Research Projects
2 Project Collaborations2 Articles Published
2 Staff
2 Interns
www.ccip.newamerica.net