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By 2050, two out of every three people on the planet will live in a city. Urbanization and new ideas go hand in hand; by their very nature, cities have long served to create pockets of innovation, changing and improving the way we live our lives in the process. Historically this process was organic and somewhat serendipitous, but modern advances in technology mean that today\'s city administrations can play a more deliberate role in accelerating and nurturing innovation. The stories hidden in even the most routine city data sets give insights into how real people live their lives, enabling government to do more than simply clean the roads or provide clean water. Armed with these data points on what people do - not what they say they do or what they wish they did - government can create tailored solutions for their residents and discover what works, all without breaking the bank.
Government is often thought of as a place where good ideas go to die. We who work in local government know this is not true. We also know, however, that cities\' current set of approaches and solutions won\'t be enough to address our most pressing challenges. We need more and fundamentally different ways to deliver public value, and to understand and address wickedly complex problems. This guidebook is intended to give local leaders a practical, action-oriented framework for breakthrough innovation: a set of approaches and practices out of the startup and municipal innovation worlds that help practitioners break out of deeply embedded assumptions about how government is supposed to operate and open new possibilities for problem-solving and impact.
If you want to encourage a behaviour, make it Easy, Attractive, Social and Timely (EAST). These four simple principles for applying behavioural insights are based on the Behavioural Insights Team's own work and the wider academic literature. There is a large body of evidence on what influences behaviour, and we do not attempt to reflect all its complexity and nuances here. But we have found that policy makers and practitioners find it useful to have a simple, memorable framework to think about effective behavioural approaches.
This report examines the meanings and practices associated with the term \'smart cities.\' Smart city initiatives involve three components: information and communication technologies (ICTs) that generate and aggregate data; analytical tools which convert that data into usable information; and organizational structures that encourage collaboration, innovation, and the application of that information to solve public problems.
Europe\'s cities need entrepreneurship and innovation to secure their long-term economic, cultural and social prosperity. This report proposes a set of tools cities can use to stimulate the creativity and social innovation they need by drawing on external innovators and advisers.
The Behavioural Insights Team now has a growing programme of work that seeks to understand better the impact of individual's and businesses' behaviours on the economy, in order to find new ways of improving policy in the UK and overseas. For example, the interventions we started in UK Jobcentres two years ago have now been rolled out nationwide and introduced by governments in Singapore and Australia.
The Social and Behavioral Sciences Team 2016 Annual Report highlights SBST's progress implementing the President's directive over the past year in eight key policy areas: promoting retirement security, advancing economic opportunity, improving college access and affordability, responding to climate change, supporting criminal-justice reform, assisting job seekers, helping families get health coverage and stay healthy, and improving the effectiveness and efficiency of Federal Government operations.
Unlocking the potential of data and evidence to inform decision making is key to ensuring cities thrive in the 21st century. Through What Works Cities\' early efforts, we\'ve learned that cities across the country are sold on the value of using data and evidence to make informed decisions for their communities; the demand is robust. But a wide gap exists between cities\' desire and their ability to implement evidence-based practices. This brief quantifies cities\' current practices around the use of data, based on an analysis by The Bridgespan Group of What Works Cities applicants. The analysis is focused on information from the 39 cities visited by What Works Cities and supported by surveys from all 115 applicant cities. Consider that 81% of cities have engaged the public on a strategic goal, yet only 19% of cities publicly communicate their progress towards meeting that goal. And while 70% of cities are committed to using data and evidence to make decisions about city programs, only 28% modify existing programs based on the results of data and evaluations.
For generations, cities have been places where people of every background have sought opportunity. But as urban economies have evolved in recent decades, our cities have experienced sharp growth in economic disparities, and many communities have suffered. Addressing these disparities requires leveraging cities' economic assets in order to better create, prepare people for and connect them to economic opportunity.