To search for model legislation, research, reports, and more, type your area of interest into the search bar above. You can filter your search by state, level of government, document type, and policy area to match the info you need to your unique community’s progressive goals.
In recent years, cities have become the drivers of government innovation. As urban growth has exploded over the past half century - increasing from a third to nearly 60 percent of world population today - local officials have been forced to solve problems and generate new ideas, policies, and approaches. From New York to Medellin to Copenhagen, mayors and city managers are finding novel ways to address some of the biggest challenges facing society, whether combating entrenched poverty, financing new infrastructure projects, or protecting the environment.
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.
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.
Anchor institutions can be important drivers of economic growth. Through their spending and investment, employment and contracting, and their ability to generate ideas, information, and talent, they can spark innovative enterprises grounded in place. Their existence can be especially important in older, industrial cities bereft of other major employers, but their presence is felt in virtually all metropolitan regions. In a growing number of places, local and regional organizations are engaging anchors as important partners to advance equitable growth by creating opportunities for low-income residents and communities of color to be the workers, innovators, and leaders who will propel the economy.
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.
A report examining the University of Pennsylvania's economic imapct on Philadelphia and Pennsylvania.
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.
Anchor institutions (often referred to as "eds and meds") are place-based enterprises, firmly rooted in their locales. In addition to universities and hospitals, anchors may include cultural institutions (such as museums), health care facilities (such as nursing homes), and municipal governments. Typically, anchors tend to be nonprofit corporations. Because they are rooted in place (unlike for-profit corporations that may relocate for a variety of reasons, such as lower labor costs, more subsidies, or fewer environmental regulations), anchors have, at least in principle, an economic self-interest in helping ensure that the communities in which they are based are safe, vibrant, and healthy.
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.