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Semelhante a SF Innovation Dept Technology Document Summary
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SF Innovation Dept Technology Document Summary
- 1. Innovation Department of Technology City & County of San Francisco Chris Vein/CIO, Blair Adams/CTO, Ron Vinson/PIO April, 2009
- 2. Introduction
- 3. City & County Population: ~800k Area: 49 Square Miles Trade: $8.8B Higher Education: 45% Seniors: 13.7%
- 4. Government Mayor: Gavin Newsom Employees: 27,000 Annual Budget: $6B Districts: 11 Founded: 1776
- 5. CIO: Chris Vein Governance: Federated Total Budget: $175-250M Total Staff: ~750 Central Staff: 250 $90M Central Budget: Technology
- 6. Free & Open Source Software ‘Free as in Free speech not as in free beer’
- 7. Innovation
- 8. Downturn
- 9. For Real?
- 10. Opportunity
- 11. Leverage IP
- 13. Crowd Source
- 14. Evolution
- 16. Micro-Prototypes
- 17. Embrace Risk
- 18. Not Alone
- 19. Share Alike
- 20. Serendipity
- 21. Inclusion
- 22. Crowd Source
- 24. Pilot
- 25. Navigate
- 27. City & County Outpaced
- 28. Constraints
- 29. Innovation
- 30. New Channels
- 31. Social Networks
- 32. Web 2.0
- 33. Destination
- 34. “Fans”
- 35. Resources
- 36. Demo
Notas do Editor
- Small population in high population region Small area Well educated population - State rate: 26.6% Young constituents
- Large budget and employee base due to county functions
- Four Key Project Areas: Fiber and Spectrum Fundamental Enabling Infrastructure CNC, Citywide Fiber, Public Safety Spectrum Infrastructure Modernization Ensuring Anytime Anywhere Operations Data Centers, Network Architecture, Security, QoS Workforce Collaboration Co-labor Working Toward Common Goal (Co-Sourcing & Crowd-Sourcing) Public / Private Partnerships Web 2.0 Enabling User Collaboration and Communication YouTube, Facebook, Twitter, etc.
- It’s Ok to try new things
- Times have changed and we have a choice to either see this as an opportunity or a crisis
- - Pay yourself first - $150k of Non-labor cost savings = a job saved
- Google Day tied to performance plans Venture capital approach to prototypes and pilots
- Smart people can build and maintain good software when given a chance
- Makes sense of the Chaos
- Customer Outreach and Feedback Tracking New Business
- Constituent value: Tracking Civil Assets, Storm water control, Graffiti removal, Environmental stewardship etc.
- Act on ideas quickly with whatever is handy See prototyping as on the job training
- Standish Group Chaos Report 2004 IT projects: 18% failures 54% late/over-budget 28% on-time/on-budget No category for early / under budget!?
- but it feels that way at times
- Better to share results rather than build the same thing over and over - 58 counties in CA why build 58 GIS systems? - Better to build 1 and make 57 incremental improvements
- Risk of Web 2.0 / FOSS: Loss of Managerial control Works for Gen X and Y but not so much for baby boomers Perhaps the vision was to build a tunnel You might end up with something that serves as at tunnel but doesn’t look like other tunnels you’ve seen
- ‘Seed’ ideas amongst the team through sharing of web news
- Shared technical documentation
- Get the message out using non-traditional means
- Most promising prototypes evolve to grass roots ‘enterprise’ pilots
- Innovation does not mean chaos / do whatever you want Track: Prototype and Pilot candidates Collaboration success stories
- Content published outstrips capabilities of current Web Content Management (WCM)
- Inflexible No new media Scalability limits Budget constraints Low-cost options
- 4 Pillars of Innovation - flexibility - no 1 size fits all - new tools - low cost or free - department owned content - DT infrastructure and customization - new media - integrated
- Launching OpenGov Initiative - 5 New channels to communicate with residents YouTube, Flickr, Facebook, Twitter, Delicious - Open to all City departments
- Leverage free stuff
- Embrace opportunity for transparency in government
- Put the content where most of the people are already going
- A city with “Fans”? Why Not?
- Training Relevant Content Keeping up with Technology trends