In the nation’s capital, 28 percent of children live in a household that’s below the federal poverty line, and another 20 percent grow up barely above it. As executive director of DC Action for Children, NationSwell Council member HyeSook Chung studied exactly where this deprivation could be found and, more importantly, why. “What are we doing that’s not working, and why are we investing in it?” she asks repeatedly. Unlike the ideological think tanks that populate D.C.’s corridors, she’s a relentless empiricist who searches for answers in data. At DC Action, she partnered with DataKind and joined the Annie E. Casey Foundation’s Kids Count community to publicly post a number of visuals about the city online, graphically comparing, say, youth unemployment, Medicaid enrollment or the number of parks in every D.C. neighborhood. Last month, Chung accepted a new role as D.C.’s deputy mayor for health and human services. As she makes the transition, NationSwell caught up with her to discuss the data-driven accomplishments at her last job and reflect on what her new role means for the city.
How does better data guide decision-making in Washington, D.C.?
At DC Action, we were the first ones to really look at the neighborhood level. Looking at wards — the equivalent of a county level — was too broad. As a parent, I live in D.C. and my kids go to DCPS, and I wanted to know why parents in certain areas were able to move the needle, despite the lack of support from the city’s administrative offices. With neighborhood data, we could question why a cluster of a few elementary schools were doing better than all the others in that ward. It could be race or income, but I wanted to know exactly why.
That led to visual analysis and asset-mapping that we can show a council member. “Look at grocery stores and the lack of fresh produce in Wards 7 and 8. Look at the poverty in Wards 1, 4 and 5 that’s starting to kick up.” We were able to have a different conversation with city leaders. Some of the big fights in the city are about state representation and all the things happening on the Hill, so I don’t think they were ready for an organization to show up with data on the neighborhood level. Because then, the solutions are really localized solutions, not these macro, citywide policies. That’s a different way of thinking: One solution is not going to meet the needs of all 108,000 kids under 18.
There’s been a lot of debate about how data can be misused. How do you avoid trusting misleading figures or building biased algorithms?
Data is not so black and white, especially in human resources. People dealing with people is very subjective. How can you have an automated evaluation for hiring or firing? In public education, there’s this drive for outcomes in test scores that need to be improved if the teacher is to be effective. I heard from one teacher who scored 6 percent [in his evaluations] one year, then 97 percent the next. The educator said that nothing changed; the calculations were just different those two times. Their salaries, pensions, even their jobs are determined by these equations some person is putting together. That is one thing about open data about which we have to be conscientious.
As the repository for Kids Count at DC Action, we focused on making sure we had the most up-to-date, reliable, unbiased data out there, but we also kept track of how that data is used. We all have biases that data can further or can debunk. We took our role very seriously to be as unbiased as we could, to give as much context as we could, then let the data speak for itself.
How can service providers change their operations to keep better track of their data?
I was training a few of the intake coordinators at one community-based organization, and I walked them through why everything they do is so important to track. I referenced Amazon: As a user, every movement, every click is tracked to give me popups based on what I might like. For nonprofits, the only difference is you meet families and children every day, and you have all these interactions and conversations. But none of that is being recorded or tracked. One of the pitfalls of social finance data is that we’re very great about tracking quantities and caseloads, like how many families you served or how many kids graduated, but we’re not so good about tracking progress or the quality of services. That’s been something I’ve been pushing recently: It shouldn’t be about how many preschool slots we have, because we have to narrow down how many of those are quality. They’re not all equal. We’re trying to set a new bar. Caseloads are not enough information to show progress.
DC Action, in making public data widely available, is really just scratching the surface on the reams of information agencies could collect. What does the future look like if the public sector fully embraces this tool?
Can you imagine what the impact would be on the social-service sector if we had real-time data? It’s profound: Netflix and Amazon are able to adjust, in a matter of seconds, based on consumer knowledge. At nonprofits, we have a long way to go to embrace that and redefine accountability. Of course, it’s not truly transferrable from the private sector, but our decisions about service delivery could be much more engaged and responsive to live information from a family. We have to be careful; we don’t want to profile. But how do we translate, with these ethical and business questions in mind, those insights to the social sector to be more effective for families? That’s my interest. I want to get to a place where we can say, “Because of this investment here, we had this result.” It’s not about money; it’s about how we use the resources we have. If a program is not improving outcomes, have the courage and the data to adapt it. We’re not quick enough, and that’s frustrating to me. I just don’t know why we are in this rut of not giving our kids what they deserve.
How do you define leadership?
Two words come to mind: integrity and resiliency. Being an executive director is really hard work. I’ve made decisions, I’ve dealt with funding changes, I’ve let go of friends and fired people. At the end of the day, if my integrity is intact, I can go to bed, knowing I did the best I could. There were plenty of times I cried a lot and had to make hard decisions. But the work continues, because the bottom line is kids need us. The mission keeps us moving.
Why did you decided to take a new job in city administration?
At DC Action, we were called upon by the mayor’s executive offices to help make data-informed decisions. In many ways, we were partners in an advisory capacity helping departments achieve results and made decisions based on outcomes, not simply compliance. After meeting with Mayor Muriel Bowser, I knew [this job] was another wonderful opportunity to push our starting principles to a much larger scale. The mayor invited me into the administration to help highlight the critical importance of data-driven work for some of the toughest challenges we have before us as a city: homelessness and reform of the Temporary Assistance for Needy Families benefits. As a public servant, I am thrilled to be asked to think more strategically and systematically about how we can truly make a difference in the lives of our residents in need.
To learn more about the NationSwell Council, click here.
Tag: Open Data
Which States Are Tops in the Open Data Movement?
As more local municipalities join the open data movement, the Center for Data Innovation, a think tank, has assessed which state governments are actually measuring up with the best policies.
A new report ranks states based on progress with open data policies and digital accessibility to data portals. Hawaii, Illinois, Maryland, New York, Oklahoma and Utah are the top six states, respectively, in making strides with the open data movement.
The report also finds that 10 states currently maintain open data policies, and all but one offer an open-data portal. (New Hampshire being the exception as the only state with an open-data policy that doesn’t offer complete datasets.) Over the last two years, five states have created new policies while four have amended existing ones. Overall, 24 states offer some form of an open data portal, including some without policies in place.
The rankings were determined based on four categories including the presence of an open-data policy, the quality of the policy, the presence of a open-data portal and the quality of that portal, according to Government Executive.
The report also explores common elements among those states with the most successful open data campaigns, including data being open by default — which includes public, expenditure and legislative records — as well as being released in a non-proprietary format or a machine readable format. A universal format is important in order for nonprofits, businesses and other users to process and translate the datasets. For example, if a state releases data in a PDF or DOC, it may not be considered effective because the format is not machine-readable.
While some states have polices on government transparency, the report points out that often that translates to publishing data on only a few topics, which is a good starting point, but not comprehensive enough.
“While a general transparency portal is a good start, open data portals can help increase transparency and accountability by opening up all government data, non just certain types of records,” the report says.
MORE: To Increase Government Transparency, San Diego Joins the Open Data Movement
To Increase Government Transparency, San Diego Joins the Open Data Movement
Help Wanted: A chief data officer.
Employer: The California city of San Diego.
Earlier this month, the City Council’s Economic Development and Intergovernmental Relations Committee (ED&IR) approved an open data policy, which means the city will release its data sets, making them free and accessible and begin coordinating open data efforts between departments. To help facilitate this, they’re needing a chief data officer to help hit the ground running.
“It’s time for San Diego to join the open data movement — to get data out of silos at City Hall and realize its potential to spur economic development, improve municipal operations, and enhance public participation in government,” said Councilman Mark Kersey, Vice Chair of the ED&IR Committee.
The policy needs full City Council approval before officials expect it to go into effect no later than October 1 of this calendar year. The San Diego City Council first approved a resolution to create an open data policy in December 2013, when the ED&IR committee began seeking more public input to finalize a draft.
The new policy was presented by San Diego’s Open Data Advisory Group, which includes members of San Deigo’s tech industry. It’s also endorsed by San Francisco-based open data group Code for America, as well as the local advocacy group Open San Diego.
First on the list is to hire a chief data officer and modernize the municipal website, according to San Diego 6.
San Diego is one of dozens of cities across the country marching toward government transparency and connecting with the local tech sector to update the often-antiquated processes of municipality. Earlier this year, Indiana Gov. Mike Pence issued an executive order to create the Management and Performance Hub (MPH) to coordinate data across the state while Chicago’s Department of Innovation and Technology (DoIT) has focused on open data through its massive online data portal. Meanwhile Boston and New York have implemented data dashboards, providing real-time reports on everything from crime to education statistics to help local leaders in governing.
Though creating a policy is just the first step, San Diego’s role is an integral part of a national movement that will reshape how think about government and policy.
MORE: Why Local Governments Are Becoming More Data-Driven
The 7 Smartest Uses of Technology in Government Today
Ahead of our July 30 lunch with Rachel Haot, we’re surveying the best applications of new technology in government across the country. Click here to write Rachel a question or idea, and we’ll pose it to her.
- ShotSpotter
This Milwaukee-based program relies on microphones in public places to instantly identify a gunshot by its sound signature. One thing this technology helps to prevent is false alarms: sometimes people confuse fireworks or tires going flat with gunfire. But more importantly, it notifies the authorities to actual gunshots, since in the vast majority of cases residents do not report them — even when they clearly identify the noise as such. In Milwaukee, one city that’s found success in ShotSpotter, only 14 percent of residents dialed 911 upon hearing gunshots. This is partly out of fear of retribution, but also a tragedy of the commons problem. ShotSpotter is now live in 75 American cities, including Washington, D.C. and most recently, New York City.
- NYC OpenData Portal
After Rachel Haot wrote the era-defining Digital Roadmap for NYC in Spring 2011, the city followed up on her instruction to make as much data open to the public as possible. Since then, New York City has published more than a thousand datasets on the usual topics like education, health, transportation and crime. This is an inherently transparent move: more of what the government knows about itself is now available to its citizens. Even better, it’s also proven to be a good first step in government-citizen collaboration. Some amazing visualizations have been derived from the data, including the Breathing City and the Collisions by Time of Day map:
- Grade.DC
Our nation’s capital is on the vanguard of discerning public opinion through digital interaction. Check out grade.DC.Gov: through it, any Washington, D.C. resident can grade any aspect of the city’s service. Every day, the mayor and his staff receive an analysis of the feedback, so they can focus their efforts on what citizens need most at that moment. They can also geo-target the responses, enabling them reallocate resources by district. In June they averaged an A-. Not bad.
- Predictive Policing (PredPol)
We know what you’re thinking: Minority Report. Yeah, kind of. This California program uses data to allocate policing resources to areas where criminal acts are more likely to occur. Its advantage lies in its bigger-picture comprehension of crime. Instead of issuing a blanket designation that certain areas are heavily problematic, PredPol analyzes each individual crime against a history of similar transgressions from the past, to calculate an array of probabilities. When the LAPD ran the program against its own internal data processing, PredPol was twice as good at predicting where wrongdoings would occur. Founded by a mathematician from Santa Clara University, the system incorporates some of the techniques that geologists use to predict earthquake aftershocks.
- Diplopedia
The State Department has this well-named internal wiki where diplomats and their staffers share vital but sensitive information about all kinds of things. The rules and principles are very similar to Wikipedia’s, including the requirement to adopt a neutral point of view, cite professional sources, and defer to others. It’s almost two years old and a model of intra-government collaboration and information sharing.
- FastFWD
This program is like Code for America, but for infrastructure. Run out of the Wharton School of the University of Pennsylvania in Philadelphia, FastFWD pairs entrepreneurs with local governments to solve civic engineers’ and public officials’ infrastructure problems. Their goal is to push projects through the pipeline much faster, more affordably and with greater impact. Its first class of entrepreneurs graduated this summer.
- Smarter Sustainable Dubuque
Dubuque is a town of 58,000 on the eastern border of Iowa. In 2009, it partnered with IBM to install smart water meters — which flag overuse and monitor leaks — in 300 homes. During the program’s first year, participating residents used almost 7 percent less water.
Sources: Digital Transformation: Wiring the Responsive City; WhiteHouse.gov; StateTech Magazine
Google Creates a Better Way to Help You Find Your Local Lawmakers
Google just rolled out a few upgrades to its Civic Information API that “lets developers connect constituents to their federal, state, county and municipal elected officials—right down to the city council district.” In a blog post, Google stated that its API has already allowed developers to create apps for U.S. elections, but few offer ways to find lawmakers at the local level. You can already see the features of the new API in action via partner websites such as Change.org and Popvox. As with any open data project, the process is ongoing and open for testing and feedback. If you’d like to help test or weigh on on the new features, visit Google’s Developer Forum.
Source: Google Developers