The main assignment for this class is the development of an operational plan for a data-driven policy and program reform in one government department/agency (e.g. public safety, transport

BUILDING BANDUNG DIGITAL SERVICE DEPARTMENT OF COMMUNICATION AND INFORMATICS REFORM PLAN

Civic Analytics and Urban Intelligence Hanfie Vandanu [email protected]

BANDUNG, JAWA BARAT INDONESIA

Since the 2010s, cities have focused on smart cities development in Indonesia. Many local governments have been trying to adapt and utilize the digital solution to help serve their citizen. Bandung city is one of the cities actively launching digital services through its agency. Yet, Bandung’s department of information of technology has not been able to adapt to the required changes to accommodate the faster technology and data-based initiatives.

The city has not followed the new needs of the smart city initiative to transform its organizational structure to accommodate a more fast, quick response to change and iterative development. Current structure and people formation has been a challenge for Bandung city to adapt quickly. Reform action is needed to improve city performance on delivering technology solutions.

The Bandung Digital Service Master Plan is a vision for Bandung’s digital reform. It tackles today’s challenges of mishandling of technological practices within the administration. The master plan is written to prepare the government to utilize the technology to help serve citizens better. It will showcase the current issue and opportunity to resolve it and show the strategy that can be implemented for Bandung’s digital transition.

E X E C U T I V E S U M M A R Y

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Currently, most digital products and services of Bandung city are being handled through the procurement process by hiring IT vendors to develop a product. The current organizational structure and talent formation in the informatics department of Bandung city is not ready for a quicker technology and data-based product and services development.

The present talent structure is more dedicated to informatics policy development than products and services development. Existing products and services provided by the government are not maintained, many display outdated information. Some of them also have low-quality and fragmented products. The current structure and process are not ideal for the city to move forward.

There is a need to reform the current organization and talent structure within the Bandung city informatics department. This reform is needed so that the administration can utilize the technology to serve the citizen effectively and efficiently.

THE STATE OF Bandung City Administration’s Technology Ecosystem

About: Organization – Department of Communication and Informatics

Background vector by GraphiqaStock – freepik.com

Bandung City Communication and Informatics Agency Organization Chart

The government of Bandung consists of 34 agencies and 12 departments. Currently, the body responsible for all technology deployment in Bandung city is the Department of Communication and Informatics.

Department of Communication and Informatics’ core function is to regulate informatics policy in the City. However, as technology and the smart city concept develop, it becomes an integral part of the City’s decision-making and the primary tool to use the latest technology to serve citizens.

Each agency is currently handling the deployment of tech products and services in Bandung with a consultation with the department of communication and informatics. Many agencies have already deployed their products and services. But the process is not standardized, making this products/services building process inefficient and not maintained properly.

To better understand the condition of Bandung City’s technological challenges, the writer conducted interviews with former staff for Mayor of Bandung. The latter has been working on a digital strategy previously implemented in Bandung City and knows the current administrative structure’s problem. Several points been made, and these findings can be divided into several focus category:

FINDINGS + OPPORTUNITIES

BUSINESS PROCESS

TALENTS

FINDINGS OPPORTUNITIES

Current process slowing down innovation and response.

The rigid structure of government is required for accountability. However, it might slow down the opportunity to innovate. The long process to coordinate and the requirements of permits to release data are giving disincentive for those who want to innovate within the administration.

Establish a new business process to accelerate innovation and government response

There are several framework and study to address this issue. One of them that can be implemented is the agile methodology—initially made for a software development environment. Agile can be used within a government environment to adapt and address a problem quickly, iteratively within a loop of feedback to improve the response of a problem.

Inexperience, more on policy-oriented team rather than technical one.

Many of the staff within the agency are specialized in policy development for informatics and technology. As technology has become an integral part, building a dedicated IT team become necessary.

Value saving for the cost of talent acquisition compared with hiring IT vendors

Hiring a capable technical team can save time and the cost of the government. It might look costly at first, but the investment of hiring the right people will impact the performance of deliverables and services that will be provided to the citizens.

Illustration by stories – freepik.com

STANDARDS

DATA INFRASTRUCTURE & CITY APPLICATION

Lack of standard, low quality of code.

There is no software building standard and guideline that IT vendors can use during product development. Building products and services without standards and guidelines can cause several issues. Salesforce stated the importance of having a standard in software development is to avoid inconsistent code that might be leading to security vulnerabilities, performance issues, inconsistent user experience, and other issues such as the code becoming difficult and expensive to maintain.

Issues with deployed application

Some applications deployed in Bandung are currently inaccessible, neglected, and redundant. This shows inefficiency and a lack of planning. There is no capable maintainer with the required technical skills to maintain the complex apps already built for the city.

Developing a standard to streamline all digital products and services in Bandung City

Creating a standard to look up for both code and design will help the government have good quality apps with consistent looks and feel that will help the citizens. It will also be easier and have a lower cost to maintain.

Build a management team that will maintain, update, and manage city’s application and data infrastructure.

The team will be responsible and focused on managing all the city’s applications. So, it can be updated and fixed quickly when things go wrong. The in-house team will also have a better insight into the limitation of the city and formulate a solution that the city can build later

ORGANIZATION

Data Silo caused by structure, culture, and slow procedure

Talend’s Knowledge Center defines a data silo as a collection of data held by one group that is not quickly or thoroughly accessible by other groups in the same organization. The currently closed organization structure is nurturing the development of data silos in the government.

Introducing a new culture and framework to improve data sharing and interoperability

There are several approaches to address data silos from forming in the organization, such as simplifying the organizational structure, reforming the organization culture that incentivizes data sharing and openness between groups, and introducing tools to make data sharing between groups in the organization more manageable.

FINDING OPPORTUNITIES

Closing Culture Gap To address the culture clash that might have happened due to the conservative and responsive contrast. One of the most critical roles in this transition plan is to bridge the culture gap. Several ways can be done, such as setting expectations, hiring an external consultant to guide the administration, monitoring and evaluation during the process, and catching feedback to learn what works and what to improve to achieve the goals.

Simplifying Organization Structure The complexity of organizational structure is making coordination is more complicated. Besides simplifying, the organization might also experiment with another form of coordination such as holacracy, a decentralized management and governance method that distributes authority and decision-making process. They might test it in smaller scope to see if it is working, then expands it further.

Talent Acquisition and Capacity Building Bringing high-quality technical talents to fill the product development function in the administration. The department can also train the current staff and upgrade their skills to work on the new culture and skillset required to build and maintain their product.

STRATEGY

ORGANIZATION REFORM

Business Process Reform Simplifying and streamlining the process to build digital products and services. By shortening the process and removing obstacles to incentivize the department’s innovation.

Procurement Process Reform Highlighted by the Deloitte report on Agile Government transformation. The government can accelerate the procurement process through digitalization to acquire technology as needed. Reforming the procurement process, especially for digital programs, can help city administrations be more responsive to handling unexpected problems.

Example: India’s government can reduce procurement process time due to covid-19 emergency by introducing a e-portal for item purchases.

A. Data Strategy This covers data infrastructure, data collecting and cleaning process, and building standards to enable interoperability between agencies in Bandung City (e.g., tourism data, fire department data. Etc.)

Data Management Different agencies and departments in the city have other formats and standards. Data management will be essential to standardize the data and keep it to be easy to be utilized by different agencies when needed.

Data Access Having access to data library from multiple agencies will help to gain new insight that previously undiscovered.

Example: by having access to data from spatial planning department and public works department. The city’s investment agency can map the investment potential of the city by considering the city’s infrastructure and spatial plan.

Geospatial data Infrastructure Not only tabular or statistics data, having a proper geospatial data infrastructure is essential to visualize the findings. It will be helping the decision-maker to understand precisely where an intervention/policy making is needed.

STRATEGY

BUILDING STANDARD AND GUIDELINES

Metadata It is important to have organized and complete metadata as it connects two or more separate datasets to create meaningful information. Having robust metadata will help the data used to find which data can be used later in product/insight development.

Public Access for Public Collaboration and Hackathon Challenges After having completed data infrastructure, another way to utilize the data and gain new insights is by encouraging the public to crowdsource and see the innovation that can be made from the available data.

B. Guidelines Covers the guidelines for data sharing and design system

Data Sharing To help building a better solution, data sharing is essential. A guideline to ensure the data created within the government environment is critical to ensure data silos will not form in a department.

Design System Building a design system will help the government make recognizable, accessible, and mobile-friendly government products and services that work and feel similar across agencies.

Example: U.S. Federal Government under U.S digital services has an official U.S Web Design System (USWDS) designsystem. digital.gov to make it easier to build accessible and user-friendly government websites.

C. City Application

Single Sign On Single sign on is a technology that will help to organize multiple website login into a single account. By centralizing all products and services login details in a single account it will be easier to maintain.

Example: U.S government has its own SSO provider called login.gov. It provides a simple, secure, and private way for the public to access government website.

Centralized on main website (public facing) Building a central portal to list all government services across agency will help to showcase all the services the city government provide in a single place.

Example: NYC official homepage is listing all their resources on the homepage such as, service status, NYC 311 problem report, and upcoming city events.

STRATEGY

BUILDING STANDARD AND GUIDELINES

Maintainer, Deployment and Monitoring Having a dedicated team to maintain all the applications within the government is essential. To make sure if there is any issue occurred, it can be addressed quickly

Data API + Open Access Building a proper open data portal that can communicate with other applications through API is vital to promote and accelerate civic innovation that is brought by academia and general citizen.

CONCLUSION To implement technology solution for Bandung City, decision maker should be ready to accommodate the infrastructure, talents, guidelines among other things. As the end goals cannot be achieved through shortcut by using third-party IT vendors procurement. In a long run the investment will be benefited the government and the citizen in general.

Even though moving agile in the government sector is considered not compatible with the nature of stability public sector, the element of collaboration, adaptation, and iterative review will bring improvement to this sector.

By building Bandung Digital Service, the administration can oversee, synergize the technology solution that will be implemented in Bandung City. They will be able to react responsively, maintain the technology, building a positive culture of innovation both inside the government and amongst its citizen and academia.

REFERENCE

Advice on Running a Government Agency Like a Startup, from SomeoneWho’s Tried It https://hbr.org/2017/04/advice-on-running-a-government-agency-like-a-startup-from-someone- whos-tried-it

Salesforce Development Standards https://architect.salesforce.com/deliver/release-management-templates/development-standards/

What are data silos https://www.talend.com/resources/what-are-data-silos/

Bandung City Official Website https://bandung.go.id/

Bandung Department of Communication and Informatics Official Website https://diskominfo.bandung.go.id/

12 Principles behind the agile manifesto https://www.agilealliance.org/agile101/12-principles-behind-the-agile-manifesto/

Holacracy https://www.holacracy.org/explore

Infographic vector created by vectorpouch – www.freepik.com https://www.freepik.com/vectors/infographic

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

INDEX

Executive Summary

Analyzing stakeholders

and funding

Challenges anticipated

and mitigation plans

Future Scope & Conclusion

Pro tip: Click

on the boxes

to directly

access

respective

sections

Proposed solution

Implementation roll-out

plan

Introduction

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

1. Executive Summary

The NYC Department of Education’s sustainability program is a pioneering endeavor to

include schools and students in the war against the most important enemy of our times –

Climate Change. The DOE and its schools are putting their best foot forward; however,

they struggle with scaling and innovation without easily accessible expert help and

support. In this paper, I recommend a solution of data and technology and manual efforts

that can help build a decentralized collaboration between NYC Schools and NYC

Businesses (for-profit and non-profit) to help enhance school sustainability efforts and

quality of sustainability education amongst students. The meaningful partnerships

facilitated can ensure that schools are not just ramping up their existing improvements,

but also play an important role in ensuring that the next generation is mentored well and

prepared to take charge. The future is green!

2. Introduction

2.1 NYC DOE Office of Sustainability

New York City has formed a dedicated Office of Sustainability in its Department of Education. The Office has designed programs to help schools participate in waste management, recycling, in-school gardening, energy upgrades, and most importantly educate and engage students in various sustainability initiatives and policies. Their key commitments are [1]: ▪ Improving school building environments by reducing greenhouse gas

emissions, maximizing waste diversion, and creating green spaces

▪ Empowering diverse school communities to create positive, sustainable

changes

▪ Creating meaningful learning experiences for all stakeholders by

developing coalitions and communities

▪ Developing new approaches, partnerships, and implementing technologies

to drive school facility improvements and address dynamic community

needs in a changing climate

2.2 Sustainability focused Businesses in NYC

NYC is an extremely fertile city for any innovation to take root and grow. Thus, it comes as no surprise that there are a plethora of businesses and non-profits with focus on solving urban sustainability problems, that call the city home. Some relevant examples are:

▪ Businesses:

a. BrightFarms – Designs, builds and operates ultra-local urban farms

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

b. Radiator Labs – Makes existing radiators in steam heated buildings energy efficient

▪ Not-for-profits: a. GrowNYC – Seeks to improve NYC’s quality of life through

environmental programs b. NYSUN works – builds innovative science labs in urban schools

Many of them, especially non-profits already have worked with the Office of Sustainability in the past as vendors for individual projects or schools.

2.3 Challenges in existing sustainability efforts by schools The initiatives and constant effort by Office of Sustainability and enthusiastic participation by schools have led the program to be a visible success. As of FY20, over 1,600 NYC schools have designated a Sustainability Coordinator, and over 60% of them have a sustainability plan and Green Team in place [2]. Schools across the boroughs have benefitted from this and have started solar energy, in- school gardening, waste management and sustainability education projects. However, there are challenges and scope for improvement in existing processes. Following are a few challenges relevant to this proposal: • Schools have the willingness and funding to implement the initiatives, but not

the technical expertise and exposure [3] • Space and available infrastructure are limited, so schools need innovative

solutions for their sustainable upgrades [4] • Not all schools have a sustainability coordinator or a plan in place [2], such

schools need partnerships with a business for an offsite location, potentially shared by multiple schools for the initiatives [5]

3. Proposed solution: The Businesses for Sustainable Schools Portal (BSS)

3.1 Vision

A data enabled sustainability partnership portal between schools and businesses The project proposes the creation of a digital platform for connecting NYC schools’ current efforts with private companies, small businesses, non-profits etc. who are interested in helping build elements of sustainability as defined by DOE (such as waste management, recycling, in-school gardening, energy upgrades, raising awareness). The business gains space for development/ positive visibility for their firm, internships, and/ or meet their CSR goals.

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

3.2 The need of the portal and overview of its workings

The Office of Sustainability already partners with over 50 non-profits for different green initiatives [1], however the office itself becomes a bottleneck in the partnership process. Sustainability coordinators must go through the Office for reaching out to any vendor partners and do not have a decentralized way to make new partners [3]. Moreover, the existing process does not allow for for-profit collaborations.

The portal seeks to be a decentralized networking location, where schools and partners can input their information and needs. The portal will be connected back- end to existing databases with basic information about schools like their location, available resources etc. Sustainability Coordinators need to login and fill details about partnerships needed by the school. All existing and newly approved partners would need to login to the portal as well and fill in their basic details and resources being provided, and expectations from school. Schools can search for partners by location and facilities being provided and reach out to the partners directly.

3.3 Benefits of the solution over current process

Below are some key benefits derived is that this solution over current process: 1. Eliminates the need to funnel every request through the Office of Sustainability 2. Creates an easy database of facilities available for all schools to view and

access 3. Creates an accessible data environment for industry partners who are

interested in working with the schools

3.4 Data Collection strategy

Most of the data required for the solution is already available with Office of Sustainability or collected from schools annually through a survey [4]. Data required from business partners would need to be input into the portal and verified by an official.

▪ Key data required from schools are:

1. Available space/ resources 2. Sustainable features needed 3. Profile information (location, size etc.)

▪ Key data required from approved partners (mostly to be self-filled in portal): 1. Profile information (about, location) 2. Services being offered and associated details 3. Expectation from school for partnering in each service

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

3.5 Working of the portal:

3.6 Main features of the proposed portal, sections, and sidebars

If you login as a

school, you can see

some useful

resources, your

school’s details, your

existing partners, and

other businesses

offering partnerships.

Go on! Click on

“Explore Partners”

Logging in as a partner would

be very similar, except you

will see your account

information and would be

able to “Explore Schools”

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

The “Explore

Partners” page lets

you search for a

partner based on

location or services.

Partners are also

automatically

recommended based

on multiple factors

The “Explore Schools”

page lets you search

for schools on a map

[6]. Clicking on each

school gives you

detailed information

about the schools (a

map of all schools

along with key details

already exists and

requires some

tweaking for the

solution

Vaishnavi Muthukrishnan (N13910281) Civic Analytics and Urban Intelligence Project Report

Project: Facilitating School-Business partnerships to enhance NYC DOE’s sustainability plans

3.7 Addressing security and privacy concerns for the portal

The technological solution comes with potential security and data privacy concerns which are imperative to address and constantly monitor. Because the solution asks schools to declare data about their resources and needs, it opens them up to businesses that might look to take undue advantage of them. Below are a few ways security and privacy concerns can be addressed:

1. A clear legal declaration of privacy rules and regulations to be followed by partners while dealing with school data

2. Thorough assessment of new businesses willing to be partners 3. Secure login credentials provided only to designated representatives on

both ends, and timely maintenance and update of portal security

4. Analyzing feasibility, stakeholders, and funding

4.1 Key stakeholders and beneficiaries

There would be three key stakeholders and beneficiaries in the process:

1. Schools and school sustainability coordinators, especially the ones

without networks and private resources

2. Businesses looking to give back to the society in profitable terms

3. The Office of Sustainability – if managed successfully, the portal would,

in the long run reduce their dependency on sustainability initiatives by

schools

4.2 Funding plans

Funding would be mainly required

USEFUL NOTES

Development of an operational plan for a data-driven policy and program reform in one government department/agency (e.g. public safety, transportation) or nonprofit (e.g. the Red Cross or Rockefeller Foundation).

Introduction

Developing an operational plan for a data-driven policy and program reform in one government department/agency (e.g. public safety, transportation) or nonprofit (e.g. the Red Cross or Rockefeller Foundation).

The agency or organization should have clearly identified goals and/or outcomes for which it wants to improve through data-driven policy and program reform. Define the goals/outcomes of the policy and program reform. Identify relevant data sources that can contribute to the goals/outcomes. Provide an assessment of the quality of the data available from the identified sources Discuss any potential barriers that may hinder data collection efforts or analysis (e.g., privacy concerns, operational costs, inadequate technological infrastructure). Outline a plan for implementing your analysis plan above including who will be involved, how they will be involved, how long it will take and how much it might cost.*

The agency or organization should have clearly identified goals and/or outcomes for which it wants to improve through data-driven policy and program reform.

The goals/outcomes should be specific, tangible, measurable and realistic.

• Goal: Improve performance by reducing disparities in the provision of services among different groups of beneficiaries.

• Outcome: A reduction in the duration of hospitalizations among low-income adults with asthma or chronic obstructive pulmonary disease (COPD) who use Medicaid compared with those who do not receive insurance coverage from private health insurance plans or Medicare Part D prescription drug coverage

Define the goals/outcomes of the policy and program reform.

To define the goals and outcomes of the policy and program reform, it’s important to consider what you want to achieve with your efforts. This can be done by identifying what is being measured, not how it will be measured. For example, if you want to reduce traffic congestion in your city by 30%, then one way to do this would be by measuring the number of cars entering each day into different parts of town (e.g., residential vs commercial).

You should also make sure that everything is measurable so that it can be tracked over time. For example, if a certain percentage of traffic accidents occur because drivers were speeding at intersections where there were no stop signs or red lights present then having those intersections removed would help reduce accidents among drivers who may not even realize they’re breaking laws while driving down busy streets at high speeds—a great example here being distracted driving!

Identify relevant data sources that can contribute to the goals/outcomes.

Data sources are the information you can use to help achieve your goals and outcomes. They might be internal or external, public or private. Internal data sources include those that are generated by an organization’s own employees (e.g., surveys), while external data sources include those collected by other organizations (e.g., government agencies). For example, if you want to develop a policy reform plan for public safety in one department or agency within the government of Canada, then you will need access to relevant public safety statistics from Statistics Canada; however if this same department/agency does not have any such statistics available then they would need access through another source such as Crime Prevention Canada which provides similar information but with more detail about what constitutes “public safety” within their jurisdiction so that they can allocate resources appropriately based on these factors (and ultimately improve outcomes).

Provide an assessment of the quality of the data available from the identified sources.

The first step in this process is to identify the data quality issues. These may be:

• Data incompleteness

• Data inconsistency

• Non-randomness of data collection and processing, such as biases or errors in measurement instruments

The solutions to these problems will depend on what type of information you are trying to capture. For example, if you want feedback about public safety officers’ performance (e.g., police officer arrests), then it would make sense for your organization not only to collect information about arrests but also their training history, disciplinary actions taken against them by other police agencies or departments within your city/county/state/country; other factors such as age demographics could also help determine if there is a higher risk associated with certain demographics than others (for example younger ages tend not only have higher rates but also greater potentials).

Describe in sufficient detail the analytical approach needed to achieve the goal(s)/outcome(s). Be as specific about what kind of statistical analyses, machine learning models, etc., are necessary to achieve those goals.

You should describe the analytical approach needed to achieve the goal(s)/outcome(s). Be as specific about what kind of statistical analyses, machine learning models, etc., are necessary to achieve those goals. If you’re working with a government or nonprofit organization that already has an established data collection process in place and you want to use their existing data sources (e.g., police records), it’s important for your proposal to outline how this will work and why it will provide better results than trying to collect new information from scratch.

If there are any potential barriers that may hinder data collection efforts or analysis (e.g., privacy concerns, operational costs), discuss them with your supervisor so they can be addressed before proceeding further with developing an operational plan for collecting and analyzing relevant public safety-related data sets from multiple sources within one department/agency or nonprofit organization

Discuss any potential barriers that may hinder data collection efforts or analysis (e.g., privacy concerns, operational costs, inadequate technological infrastructure, etc.).

It is important to consider these issues in order to ensure that your institution can collect the necessary data and analyze it in a way that will be useful for policy-making.

Outline a plan for implementing the analysis plan you’ve outlined above, including who will be involved, how they will be involved, how long it will take and how much it might cost.Step 6

• Identify who will be involved in implementing the analysis plan.

• How they will be involved. The implementation team should consist of one or more individuals from each department/agency that were affected by the policy change, along with a representative from each stakeholder group (e.g., members of the public safety community). The number of people on this team may vary depending on how many stakeholders are represented; however, it’s important that you identify how many people belong to each category so that your report doesn’t become too lengthy if there aren’t enough representatives for all stakeholders’ needs.

• How long it will take for them to complete their tasks and what resources they may need beyond those already within their possession at this point in time.* What additional costs might exist if these resources aren’t available?

Step 7

The implementation plan should include a detailed schedule, budget and project manager. The project team should include representatives from the department/agency or nonprofit organization who will be responsible for carrying out the work identified in your strategic plan.

The communication strategy should be included in this section as well. It may be difficult to determine what is happening within your organization without some type of monitoring system in place; therefore, it’s important that you have someone assigned with this task so they can report back regularly on how things are going and if there are any issues arising during implementation.

A formal process by which a government department or other organization can define their needs with regards to data-driven policy and program reform.

A formal process by which a government department or other organization can define their needs with regards to data-driven policy and program reform.

The process should be implemented by a team of people with different skillsets. The goal is for this team to come up with an operational plan that can be used as the foundation for all future efforts in this area. This includes:

• An outline of what needs to be done (i.e., who, when, where)

• How these goals will be achieved (i.e., how quickly will this happen?)

Conclusion

Now that you’ve worked on this project, you should feel confident in your ability to write a well-defined process for data-driven policy and program reform. You can use the structure we outlined above as a guide, but remember that this isn’t an exact science—you’re free to make changes as you see fit!