Governance Models For Creating Public Value In Open Data Initiatives

This book relies on the conceptual model of Open Government (OG), focusing on transparency and, concretely, in open data initiatives at the local government context with the aim of improving participation and collaboration. Most Open Government models are centered on three pillars: transparency, participation and collaboration. Transparency is a crucial ingredient of OG and, applied to data openness means to ensure that the data are well known, comprehensible, easily accessible and open to all. new governance models based on different open data models have not been proposed up to now. The chapter authors seek to contribute recent research to the discussion on governance models of open data initiatives to support Open Governments with the aim of creating public value. It includes both theoretical and empirical studies on governments models in open data initiatives.

Management of IoT Open Data Projects in Smart Cities demonstrates a key project management methodology for the implementation of Smart Cities projects: Principles and Regulations for Smart Cities (PaRSC). This methodology adopts a basis in classic Scrum soft management methods with carefully considered expansions. These include design principals for high-level architecture design and recommendations for design at the level of project teams. This approach enables the deployment of rule-based linguistic models for IoT project management, supporting the design of high-level architecture and providing rules for Scrum Smart Cities team. After reading this book, the reader will have a thorough grounding in IoT nodes and methods of their design, the acquisition and use of open data, and the use of project management methods to collect open data and build business models based on them. Presents a unified method for smart urban interventions based on the adjustment of Scrum to the complexity of smart city projects Establishes a key model for intelligent systems verification in Smart Cities projects Demonstrates how practitioners can gain from the adoption of rule-based linguistic models

​This book combines theoretical and practical knowledge about key actors and driving forces that help to initiate and advance open data governance. Using Finland and Sweden as case studies, it sheds light on the roles of key actors in the open data movement, enabling researchers to understand the key operational elements of data-driven governance. Examining the most salient manifestations of related networking activities, the motivations of stakeholders, and the political and socioeconomic readiness of the public, private and civic sectors to advance such policies, it will appeal to e-government experts, policymakers and political scientists, as well as academics and students of public administration, public policy, and open data governance.

This comprehensive Encyclopedia is an essential reference text for students, scholars and practitioners in public management. Offering a broad and inter-cultural perspective on public management as a field of practice and science, it covers all the most relevant and contemporary terms and concepts, comprising 78 entries written by nearly 100 leading international scholars.

This report discusses how steering innovation investment in public sector organisations through a portfolio approach can help governments respond to the multi-faceted challenges they face. Portfolio management is a well-known device in the financial sector, allowing for dynamic decision-making processes involving regular reviews of activity and ensuring a coherent distribution of resources among strategic options.

This report provides an overview of the state of open data policies across OECD member and partner countries, based on data collected through the OECD Open Government Data survey (2013, 2014, 2016), country reviews and comparative analysis.

Co-creation, a strategy inspired by product and service design, would stimulate public innovation, improve governance and reinvigorate our democracy.

A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.