Already Beyond the Data Portal

I was inspired by a recent piece by the wonderful @jedsundwall on his gov3.0 blog about the need to be going beyond data portals (much like a recent book I contributed too focuses on BeyondTransparency, shameless plug yes).

Jed totally hits it with this assessment of a growing attitude in local government towards just getting the data out:

It’s time to acknowledge that data is not made useful simply by making it available online. As we work to make data open and available, we also need to train people who can help make it accessible and useful.

In cities locally and globally the concept of open data is being pitched by vendors as a simple, turnkey thing they purchase and simply check it off their list of good government tasks.  Not enough cities have realized that this huge data resource is an amazingly underutilized and under-leveraged resource for them. In Oakland, so much of the data being published leaves much to be desired and leads to dozens of new questions about the source, quality, meaning and completeness of these data, but the city isn’t really embracing this as a way to engage the community and to see these data reach more of their potential.

Jed goes on to suggest an alternative reality where data support exists side by side with the data portals:

You’re doing your research, but you’ve heard of the San Diego Regional Data Library. You go to its website and see that you can email, call, or chat online with a data librarian who can help you find the information you need. You call the library and speak with a librarian who tells you that the data you need is provided by the county rather than the city. You also learn about datasets available from California’s Department of Transportation, a non-profit called BikeSD, and some other data from the city that hasn’t been opened up yet.

This is where my two worlds collide. The #opendata & #opengov world is leading and pushing from a certain position, mostly not connected to the existing community research, indicator and data world and the community indicators world has been slow in embracing this brave new world of easy access to data.  We need to get along, to understand each others positions and intentions and we can really make this #datadriven world matter for our communities.

The concept of a data library is very similar to what groups like Urban Strategies Council have been doing for 15 years with our project.  For a long time we’ve seen the need to provide communities with reliable research and data to drive action and we’ve struggled to get access to data for this entire time. 

We formed the National Neighborhood Indicators Partnership in 1992 with the Urban Institute to help build the field nationally to help empower more communities in just this way- we have a mandate to publish data and make usable, actionable information to communities equally. Our partner organizations in 37 cities have local knowledge and regional knowledge, expertise in community development, reentry, public safety, economic development, education and health, so we’re able to not just provide raw and improved data, we’re able to be an active, responsive voice in or communities to make more data actionable.

Many NNIP partners are starting to embrace the open data world and this is a powerful recipe for a data driven future that is focused on equity in our cities- most NNIP partners have a social mission as opposed to just doing data in a cold, calculated way.  But the unfortunate truth is that as our cities are becoming more data rich, many NNIP partners are facing declining funding to help support community uses of data.  It would be a mistake for funders to largely lose interest in community data intermediaries (not a sexy concept) in the excitement over open data, because none of these data become actionable and meaningful without serious support, engagement and use.

The data library is a great concept, and our experience in Oakland and many other cities says there’s huge need and value for such an entity.  Our cities can themselves play some part by being more engaged through their open data resources, but that’s never going to be enough, just like Chicago has fantastic staff who engage, there’s still a role for the Smart Chicago Collaborative effort to bring that power out to communities across the city.

More data, more engagement, more power to the people?

The Value of Networks: NNIP

When we face change it’s a great time to step back and be reflective about the thing we’re struggling to change or the thing that has been changed for us.  It’s hard to abstract while we’re in the middle of things, when things are moving along nicely, our instinct is to just keep at “the work”.  This year a network I’ve been closely involved with changed significantly and it forced me to think about what matters, its value to me and it’s purpose more broadly.


Every year the members of the National Neighborhood Indicators Partnership (NNIP: gather twice in different cities to share, learn, reconnect and struggle together with the tough issues of running community data organizations.  Almost twenty years old, this network is now 36 cities strong and boast university departments, think tanks, nonprofits, government agencies and collaborative mixes of these in each city.  I love the people who attend, their varied perspectives and the great work that inspires me to do better, do more and to implement good practices successful elsewhere in my work and my city.  To be honest these meetings (the conferences are self run and rather informal, and feature NO vendors anywhere!) are the highlight of my year, every year.


In 2013, due to a few factors we are only convening once. This is a major change from the seven years I’ve been involved and comes after I leave my three year term sitting on the national executive committee that helps to govern the network.  I’ve struggled with this departure from the norm and it has caused me to think a lot about what NNIP really is to me.  I’ve talked with others about these ideas but they do not represent a surveyed perspective nor broad agreement that I’m aware of.


Thinking over what is truly unique or valuable about NNIP yields this list for me:

·      No fluff sharing of projects, tech, failures and successes in other cities.

·      A dynamic mix of execs, researchers, technologists and academics.

·      Honest discussions about the pros and cons of systems, software, products and approaches.

·      Very honest discussions and thinking through business sustainability amongst peers who face similar struggles in other cities- providing a safe place given the lack of ‘competitors’ in the room.

·      A chance for junior staff to begin presenting their work, learning to communicate issues and data in public.

·      Broad awareness of who is an expert in certain issues nationally and a relationship that ensures they will respond to you when needed.

·      Connections in many cities to allow for effective referrals of inquiries that should be met by local experts.

·      Social connections to people you respect and appreciate who inspire you and also learn from your work.  Lots of humility.


Putting all of this together and stepping back from who we are and what we do as a network I’m faced with some discoveries.  Our network is a face to face entity. It exists almost entirely in person, in the same place at the same time.  The strong bonds that form are sustained on the sidelines between convenings but are really nurtured in person.  The attempts to foster online webinars and workgroups have come and gone every couple of years and always have flopped.  I think there are three reasons for this- firstly the fact that we all have other learning networks and webinar type options in our work. Secondly, we are very much a personal network that relies on good relationships, not remote web based presentations. Lastly I think this is because of the style of network support offered by the Urban Institute staff who do a great job running the convenings and supporting the network broadly.  When I consider the networks and collaborations that Urban Strategies Council supports, such as our Alameda County Community Asset Network, we put a huge amount of resources into staffing and supporting this kind of network.  The fact that our UI team have other, very demanding roles within their jobs suggests that our network would likely benefit from a configuration in which there are one or two dedicated people managing and supporting the NNIP network.  I don’t offer this as a criticism, but as a reflection on who we are, how we function, our value and our needs, painted against the competing obligations of regular researcher roles in a major institution.  It’s time for the NNIP to fully staff its coordination (with more great leadership from Kathy Pettit I hope!) and to ensure we understand our value to our members and support that to the fullest.


After abstracting our activities into a set of valued components and priorities it’s important to think through what you (or we) can do to ensure those strengths are sustained, our weaknesses either tackled or discarded and our network operates as best it can.  Moving to a single meeting per year has the very unfortunate effect of destabilizing the single biggest advantage of our network- the strong relationships within this field. In our twice yearly format you can miss one (say you have a baby, it happens) and only have a year gap between reconnecting with your peers and plugging back into the sharing and learning network.  In a yearly format, miss just one conference and you face a two year gap with no formal connection. It’s next to impossible to build up the typically strong relationships we see within NNIP in a yearly interaction and such a large gap ensures all newcomers will stay outsiders and strangers to the vast majority of seasoned members.


This is a serious weakness for us and my suggestion is that those budgeting and managing our network should do all they can to maintain our twice yearly format. It works. It has been successful in so many ways and the cost of cutting back is far greater than the savings of one less event to fund.  Sustaining a core and building networks is valuable work, we’ve exhibited this remarkably well and must continue this aspect of our work together.  I’m looking forward to our network assessment and the chance to objectively consider our future together, NNIP is a rare and wonderful thing and we need to be serious in maintaining and improving it!