Smart Citizens, Smarter State


Screen Shot 2015-10-29 at 8.30.59 AMBook by Beth Simone Noveck (TheGovLab): “Government “of the people, by the people, for the people” expresses an ideal that resonates in all democracies. Yet poll after poll reveals deep distrust of institutions that seem to have left “the people” out of the equation. Government bureaucracies that are supposed to solve critical problems on their own are a troublesome outgrowth of the professionalization of public life in the industrial age.They are especially ill-suited to confronting today’s complex challenges. Offering a far-reaching program for innovation, Smart Citizens, Smarter State suggests that public decision-making could be more effective and legitimate if our institutions knew how to use technology to leverage citizens’ expertise.

Drawing on a wide range of disciplines and practical examples from her work as an adviser to governments on innovation, Noveck explores how to create more open and collaborative institutions. She puts forward a profound new vision for participatory democracy rooted not in the paltry act of occasional voting or the serendipity of crowdsourcing, but in people’s knowledge and know-how.”

Check out http://smarterstate.org/

Implementing Innovation: A User’s Manual for Open Government Programs


Panthea Lee at Reboot: “…As the number of open government programs proliferates around the world, more innovators are finding themselves in similar situations. While guidelines for general and public sector program management abound, the implementation of open government policies and programs remains largely uncharted territory. Many who sign up to pursue innovation in government find themselves challenged to be innovative in their own program management. Case studies of these programs are common, but advice for the nitty-gritty work of execution is still sparse.

This manual was created in response to this widespread need. It benefits heavily from the experience of innovators within the Mexican government and draws on Reboot’s work with open government initiatives around the world. With an openness towards learning and, importantly, toward taking calculated risks, the leaders of the aforementioned innovation unit curated a team to design and launch a portfolio of programs that would advance public sector innovation. They collaborated across agencies and with civil society and the private sector, navigated unfamiliar processes, and pioneered new approaches where needed. They found ways to dig into the questions that initially sound overwhelming.

And you can too.

A growing community is creating new models for effective design and management of government innovation programs. Although too many practitioners are working in isolation, the field is rich with their collective experience and hard-earned wisdom. This guide is one small contribution to this community, as it increasingly comes together to share and exchange advice in the spirit of greater transparency, accountability, and civic participation worldwide.

Implementing Innovation (PDF 1.2MB) (More)”

Good Governance by All Means


 at Huffington Post: “Citizens today have higher expectations and demand effective solutions to every day issues and challenges. From climate change to expedient postal services, governments are required to act with transparency and diligence. Public accountability demands us, public servants, to act with almost no margin of error and using the most open and transparent means available to achieve our goals. The name of the game is simple: government efforts should focus on building stronger, better and healthier relationships with civil society. Nobody should be left behind when tailoring public policy. For the Mexican Government, it is crystal clear, that such endeavor is no longer the State’s monopoly and thus, the pressing need for governments to use smarter and more efficient tool boxes, such as the one that the Open Government Partnership (OGP), provides. The buzzword is good governance by all means.

The High Level Segment of the 70th Session of the United Nations General Assembly was a milestone for the open government community. It allowed the 13 countries taking part of the OGP Steering Committee and several civil society organizations to endorse the Joint Declaration: Open Government for the Implementation of the 2030 Agenda for Sustainable Development. This declaration highlights the paramount importance of promoting the principles of open government (transparency, accountability, citizen participation and innovation) as key enablers of the Sustainable Development Goals. The Declaration particularly embraces Agenda 2030’s Goal 16 as a common target for all 66 OGP member countries. Our common goal is to continue building stronger institutions while weaving peaceful and inclusive societies. Our meeting in New York also allowed us to work with key players to develop the Open Data Charter that recognizes the value of having timely, comprehensive, accessible, and comparable data for the promotion of greater citizen engagement triggering development and innovation….(More)

A multi-source dataset of urban life in the city of Milan and the Province of Trentino


Paper by Gianni Barlacchi et al in Scientific Data/Nature: “The study of socio-technical systems has been revolutionized by the unprecedented amount of digital records that are constantly being produced by human activities such as accessing Internet services, using mobile devices, and consuming energy and knowledge. In this paper, we describe the richest open multi-source dataset ever released on two geographical areas. The dataset is composed of telecommunications, weather, news, social networks and electricity data from the city of Milan and the Province of Trentino. The unique multi-source composition of the dataset makes it an ideal testbed for methodologies and approaches aimed at tackling a wide range of problems including energy consumption, mobility planning, tourist and migrant flows, urban structures and interactions, event detection, urban well-being and many others….(More)”

Cleaning Up Lead Poisoning One Tweet at a Time


WorldPolicy Blog: “At first, no one knew why the children of Bagega in Zamfara state were dying. In the spring of 2010, hundreds of kids in and around the northern Nigerian village were falling ill, having seizures and going blind, many of them never to recover. A Médecins Sans Frontières‎ team soon discovered the causes: gold and lead.

With the global recession causing the price of precious metals to soar, impoverished villagers had turned to mining the area’s gold deposits. But the gold veins were mingled with lead, and as a result the villagers’ low-tech mining methods were sending clouds of lead-laced dust into the air. The miners, unknowingly carrying the powerful toxin on their clothes and skin, brought it into their homes where their children breathed it in.

The result was perhaps the worst outbreak of lead poisoning in history, killing over 400 children in Bagega and neighboring villages. In response, the Nigerian government pledged to cleanup the lead-contaminated topsoil and provide medical care to the stricken children. But by mid-2012, there was no sign of the promised funds. Digitally savvy activists with the organization Connected Development (CODE) stepped in to make sure that the money was disbursed.

A group of young Nigerians founded CODE in 2010 in the capital Abuja, with the mission of empowering local communities to hold the government to account by improving their access to information and helping their voices to be heard. “In 2010, we were working to connect communities with data for advocacy programs,” says CODE co-founder Oludotun Babayemi, a former country director of a World Wildlife Fund project in Nigeria. “When we heard about Bagega, we thought this was an opportunity for us.”

In 2012, CODE launched a campaign dubbed ‘Follow the Money Nigeria’ aimed at applying pressure on the government to release the promised funds. “Eighty percent of the less developed parts of Nigeria have zero access to Twitter, let alone Facebook, so it’s difficult for them to convey their stories,” says Babayemi. “We collect all the videos and testimonies and take it global.”

CODE members travelled to the lead-afflicted area to gather information. They then posted their findings online, and publicized them with a #SaveBagegahashtag, which they tweeted to members of the government, local and international organizations and the general public. CODE hosted a 48-hour ‘tweet-a-thon’, joined by a senator, to support the campaign….

By July 2014, CODE reported that the clean-up was complete and that over 1,000 children had been screened and enrolled in lead treatment programs. Bagega’s health center has also been refurbished and the village’s roads improved. “There are thousands of communities like Bagega,” says Babayemi. “They just need someone to amplify their voice.”….

Key lessons

  • Revealing information is not enough; change requires a real-world campaign driven by that information and civil society champions who can leverage their status and networks to draw international attention to the issues and maintain pressure.
  • Building relationships with sympathetic members of government is key.
  • Targeted online campaigns can help amplify the message of marginalized communities offline to achieve impact (More)”

Who Benefits From Civic Technology?


Report by Rebecca Rumbul at MySociety: “This research seeks to begin at the beginning, asking the most basic questions about who actually uses civic technology and why. Gathering data from civic technology groups from around the world, it shows the variations in usage of civic tech across four core countries (US, UK, Kenya and South Africa), and records the attitudes of users towards the platforms they are using.

Download: Who Benefits From Civic Technology? Demographic and public attitudes research into the users of civic technologiespdf

Smarter Government For Social Impact: A New Mindset For Better Outcomes


Report by Drive Impact: “From Kentucky to Arkansas to New York, government leaders across the United States are leveraging data, technology, and a heightened focus on outcomes to deliver social impact with modern solutions. In Louisville, Kentucky, “smart” asthma inhalers track where attacks happen citywide and feed this data into a government dashboard, helping policymakers identify hot spots to improve air quality and better treat patients. Policy leaders in New York and Texas are reforming Medicaid with “value-based payments” that reward doctors for performing preventive procedures that protect against costly tests and treatments down the road. In Arkansas, a digital government platform called Gov2Go connects citizens with a personalized console that sends reminders to file paperwork, renew registrations, and seek out other relevant government services.

What all of these initiatives share is a smarter approach to policymaking: an operating belief that government can and should reward the best policies and programs by paying for the best outcomes and using the best data and technology to identify solutions that can transform service delivery and strengthen citizens’ connection to government. These transformational policies are smarter government, and America needs more of it. Smarter government uses an outcomes mindset to embrace cutting-edge data and technology, make better funding choices, learn from policy failures and successes, act on new knowledge about what works, and align clear goals with the right incentives to achieve them. Americans need a smarter, outcomes-focused government for the twenty-first century—one that can identify and address systemic barriers to effective service delivery and seek out and promote innovative solutions to our greatest social challenges….(More)”

Slowly but surely, government IT enters the 21st century


Jon Brodkin at Ars Technica: “Government IT departments have a mostly deserved reputation for being behind the times. While private companies keep giving customers new and better ways to buy products and learn about their services, government agencies have generally made it difficult for residents to interact with them via the Internet.

But this is slowly changing, with agencies from the local level to the federal level focusing on fixing broken websites and building new tools for Americans to get what they need from the government….

“Improve Detroit,” a smartphone app launched in April this year using technology from SeeClickFix, has helped Detroiters find out how to get things done. In its first six months of availability, 10,000 complaints were resolved in an average of nine days, “a vast improvement from when problems often languished for years,” the city said in an announcement this month.

Improve Detroit was used to get “more than 3,000 illegal dumping sites cleaned up; 2,092 potholes repaired; 991 complaints resolved related to running water in an abandoned structure; 565 abandoned vehicles removed; 506 water main breaks taken care of; [and] 277 traffic signal issues fixed,” Detroit said….

At the municipal level, Oakland is also planning to pass its hard-earned wisdom on to other cities. “Our goal is to create a roadmap for cities big and small,” Oakland Communications Director Karen Boyd told Ars.

Like Detroit, Oakland partnered with SeeClickFix and Code for America after experiencing tough economic times. “Oakland was particularly hard hit by the mortgage crisis [in 2008], a lot of predatory loans were made to our low-income folks,” Boyd said.

Property tax revenue plummeted and the city lost about a quarter of its government workforce, Boyd said.

“Governments were finding themselves way behind the curve on technology. We looked up and realized this was no longer sensible to try to do more with less. We have to do things differently, and technology is an opportunity,” she said.

Working with Code for America in 2013, Oakland made RecordTrac, a website for requesting public records and tracking records requests. Obtaining government documents is often a convoluted process, but Ars Technica’s own Freedom of Information Act enthusiast Cyrus Farivar told me that RecordTrac “is the best (albeit imperfect) public records process I’ve ever used.”…

One of the best examples of a government agency using the Internet to engage residents comes from NASA. The space agency has had an online presence since the early years of the Web, said Brian Dunbar, who has been the content manager for nasa.gov since 1995.

The website has allowed NASA to distribute huge amounts of photos and videos from missions and broadcast an online TV service. There’s even live video feed of the Earth from the International Space Station.

NASA is all over social media, with nearly 700,000 subscribers to its YouTube channel, 13 millionTwitter followers, 13 million Facebook likes, 5.4 million Instagram followers, and a big presence on several other social networks. That’s not even including individuals like astronaut Scott Kelly, who has been tweeting from the International Space Station.

NASA has nearly 100 people editing its website, with content generally capitalizing on current events such as the recent Pluto flyby. NASA gets a lot of feedback when there are video problems, “but we’ve been lucky in that the problems have been not been overwhelming in either number or size, and we get a lot of positive feedback from the public,” Dunbar said.

This is all a natural extension of NASA’s core mission because the legislation that created the agency in 1958 charged it “with disseminating information about its programs to the widest extent practicable,” Dunbar said….(More)”

 

Digital Continuity 2020


National Archives of Australia: “The Digital Continuity 2020 Policy is a whole-of-government approach to digital information governance. It complements the Australian Government’s digital transformation agenda and underpins the digital economy. The policy aims to support efficiency, innovation, interoperability, information re-use and accountability by integrating robust digital information management into all government business processes.

The policy is based on three principles, and for each of them identifies what success looks like and the targets that agencies should reach by 2020. All Digital Continuity 2020 targets are expected to be achieved as part of normal business reviews and ongoing technology maintenance and investment cycles.

The principles

Principle 1 – Information is valued

Focus on governance and people

Agencies will manage their information as an asset, ensuring that it is created, stored and managed for as long as it is required, taking into account business requirements and other needs and risks.
Case study – Parliamentary Budget Office

Principle 2 – Information is managed digitally

Focus on digital assets and processes

Agencies will transition to entirely digital work processes, meaning business processes including authorisations and approvals are completed digitally, and that information is created and managed in digital format.
Case study – Federal Court of Australia

Principle 3 – Information, systems and processes are interoperable

Focus on metadata and standards

Agencies will have interoperable information, systems and processes to improve information quality and enable information to be found, managed, shared and re-used easily and efficiently.
Case study – Opening government data with the NationalMap

View the Digital Continuity 2020 Policy. (More)

Distinguishing ‘Crowded’ Organizations from Groups and Communities: Is Three a Crowd?


Paper by Gianluigi Viscusi and Christopher L. Tucci: “In conventional wisdom on crowdsourcing, the number of people define the crowd and maximizing this number is often assumed to be the goal of any crowdsourcingexercise. However, we propose that there are structural characteristics of the crowd that might be more important than the sheer number of participants. These characteristics include (1) growth rate and its attractiveness to the members, (2) the equality among members, (3) the density within provisional boundaries, (4) the goal orientation of the crowd, and (5) the “seriality” of the interactions between members of the crowd. We then propose a typology that may allow managers to position their companies’ initiatives among four strategic types: crowd crystals, online communities, closed crowd, and open crowd driven innovation. We show that incumbent companies may prefer a closed and controlled access to the crowd, limiting the potential for gaining results and insights from fully open crowd-driven innovation initiatives. Consequently, we argue that the effects on industries and organizations by open crowds are still to be explored, possibly via the mechanisms of entrepreneurs exploiting open crowds as new entrants, but also for the configuration of industries such as, e.g., finance, pharmaceuticals, or even the public sector where the value created usually comes from interpretation issues and exploratory problem solving…(More).”