Stefaan Verhulst

The case for data ethics

Curated on July 9, 2015August 3, 2018 by Stefaan Verhulst

Steven Tiell at Accenture: “Personal data is the coin of the digital realm, which for business leaders creates a critical dilemma. Companies are being asked to gather more types of data faster than ever to maintain a competitive edge in the digital marketplace; at the same time, however, they are being asked to provide pervasive and granular control mechanisms over the use of that data throughout the data supply chain.

The stakes couldn’t be higher. If organizations, or the platforms they use to deliver services, fail to secure personal data, they expose themselves to tremendous risk—from eroding brand value and the hard-won trust of established vendors and customers to ceding market share, from violating laws to costing top executives their jobs.

To distinguish their businesses in this marketplace, leaders should be asking themselves two questions. What are the appropriate standards and practices our company needs to have in place to govern the handling of data? And how can our company make strong data controls a value proposition for our employees, customers and partners?

Defining effective compliance activities to support legal and regulatory obligations can be a starting point. However, mere compliance with existing regulations—which are, for the most part, focused on privacy—is insufficient. Respect for privacy is a byproduct of high ethical standards, but it is only part of the picture. Companies need to embrace data ethics, an expansive set of practices and behaviors grounded in a moral framework for the betterment of a community (however defined).

RAISING THE BAR

Why ethics? When communities of people—in this case, the business community at large—encounter new influences, the way they respond to and engage with those influences becomes the community’s shared ethics. Individuals who behave in accordance with these community norms are said to be moral, and those who are exemplary are able to gain the trust of their community.

Over time, as ethical standards within a community shift, the bar for trustworthiness is raised on the assumption that participants in civil society must, at a minimum, adhere to the rule of law. And thus, to maintain moral authority and a high degree of trust, actors in a community must constantly evolve to adopt the highest ethical standards.

Actors in the big data community, where security and privacy are at the core of relationships with stakeholders, must adhere to a high ethical standard to gain this trust. This requires them to go beyond privacy law and existing data control measures. It will also reward those who practice strong ethical behaviors and a high degree of transparency at every stage of the data supply chain. The most successful actors will become the platform-based trust authorities, and others will depend on these platforms for disclosure, sharing and analytics of big data assets.

Data ethics becomes a value proposition only once controls and capabilities are in place to granularly manage data assets at scale throughout the data supply chain. It is also beneficial when a community shares the same behavioral norms and taxonomy to describe the data itself, the ethical decision points along the data supply chain, and how those decisions lead to beneficial or harmful impacts….(More)”

Mining citizen emotions to estimate the urgency of urban issues

Curated on July 9, 2015August 3, 2018 by Stefaan Verhulst

Christian Masdeval and Adriano Veloso in Information Systems: “Crowdsourcing technology offers exciting possibilities for local governments. Specifically, citizens are increasingly taking part in reporting and discussing issues related to their neighborhood and problems they encounter on a daily basis, such as overflowing trash-bins, broken footpaths and lifts, illegal graffiti, and potholes. Pervasive citizen participation enables local governments to respond more efficiently to these urban issues. This interaction between citizens and municipalities is largely promoted by civic engagement platforms, such as See-Click-Fix, FixMyStreet, CitySourced, and OpenIDEO, which allow citizens to report urban issues by entering free text describing what needs to be done, fixed or changed. In order to develop appropriate action plans and priorities, government officials need to figure out how urgent are the reported issues. In this paper we propose to estimate the urgency of urban issues by mining different emotions that are implicit in the text describing the issue. More specifically, a reported issue is first categorized according to the emotions expressed in it, and then the corresponding emotion scores are combined in order to produce a final urgency level for the reported issue. Our experiments use the SeeClickFix hackathon data and diverse emotion classification algorithms. They indicate that (i) emotions can be categorized efficiently with supervised learning algorithms, and (ii) the use of citizen emotions leads to accurate urgency estimates. Further, using additional features such as the type of issue or its author leads to no further accuracy gains….(More)”

Defining Public Engagement: A four-level approach.

Curated on July 9, 2015August 3, 2018 by Stefaan Verhulst

Della Rucker’s Chapter 2 for an Online Public Engagement Book: “….public engagement typically means presenting information on an project or draft plan and addressing questions or comments. For planners working on long-range issues, such as a comprehensive plan, typical public engagement actions may include feedback questions, such as “what should this area look like?” or “what is your vision for the future of the neighborhood?” Such questions, while inviting participants to take a more active role in the community decision-making than the largely passive viewer/commenter in the first example, still places the resident in a peripheral role: that of an information source, functionally similar to the demographic data and GIS map layers that the professionals use to develop plans.

In a relatively small number of cases, planners and community advocates have found more robust and more direct means of engaging residents in decision -making around the future of their communities. Public engagement specialists, often originating from a community development or academic background, have developed a variety of methods, such as World Cafe and the Fishbowl, that are designed to facilitate more meaningful sharing of information among community residents, often as much with the intent of building connectivity and mutual understanding among residents of different backgrounds as for the purpose of making policy decisions.

Finally, a small but growing number of strategies have begun to emerge that place the work of making community decisions directly in the hands of private residents. Participatory -based budgeting allocates the decision about how to use a portion of a community’s budget to a citizen — based process, and participants work collaboratively through a process that determines what projects or initiatives will be funded in then coming budget cycle. And in the collection of tactics generally known as tactical urbanism or [other names], residents directly intervene in the physical appearance or function of the community by building and placing street furniture, changing parking spaces or driving lanes to pedestrian use, creating and installing new signs, or making other kinds of physical, typically temporary, changes — sometimes with, and sometimes without, the approval of the local government. The purposes of tactical urbanist interventions are twofold: they physically demonstrate the potential impact that more permanent features would have on the community’s transportation and quality of life, and they give residents a concrete and immediate opportunity to impact their environs.

The direct impacts of either participatory budgeting or tactical urbanism intiatives tend to be limited — the amount of budget available for a participatory-based budgeting initiative is usually a fraction of the total budget, and the physical area impacted by a tactical urbanism event is generally limited to a few blocks. Anecdotal evidence from both types of activity, however, seems to indicate an increased understanding of community needs and an increased sense of agency -of having the power to influence one’s community’s future — among participants.

Online public engagement methods have the potential to facilitate a wide variety of public engagement, from making detailed project information more readily available to enabling crowdsourced decision-making around budget and policy choices. However, any discussion of online public engagement methods will soon run up against the same basic challenge: when we use that term, what kind of engagement — what kind of participant experience — are we talking about?

We could divide public participation tasks according to one of several existing organization systems, or taxonomies. The two most commonly used in public engagement theory and practice derive from Sherry R. Arnestein’s 1969 academic paper, “A Ladder of Citizen Participation,” and the International Association of Public Participation’s Public Participation Spectrum.

Although these two taxonomies reflect the same basic idea — that one’s options in selecting public engagement activities range along a spectrum from generally less to more active engagement on the part of the public — they divide and label the classifications differently. …From my perspective, both of these frameworks capture the central issue of recognizing more to less intensive public engagement options, but the number of divisions and the sometimes abstract wording appears to have made it difficult for these insights to find widespread use outside of an academic context. Practitioners who need to think though these options seem to have some tendency to become tangled in the fine-grained differentiations, and the terminology can both make these distinctions harder to think about and lead to mistaken assumption that one is doing higher-level engagement that is actually the case. Among commercial online public engagement platform providers, blog posts claiming that their tool addresses the whole Spectrum appear on a relatively regular basis, even when the tool in questions is designed for feedback, not decision -making.

For these reasons, this book will use the following framework of engagement types, which is detailed enough to demarcate what I think are the most crucial differentiations while at the same time keeping the framework simple enough to use in routine process planning.

The four engagement types we will talk about are: Telling; Asking; Discussing; Deciding…(More)”

Interactive app lets constituents help balance their city’s budget

Curated on July 8, 2015October 23, 2018 by Stefaan Verhulst

Springwise: “In this era of information, political spending and municipal budgets are still often shrouded in confusion and mystery. But a new web app called Balancing Act hopes to change that, by enabling US citizens to see the breakdown of their city’s budget via adjustable, comprehensive pie charts.

Created by Colorado-based consultants Engaged Public, Balancing Act not only shows citizens the current budget breakdown, it also enables them to experiment with hypothetical future budgets, adjusting spending and taxes to suit their own priorities. The project aims to engage and inform citizens about the money that their mayors and governments assign on their behalf and allow them to have more of a say in the future of their city. The resource has already been utilized by Pedro Segarra, Mayor of Hartford, Connecticut, who asked his citizens for their input on how best to balance the USD 49 million.

The system can be used to help governments understand the wants and needs of their constituents, as well as enable citizens to see the bigger picture when it comes to tough or unappealing policies. Eventually it can even be used to create the world’s first crowdsourced budget, giving the public the power to make their preferences heard in a clear, comprehensible way…(More)”

Helping the public sector get innovative while saving money

Curated on July 8, 2015August 3, 2018 by Stefaan Verhulst

European Commission Press Release: “Innovation procurement is a public procurement practice according to which public authorities request businesses to develop or buy innovative products or services that fit these organisations’ specific needs. For example, it could help hospitals use e-health tools allowing doctors to monitor their patients’ condition from a distance; it could allow local authorities to improve traffic management in their region, hence reducing congestion and pollution, improving road safety and using the road network effectively; it could also help cities better manage street lighting to make roads safer and more attractive, while increasing energy efficiency; it could help public administration improve efficiency through the use of cloud solutions. Public Procurement in Europe represents a 19% of GDP in Europe -or around € 2,400 billion a year. Innovation procurement also helps boost smaller, more innovative companies, as it means using public procurement funds to buy products or services also from smaller suppliers who are trying to find new ways of dealing with specific needs.

The European Assistance for Innovation Procurement (EAFIP) initiative will help those in charge of public procurement design and implement processes to access such services.

More specifically:

it will provide them with a toolkit to help in the procedure;
It will offer training: 9 workshops, each dedicated to a different subject area such as health or transport will be organised across Europe, providing participants with good practice approaches and hands-on support. Events will be announced on this page;
It will raise awareness around public procurement of ICT solutions through 3 EU-wide events, where new ideas and initiatives for EU-wide cooperation on public procurement will be discussed….(More)

The Digital Humanities

Curated on July 8, 2015November 15, 2018 by Stefaan Verhulst

New book by Eileen Gardiner: “The Digital Humanities is a comprehensive introduction and practical guide to how humanists use the digital to conduct research, organize materials, analyze, and publish findings. It summarizes the turn toward the digital that is reinventing every aspect of the humanities among scholars, libraries, publishers, administrators, and the public. Beginning with some definitions and a brief historical survey of the humanities, the book examines how humanists work, what they study, and how humanists and their research have been impacted by the digital and how, in turn, they shape it. It surveys digital humanities tools and their functions, the digital humanists’ environments, and the outcomes and reception of their work. The book pays particular attention to both theoretical underpinnings and practical considerations for embarking on digital humanities projects. It places the digital humanities firmly within the historical traditions of the humanities and in the contexts of current academic and scholarly life.

• Provides an examination of the digital humanities within the context of the traditional humanities dating from the Renaissance • Considers the theoretical and the meta-issues involved in digital humanities research • Provides practical information on available tools, humanities centers, an up-to-date bibliography and glossary, and serious consideration of the issues of academic career advantages and disadvantages plus funding and support for humanities and digital humanities research…(More)”

Creating Health in the 21st Century

Curated on July 8, 2015August 3, 2018 by Stefaan Verhulst

Leigh Carroll & Bridget B. Kelly at Stanford Social Innovation Review: “This series has explored what it means to create health, sketching a collective path to new systems that can contribute to health in the 21st century. The overarching message is that we in the health sector need to take community—people’s connections to each other and their places, and everything that arises from these connections—more seriously, and that all types of professionals can do this, whether in hospitals or philanthropies or grocery stores.

If we really take community and connectedness seriously, we will be vigilant about the extent to which we strengthen or disrupt it when developing health interventions. We will value the knowledge and assets that all people have to offer from their unique relationships with people and place. And ultimately, we will commit to building the power that communities have to create health themselves, beyond clinical services and public health interventions.

Unfortunately, the systems we have created, rather than the solutions we now need, often drive current approaches to improving health. We have garnered from contributors to the series a number of principles to guide us as we develop new ways of doing things, as well as concrete steps toward contributing to a culture that values connections and relationships as much as treatments and health campaigns.

GUIDING PRINCIPLES

Acknowledge that our success depends on each other. Creating health will happen among individuals and institutions, so we must set aside ego, trust others, and recognize that our individual knowledge is limited and our progress is collective.
Bring more voices to the table. It is vital to understand the dynamics and relationships within a given community. To do that, we must ensure that all who may be affected by and involved in carrying out an intervention have the opportunity to comfortably share their visions and concerns.
Expand what counts as knowledge. The insights that communities share often play second fiddle to what professionals and academics typically deem valuable. Putting them on a more equal footing influences what to implement, how to allocate resources, and conclusions about whether something “worked.”
Embrace emergence, including unpredictability. We must abandon the linear approach favored by traditional health care and embrace the unpredictable nature of community-driven interventions. We must learn and adapt in real time, and remember that unexpected outcomes are one way an intervention can succeed.
Value what people value. All too often we decide what to aim for and evaluate based on what we can easily measure. It is essential to flip this—to identify goals and then figure out ways of measuring progress toward them. …(More)

Government at a Glance 2015

Curated on July 8, 2015August 3, 2018 by Stefaan Verhulst

New report and dataset by the OECD: “Government at a Glance provides readers with a dashboard of key indicators assembled with the goal of contributing to the analysis and international comparison of public sector performance. Indicators on government revenues, expenditures, and employment are provided alongside key output and outcome data in the sectors of education, health and justice. Government at a Glance also includes indicators on key governance and public management issues, such as transparency in governance, regulatory governance, public procurement and the implementation of employment and remuneration reforms since 2008. While measuring government performance has long been recognized as playing an important role in increasing the effectiveness and efficiency of the public administration, following the economic crisis and fiscal tightening in many member countries, good indicators are needed more than ever to help governments make informed decisions regarding tough choices and help restore confidence in government institutions… (More)”