Making We the People More User-Friendly Than Ever

Curated on Posted on by Stefaan Verhulst

The White House: “With more than 14 million users and 21 million signatures, We the People, the White House’s online petition platform, has proved more popular than we ever thought possible. In the nearly three years since launch, we’ve heard from you on a huge range of topics, and issued more than 225 responses.

But we’re not stopping there. We’ve been working to make it easier to sign a petition and today we’re proud to announce the next iteration of We the People.

Since launch, we’ve heard from users who wanted a simpler, more streamlined way to sign petitions without creating an account and logging in every time. This latest update makes that a reality.

We’re calling it “simplified signing” and it takes the account creation step out of signing a petition. As of today, just enter your basic information, confirm your signature via email and you’re done. That’s it. No account to create, no logging in, no passwords to remember.

We the People User Statistics

That’s great news for new users, but we’re betting it’ll be welcomed by our returning signers, too. If you signed a petition six months ago and you don’t remember your password, you don’t have to worry about resetting it. Just enter your email address, confirm your signature, and you’re done.

Go check it out right now on petitions.whitehouse.gov.“

Open Governments, Open Data: A New Lever for Transparency, Citizen Engagement, and Economic Growth

Curated on Posted on by Stefaan Verhulst

Joel Gurin at the SAIS Review of International Affairs: “The international open data movement is beginning to have an impact on government policy, business strategy, and economic development. Roughly sixty countries in the Open Government Partnership have committed to principles that include releasing government data as open data—that is, free public data in forms that can be readily used. Hundreds of businesses are using open data to create jobs and build economic value. Up to now, however, most of this activity has taken place in developed countries, with the United States and United Kingdom in the lead. The use of open data faces more obstacles in developing countries, but has growing promise there, as well.”

Predicting crime, LAPD-style

Curated on Posted on by Stefaan Verhulst

The Guardian: “The Los Angeles Police Department, like many urban police forces today, is both heavily armed and thoroughly computerised. The Real-Time Analysis and Critical Response Division in downtown LA is its central processor. Rows of crime analysts and technologists sit before a wall covered in video screens stretching more than 10 metres wide. Multiple news broadcasts are playing simultaneously, and a real-time earthquake map is tracking the region’s seismic activity. Half-a-dozen security cameras are focused on the Hollywood sign, the city’s icon. In the centre of this video menagerie is an oversized satellite map showing some of the most recent arrests made across the city – a couple of burglaries, a few assaults, a shooting.

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On a slightly smaller screen the division’s top official, Captain John Romero, mans the keyboard and zooms in on a comparably micro-scale section of LA. It represents just 500 feet by 500 feet. Over the past six months, this sub-block section of the city has seen three vehicle burglaries and two property burglaries – an atypical concentration. And, according to a new algorithm crunching crime numbers in LA and dozens of other cities worldwide, it’s a sign that yet more crime is likely to occur right here in this tiny pocket of the city.
The algorithm at play is performing what’s commonly referred to as predictive policing. Using years – and sometimes decades – worth of crime reports, the algorithm analyses the data to identify areas with high probabilities for certain types of crime, placing little red boxes on maps of the city that are streamed into patrol cars. “Burglars tend to be territorial, so once they find a neighbourhood where they get good stuff, they come back again and again,” Romero says. “And that assists the algorithm in placing the boxes.”
Romero likens the process to an amateur fisherman using a fish finder device to help identify where fish are in a lake. An experienced fisherman would probably know where to look simply by the fish species, time of day, and so on. “Similarly, a really good officer would be able to go out and find these boxes. This kind of makes the average guys’ ability to find the crime a little bit better.”
Predictive policing is just one tool in this new, tech-enhanced and data-fortified era of fighting and preventing crime. As the ability to collect, store and analyse data becomes cheaper and easier, law enforcement agencies all over the world are adopting techniques that harness the potential of technology to provide more and better information. But while these new tools have been welcomed by law enforcement agencies, they’re raising concerns about privacy, surveillance and how much power should be given over to computer algorithms.
P Jeffrey Brantingham is a professor of anthropology at UCLA who helped develop the predictive policing system that is now licensed to dozens of police departments under the brand name PredPol. “This is not Minority Report,” he’s quick to say, referring to the science-fiction story often associated with PredPol’s technique and proprietary algorithm. “Minority Report is about predicting who will commit a crime before they commit it. This is about predicting where and when crime is most likely to occur, not who will commit it.”…”

The Strength of the Strongest Ties in Collaborative Problem Solving

Curated on Posted on by Stefaan Verhulst

Yves-Alexandre de Montjoye, Arkadiusz Stopczynski, Erez Shmueli, Alex Pentland & Sune Lehmann in Nature (Scientific Reports) : “Complex problem solving in science, engineering, and business has become a highly collaborative endeavor. Teams of scientists or engineers collaborate on projects using their social networks to gather new ideas and feedback. Here we bridge the literature on team performance and information networks by studying teams’ problem solving abilities as a function of both their within-team networks and their members’ extended networks. We show that, while an assigned team’s performance is strongly correlated with its networks of expressive and instrumental ties, only the strongest ties in both networks have an effect on performance. Both networks of strong ties explain more of the variance than other factors, such as measured or self-evaluated technical competencies, or the personalities of the team members. In fact, the inclusion of the network of strong ties renders these factors non-significant in the statistical analysis. Our results have consequences for the organization of teams of scientists, engineers, and other knowledge workers tackling today’s most complex problems.”

We Need a Citizen Maker Movement

Curated on Posted on by Stefaan Verhulst

Lorelei Kelly at the Huffington Post: “It was hard to miss the giant mechanical giraffe grazing on the White House lawn last week. For the first time ever, the President organized a Maker Faire–inviting entrepreneurs and inventors from across the USA to celebrate American ingenuity in the service of economic progress.
The maker movement is a California original. Think R2D2 serving margaritas to a jester with an LED news scroll. The #nationofmakers Twitter feed has dozens of examples of collaborative production, of making, sharing and learning.
But since this was the White House, I still had to ask myself, what would the maker movement be if the economy was not the starting point? What if it was about civics? What if makers decided to create a modern, hands-on democracy?
What is democracy anyway but a never ending remix of new prototypes? Last week’s White House Maker Faire heralded a new economic bonanza. This revolution’s poster child is 3-D printing– decentralized fabrication that is customized to meet local needs. On the government front, new design rules for democracy are already happening in communities, where civics and technology have generated a front line of maker cities.
But the distance between California’s tech capacity and DC does seem 3000 miles wide. The NSA’s over collection/surveillance problem and Healthcare.gov’s doomed rollout are part of the same system-wide capacity deficit. How do we close the gap between California’s revolution and our institutions?

  • In California, disruption is a business plan. In DC, it’s a national security threat.
  • In California, hackers are artists. In DC, they are often viewed as criminals.
  • In California, “cyber” is a dystopian science fiction word. In DC, cyber security is in a dozen oversight plans for Congress.
  • in California, individuals are encouraged to “fail forward.” In DC, risk-aversion is bipartisan.

Scaling big problems with local solutions is a maker specialty. Government policymaking needs this kind of help.
Here’s the issue our nation is facing: The inability of the non-military side of our public institutions to process complex problems. Today, this competence and especially the capacity to solve technical challenges often exist only in the private sector. If something is urgent and can’t be monetized, it becomes a national security problem. Which increasingly means that critical decision making that should be in the civilian remit instead migrates to the military. Look at our foreign policy. Good government is a counter terrorism strategy in Afghanistan. Decades of civilian inaction on climate change means that now Miami is referred to as a battle space in policy conversations.
This rhetoric reflects an understandable but unacceptable disconnect for any democracy.
To make matters more confusing, much of the technology in civics (like list building petitions) is suited for elections, not for governing. It is often antagonistic. The result? policy making looks like campaigning. We need some civic tinkering to generate governing technology that comes with relationships. Specifically, this means technology that includes many voices, but has identifiable channels for expertise that can sort complexity and that is not compromised by financial self-interest.
Today, sorting and filtering information is a huge challenge for participation systems around the world. Information now ranks up there with money and people as a lever of power. On the people front, the loud and often destructive individuals are showing up effectively. On the money front, our public institutions are at risk of becoming purely pay to play (wonks call this “transactional”).
Makers, ask yourselves, how can we turn big data into a political constituency for using real evidence–one that can compete with all the negative noise and money in the system? For starters, technologists out West must stop treating government like it’s a bad signal that can be automated out of existence. We are at a moment where our society requires an engineering mindset to develop modern, tech-savvy rules for democracy. We need civic makers….”

The Impact of Open: Keeping you healthy

Curated on Posted on by Stefaan Verhulst

of Sunlight: “In healthcare, the goal-set shared widely throughout the field is known as “the Triple Aim”: improving individual experience of care, improving population health, and reducing the cost of care. Across the wide array of initiatives undertaken by health care data users, the great majority seem to fall within the scope of at least one aspect of the Triple Aim. Below is a set of examples that reveal how data — both open and not — is being used to achieve its elements.

The use of open data to reduce costs:

The use of open data to improve quality of care:

  • Using open data on a substantial series of individual hospital quality measures, CMS created a hospital comparison tool that allows consumers to compare average quality of care outcomes across their local hospitals.

  • Non-profit organizations survey hospitals and have used this data to provide another national measure of hospital quality that consumers can use to select a high-quality hospital.

  • In New York state, widely-shared data on cardiac surgery outcomes associated with individual providers has led to improved outcomes and better understanding of successful techniques.

  • In the UK, the National Health Service is actively working towards defining concrete metrics to evaluate how the system as a whole is moving towards improved quality. …

  • The broad cultural shift towards data-sharing in healthcare appears to have facilitated additional secured sharing in order to achieve the joint goal of improving healthcare quality and effectiveness. The current effort to securely network of millions of patient data records through the federal PCORI system has the potential to advance understanding of disease treatment at an unprecedented pace.

  • Through third-party tools, people are able to use the products of aggregated patient data in order to begin diagnosing their own symptoms more accurately, giving them a head start in understanding how to optimize their visit to a provider.

The use of open data to improve population health:

  • Out of the three elements of the triple aim, population health may have the longest and deepest relationship with open data. Public datasets like those collected by the Centers for Disease Control and the US Census have for decades been used to monitor disease prevalence, verify access to health insurance, and track mortality and morbidity statistics.

  • Population health improvement has been a major focus for newer developments as well. Health data has been a regular feature in tech efforts to improve the ways that governments — including local health departments — reach their constituencies. The use of data in new communication tools improves population health by increasing population awareness of local health trends and disease prevention opportunities. Two examples of this work in action include the Chicago Health Atlas, which combines health data and healthcare consumer problem-solving, and Philadelphia’s map interface to city data about available flu vaccines.

One final observation for open data advocates to take from health data concerns the way that the sector encourages the two-way information flow: it embraces the notion that data users can also be data producers. Open data ecosystems are properly characterized by multi-directional relationships among governmental and non-governmental actors, with opportunities for feedback, correction and augmentation of open datasets. That this happens at the scale of health data is important and meaningful for open data advocates who can face push-back when they ask their governments to ingest externally-generated data….”

Microsoft Unveils Machine Learning for the Masses

Curated on Posted on by Stefaan Verhulst

Quentin Hardy in the New York Times: “Microsoft has a new strategy to win cloud business: A supposedly comprehensive predictive analysis service — and all you have to do is store your data in Azure, the Microsoft cloud.

The service, called Microsoft Azure Machine Learning, was announced Monday but won’t be available until July. It combines Microsoft’s own software with publicly available open source software, packaged in a way that is easier to use than most of the arcane strategies currently in use.
“This is drag-and-drop software,” said Joseph Sirosh, vice president for machine learning at Microsoft. “My high schooler is using this.”
That would be a big step forward in popularizing what is currently a difficult process in increasingly high demand. It would also further the ambitions of Satya Nadella, Microsoft’s chief executive, of making Azure the center of Microsoft’s future.
Users of Azure Machine Learning will have to keep their data in Azure, and Microsoft will provide ways to move data from competing services, like Amazon Web Services. Pricing has not yet been finalized, Mr. Sirosh said, but will be based on a premium to Azure’s standard computing and transmission charges.
Machine learning computers examine historical data through different algorithms and programming languages to make predictions. The process is commonly used in Internet search, fraud detection, product recommendations and digital personal assistants, among other things.
As more data is automatically stored online, there are opportunities to use machine learning for performing maintenance, scheduling hospital services, and anticipating disease outbreaks and crime, among other things. The methods have to become easier and cheaper to be popular, however.
That is the goal of Azure Machine Learning. “This is, as far as I know, the first comprehensive machine learning service in the cloud,” Mr. Sirosh said. “I’m leveraging every asset in Microsoft for this.” He is also using ways of accessing an open source version of R, a standard statistical language, while in Azure.
Microsoft is likely to face competition from rival cloud companies, including Google and Amazon. Both Google and Amazon have things like data frameworks used in building machine learning algorithms, as well as their own analysis services. IBM is eager to make use of its predictive software in its cloud business. Visualization companies like Tableau specialize in presenting the results so they can be acted on easily…”

The Data Revolution in Policy-Making

Curated on Posted on by Stefaan Verhulst

at the Open Institute: “There continues to be a great deal of dialogue and debate on what the data revolution from the report of the High Level Panel on the Post-2015 Development Agenda is all about. However, some have raised concerns that the emerging narrative around opening up data, strengthening national statistics offices or building capacity for e-government may not be revolutionary enough. In thinking through this it becomes clear that revolutions are highly contextual events. The Arab spring happened due to the unique factors of the cultural and social-economic environment in the Middle East and North Africa (MENA). A similar ‘spring’ may not happen in the same way in sub-Sahara Africa due to the peculiarities of the region. Attempting to replicate it is therefore an exercise in futility for those hoping for regime change.
We have just published a think piece on the role of public participation in policy making and how a data revolution could play out in that space. None of the ideas are revolutionary. They have been proposed and piloted in various countries to various extents over time. For instance, in some contexts strengthening and safe guarding the autonomy of the national statistics office may not seem revolutionary to some, in some countries it may be unprecedented (this is not part of the report). And that is okay. Nation states should be allowed, in their efforts to build capable and developmental institutions, to interpret the revolution for themselves.
In sub-Sahara Africa the availability of underlying data used to develop public policy is almost non-existent. Even when citizens are expected to participate in the formulation process and implementation of the policies, the data is still difficult to find. This neuters public participation and is a disservice to open government. Therefore making this detailed data and the accompanying rationale publicly available would be a revolutionary change in both culture and policy on access to information and potentially empower citizens to participate.
The data revolution is an opportunity to mainstream statistics into public discourse on public policy in ways that citizens can understand and engage with. I hope African countries will be willing to put an effort in translating the data revolution into an African revolution. If not, there’s a risk we shall continue singing about a revolution and never actually have one.
Download the ThinkPiece here”

15 Ways to bring Civic Innovation to your City

Curated on Posted on by Stefaan Verhulst

Chris Moore at AcuitasGov: “In my previous blog post I wrote about a desire to see our Governments transform to be part of the  21st century.  I saw a recent reference to how governments across Canada have lost their global leadership, how government in Canada at all levels is providing analog services to a digital society.  I couldn’t agree more.  I have been thinking lately about some practical ways that Mayors and City Managers could innovate in their communities.  I realize that there are a number of municipal elections happening this fall across Canada, a time when leadership changes and new ideas emerge.  So this blog is also for Mayoral candidates who have a sense that technology and innovation have a role to play in their city and in their administration.
I thought I would identify 15 initiatives that cities could pursue as part of their Civic Innovation Strategy.   For the last 50 years technology in local government in Canada has been viewed as an expense, as a necessary evil, not always understood by elected officials and senior administrators.  Information and Technology is part of every aspect of a city, it is critical in delivering services.  It is time to not just think of this as an expense but as an investment, as a way to innovate, reduce costs, enhance citizen service delivery and transform government operations.
Here are my top 15 ways to bring Civic Innovation to your city:
1. Build 21st Century Digital Infrastructure like the Chattanooga Gig City Project.
2. Build WiFi networks like the City of Edmonton on your own and in partnership with others.
3. Provide technology and internet to children and youth in need like the City of Toronto.
4. Connect to a national Education and Research network like Cybera in Alberta and CANARIE.
5. Create a Mayors Task-force on Innovation and Technology leveraging your city’s resources.
6. Run a hackathon or two or three like the City of Glasgow or maybe host a hacking health event like the City of Vancouver.
7. Launch a Startup incubator like Startup Edmonton or take it to the next level and create a civic lab like the City of Barcelona.
8. Develop an Open Government Strategy, I like to the Open City Strategy from Edmonton.
9. If Open Government is too much then just start with Open Data, Edmonton has one of the best.
10. Build a Citizen Dashboard to showcase your cities services and commitment to the public.
11. Put your Crime data online like the Edmonton Police Service.
12. Consider a pilot project with sensor technology for parking like the City of Nice or for  waste management like the City of Barcelona.
13. Embrace Car2Go, Modo and UBER as ways to move people in your city.
14. Consider turning your IT department into the Innovation and Technology Department like they did at the City of Chicago.
15. Partner with other near by local governments to create a shared Innovation and Technology agency.
Now more than ever before cities need to find ways to innovate, to transform and to create a foundation that is sustainable.  Now is the time for both courage and innovations in government.  What is your city doing to move into the 21st Century?”

The Civil Service in an Age of Open Government

Curated on Posted on by Stefaan Verhulst

Tunji Olaopa at AllAfrica.com: “…The question then is: How does a bureaucratic administrative civil service structure respond to the challenge of modernisation? The first condition for modernisation is to target the loci of the governance or the centre of public administration.
Public administration as governance derives from the recent transformation of the economy and government of industrial societies that has led to (a) a radical change in the internal modes of functioning; and (b) the expansion of governmental activities into a ‘governance network’ that brings in non-state actors into the governance system. The second condition demanded by the modernising imperative is the urgency of opening up the government within the framework of an ‘open society’.
Both conditions are interrelated because governance requires the participation of non-state actors and the entire citizenry through a technologically-motivated open platform that facilitates transparency, collaboration and participation. The open society or open government paradigm has philosophical antecedent. Immediately after the horrors of the Second World War, the Austrian philosopher, Karl Popper, wrote a classic: Open Society and Its Enemies (1945).
The open society and open government dynamics speak to the need for eternal vigilance of the human race that guides their freedom and creativity to foreclose the multiplication of the Hitlers of this world and specifically, those that Popper regarded as Totalitarian ideologues namely, Hegel, Marx and Plato. And, the urgent and constant need to innovate and recreate ideas, paradigms and institutions in a way that transform our individual and collective wellbeing. The recent uproars generated by the Arab Spring in the Middle East constitute a negative indication of a refusal to open up the government or the society to constant interrogation.
In administrative reform terms, the ‘open society’ imagery simply challenges our civil services into a persistent and creative rethinking of our institutional and structural dynamics in a manner that transform the system into a world class performance mode. It insists that the principle that government–not just its laws and policies, but the reasons and processes of decisions that generated those policies and the flows of money that fund their implementation–should be open.
Open government gives the civil service clear advantages: (a) First, it is a critical attempt to challenge administrative closure that locks the people out of decisions and processes that governs their lives; (b) Second, open government deals with bureau-pathology by reversing the obscurity of brilliant public servants whose creative initiatives are usually left to disappear within the vast hierarchies that define the bureaucracy; (c) Third, open government helps the government redirect its citizens’ trust and respect; and (d) Lastly, the open government initiative enables the civil service to transcend itself away from its acute analogue/hierarchical/opaque status to becoming a cutting-edge digital/network/open system that works.
The governance and open government reform demand a reassessment of administrative reality especially within a third world context like Nigeria where our postcolonial predicament has left us burdened and in anguish. However, our reassessment goes deeper than opening up the processes and functioning of government. Gary Francione, the American philosopher, counsels that ‘If we are ever going to see a paradigm shift, we have to be clear about how we want the present paradigm to shift.’ The open government initiative is just one indication of where we want to go. Other indication of needed transformation will necessarily include:
o From resource-based to competency-based HRM;
o From ‘input-process’ to ‘output-results’ orientation;
o From Weberianism to a new institutional philosophy tantalisingly typified by the assumptions of neo-Weberianism…”