The Innovation Imperative in the Public Sector: Setting an Agenda for Action


Report by the OECD: “The public sector has to become more innovative if it is to tackle today’s complex challenges and meet society’s changing expectations. But becoming truly innovative requires deep and broad changes to organisational culture and operations. Drawing on evidence emerging from the OECD Observatory of Public Sector Innovation’s collection of innovative practices from around the world, this report looks at how to create a government where innovation is encouraged and nurtured….(More)

See also: Observatory of Public Sector Innovation

Can big databases be kept both anonymous and useful?


The Economist: “….The anonymisation of a data record typically means the removal from it of personally identifiable information. Names, obviously. But also phone numbers, addresses and various intimate details like dates of birth. Such a record is then deemed safe for release to researchers, and even to the public, to make of it what they will. Many people volunteer information, for example to medical trials, on the understanding that this will happen.

But the ability to compare databases threatens to make a mockery of such protections. Participants in genomics projects, promised anonymity in exchange for their DNA, have been identified by simple comparison with electoral rolls and other publicly available information. The health records of a governor of Massachusetts were plucked from a database, again supposedly anonymous, of state-employee hospital visits using the same trick. Reporters sifting through a public database of web searches were able to correlate them in order to track down one, rather embarrassed, woman who had been idly searching for single men. And so on.

Each of these headline-generating stories creates a demand for more controls. But that, in turn, deals a blow to the idea of open data—that the electronic “data exhaust” people exhale more or less every time they do anything in the modern world is actually useful stuff which, were it freely available for analysis, might make that world a better place.

Of cake, and eating it

Modern cars, for example, record in their computers much about how, when and where the vehicle has been used. Comparing the records of many vehicles, says Viktor Mayer-Schönberger of the Oxford Internet Institute, could provide a solid basis for, say, spotting dangerous stretches of road. Similarly, an opening of health records, particularly in a country like Britain, which has a national health service, and cross-fertilising them with other personal data, might help reveal the multifarious causes of diseases like Alzheimer’s.

This is a true dilemma. People want both perfect privacy and all the benefits of openness. But they cannot have both. The stripping of a few details as the only means of assuring anonymity, in a world choked with data exhaust, cannot work. Poorly anonymised data are only part of the problem. What may be worse is that there is no standard for anonymisation. Every American state, for example, has its own prescription for what constitutes an adequate standard.

Worse still, devising a comprehensive standard may be impossible. Paul Ohm of Georgetown University, in Washington, DC, thinks that this is partly because the availability of new data constantly shifts the goalposts. “If we could pick an industry standard today, it would be obsolete in short order,” he says. Some data, such as those about medical conditions, are more sensitive than others. Some data sets provide great precision in time or place, others merely a year or a postcode. Each set presents its own dangers and requirements.

Fortunately, there are a few easy fixes. Thanks in part to the headlines, many now agree that public release of anonymised data is a bad move. Data could instead be released piecemeal, or kept in-house and accessible by researchers through a question-and-answer mechanism. Or some users could be granted access to raw data, but only in strictly controlled conditions.

All these approaches, though, are anathema to the open-data movement, because they limit the scope of studies. “If we’re making it so hard to share that only a few have access,” says Tim Althoff, a data scientist at Stanford University, “that has profound implications for science, for people being able to replicate and advance your work.”

Purely legal approaches might mitigate that. Data might come with what have been called “downstream contractual obligations”, outlining what can be done with a given data set and holding any onward recipients to the same standards. One perhaps draconian idea, suggested by Daniel Barth-Jones, an epidemiologist at Columbia University, in New York, is to make it illegal even to attempt re-identification….(More).”

Content Volatility of Scientific Topics in Wikipedia: A Cautionary Tale


Paper by Wilson AM and Likens GE at PLOS: “Wikipedia has quickly become one of the most frequently accessed encyclopedic references, despite the ease with which content can be changed and the potential for ‘edit wars’ surrounding controversial topics. Little is known about how this potential for controversy affects the accuracy and stability of information on scientific topics, especially those with associated political controversy. Here we present an analysis of the Wikipedia edit histories for seven scientific articles and show that topics we consider politically but not scientifically “controversial” (such as evolution and global warming) experience more frequent edits with more words changed per day than pages we consider “noncontroversial” (such as the standard model in physics or heliocentrism). For example, over the period we analyzed, the global warming page was edited on average (geometric mean ±SD) 1.9±2.7 times resulting in 110.9±10.3 words changed per day, while the standard model in physics was only edited 0.2±1.4 times resulting in 9.4±5.0 words changed per day. The high rate of change observed in these pages makes it difficult for experts to monitor accuracy and contribute time-consuming corrections, to the possible detriment of scientific accuracy. As our society turns to Wikipedia as a primary source of scientific information, it is vital we read it critically and with the understanding that the content is dynamic and vulnerable to vandalism and other shenanigans….(More)”

5 Tips for Designing a Data for Good Initiative


Mitul Desai at Mastercard Center for Inclusive Growth: “The transformative impact of data on development projects, captured in the hashtag #DATARevolution, offers the social and private sectors alike a rallying point to enlist data in the service of high-impact development initiatives.

To help organizations design initiatives that are authentic to their identity and capabilities, we’re sharing what’s necessary to navigate the deeply interconnected organizational, technical and ethical aspects of creating a Data for Good initiative.

1) Define the need

At the center of a Data for Good initiative are the individual beneficiaries you are seeking to serve. This is foundation on which the “Good” of Data for Good rests.

Understanding the data and expertise needed to better serve such individuals will bring into focus the areas where your organization can contribute and the partners you might engage. As we’ve covered in past posts, collaboration between agents who bring different layers of expertise to Data for Good projects is a powerful formula for change….

2) Understand what data can make a difference

Think about what kind of data can tell a story that’s relevant to your mission. Claudia Perlich of Dstillery says: “The question is first and foremost, what decision do I have to make and which data can tell me something about that decision.” This great introduction to what different kinds of data are relevant in different settings can give you concrete examples.

3) Get the right tools for the job

By one estimate, some 90% of business-relevant data are unstructured or semi-structured (think texts, tweets, images, audio) as opposed to structured data like numbers that easily fit into the lines of a spreadsheet. Perlich notes that while it’s more challenging to mine this unstructured data, they can yield especially powerful insights with the right tools—which thankfully aren’t that hard to identify…..

4) Build a case that moves your organization

“While our programs are designed to serve organizations no matter what their capacity, we do find that an organization’s clarity around mission and commitment to using data to drive decision-making are two factors that can make or break a project,” says Jake Porway, founder and executive director of DataKind, a New York-based data science nonprofit that helps organizations develop Data for Good initiatives…..

5) Make technology serve people-centric ethics

The two most critical ethical factors to consider are informed consent and privacy—both require engaging the community you wish to serve as individual actors….

“Employ data-privacy walls, mask the data from the point of collection and encrypt the data you store. Ensure that appropriate technical and organizational safeguards are in place to verify that the data can’t be used to identify individuals or target demographics in a way that could harm them,” recommends Quid’s Pedraza. To understand the technology of data encryption and masking, check out this post. (More)”

President Obama Signs Executive Order Making Presidential Innovation Fellows Program Permanent


White House Press Release: “My hope is this continues to encourage a culture of public service among our innovators, and tech entrepreneurs, so that we can keep building a government that’s as modern, as innovative, and as engaging as our incredible tech sector is.  To all the Fellows who’ve served so far – thank you.  I encourage all Americans with bold ideas to apply.  And I can’t wait to see what those future classes will accomplish on behalf of the American people.” –- President Barack Obama

Today, President Obama signed an executive order that makes the Presidential Innovation Fellows Program a permanent part of the Federal government going forward. The program brings executives, entrepreneurs, technologists, and other innovators into government, and teams them up with Federal employees to improve programs that serve more than 150 million Americans.

The Presidential Innovation Fellows Program is built on four key principles:

  • Recruit the best our nation has to offer: Fellows include entrepreneurs, startup founders, and innovators with experience at large technology companies and startups, each of whom leverage their proven skills and technical expertise to create huge value for the public.
  • Partner with innovators inside government: Working as teams, the Presidential Innovation Fellows and their partners across the government create products and services that are responsive, user-friendly, and help to improve the way the Federal government interacts with the American people.
  • Deploy proven private sector strategies: Fellows leverage best practices from the private sector to deliver better, more effective programs and policies across the Federal government.
  • Focus on some of the Nation’s biggest and most pressing challenges: Projects focus on topics such as improving access to education, fueling job creation and the economy, and expanding the public’s ability to access their personal health data.

Additional Details on Today’s Announcements

The Executive Order formally establishes the Presidential Innovation Fellows Program within the General Services Administration (GSA), where it will continue to serve departments and agencies throughout the Executive Branch. The Presidential Innovation Fellow Program will be administered by a Director and guided by a newly-established Advisory Board. The Director will outline steps for the selection, hiring, and deployment of Fellows within government….

Fellows have partnered with leaders at more than 25 government agencies, delivering impressive results in months, not years, driving extraordinary work and innovative solutions in areas such as health care; open data and data science; crowd-sourcing initiatives; education; veterans affairs; jobs and the economy; and disaster response and recovery. Examples of projects include:

Open Data

When government acts as a platform, entrepreneurs, startups, and the private sector can build value-added services and tools on top of federal datasets supported by federal policies. Taking this approach, Fellows and agency stakeholders have supported the creation of new products and services focused on education, health, the environment, and social justice. As a result of their efforts and the agencies they have worked with:….

Jobs and the Economy

Fellows continue to work on solutions that will give the government better access to innovative tools and services. This is also helping small and medium-sized companies create jobs and compete for Federal government contracts….

Digital Government

The Presidential Innovation Fellows Program is a part of the Administration’s strategy to create lasting change across the Federal Government by improving how it uses technology. The Fellows played a part in launching 18F within the General Services Administration (GSA) and the U.S. Digital Services (USDS) team within the Office of Management and Budget….

Supporting Our Veterans

  • …Built a one-stop shop for finding employment opportunities. The Veterans Employment Center was developed by a team of Fellows working with the Department of Veterans Affairs in connection with the First Lady’s Joining Forces Initiative and the Department of Labor. This is the first interagency website connecting Veterans, transitioning Servicemembers, and their spouses to meaningful employment opportunities. The portal has resulted in cost savings of over $27 million to the Department of Veterans Affairs.

Education

  • …More than 1,900 superintendents pledged to more effectively leverage education technology in their schools. Fellows working at the Department of Education helped develop the idea of Future Ready, which later informed the creation of the Future Ready District Pledge. The Future Ready District Pledge is designed to set out a roadmap to achieve successful personalized digital learning for every student and to commit districts to move as quickly as possible towards our shared vision of preparing students for success. Following the President’s announcement of this effort in 2014, more than 1,900 superintendents have signed this pledge, representing 14 million students.

Health and Patient Care

  • More than 150 million Americans are able to access their health records online. Multiple rounds of Fellows have worked with the Department of Health and Human Services (HHS) and the Department of Veterans Affairs (VA) to expand the reach of theBlue Button Initiative. As a result, patients are able to access their electronic health records to make more informed decisions about their own health care. The Blue Button Initiative has received more than 600 commitments from organizations to advance health information access efforts across the country and has expanded into other efforts that support health care system interoperability….

Disaster Response and Recovery

  • Communities are piloting crowdsourcing tools to assess damage after disasters. Fellows developed the GeoQ platform with FEMA and the National Geospatial-Intelligence Agency that crowdsources photos of disaster-affected areas to assess damage over large regions.  This information helps the Federal government better allocate critical response and recovery efforts following a disaster and allows local governments to use geospatial information in their communities…. (More)

e-Consultation Platforms: Generating or Just Recycling Ideas?


Chapter by Efthimios TambourisAnastasia Migotzidou, and Konstantinos Tarabanis in Electronic Participation: “A number of governments worldwide employ web-based e-consultation platforms to enable stakeholders commenting on draft legislation. Stakeholders’ input includes arguing in favour or against the proposed legislation as well as proposing alternative ideas. In this paper, we empirically investigate the relationship between the volume of contributions in these platforms and the amount of new ideas that are generated. This enables us to determine whether participants in such platforms keep generating new ideas or just recycle a finite number of ideas. We capitalised on argumentation models to code and analyse a large number of draft law consultations published inopengov.gr, the official e-consultation platform for draft legislation in Greece. Our results suggest that as the number of posts grows, the number of new ideas continues to increase. The results of this study improve our understanding of the dynamics of these consultations and enable us to design better platforms….(More)”

 

Changing change management


Boris Ewenstein, Wesley Smith, and Ashvin Sologar at McKinsey: “Change management as it is traditionally applied is outdated. We know, for example, that 70 percent of change programs fail to achieve their goals, largely due to employee resistance and lack of management support. We also know that when people are truly invested in change it is 30 percent more likely to stick. While companies have been obsessing about how to use digital to improve their customer-facing businesses, the application of digital tools to promote and accelerate internal change has received far less scrutiny. However, applying new digital tools can make change more meaningful—and durable—both for the individuals who are experiencing it and for those who are implementing it.

The advent of digital change tools comes at just the right time. Organizations today must simultaneously deliver rapid results and sustainable growth in an increasingly competitive environment. They are being forced to adapt and change to an unprecedented degree: leaders have to make decisions more quickly; managers have to react more rapidly to opportunities and threats; employees on the front line have to be more flexible and collaborative. Mastering the art of changing quickly is now a critical competitive advantage…..

Digitizing five areas in particular can help make internal change efforts more effective and enduring.

1. Provide just-in-time feedback

The best feedback processes are designed to offer the right information when the recipient can actually act on it. Just-in-time feedback gives recipients the opportunity to make adjustments to their behavior and to witness the effects of these adjustments on performance….

2. Personalize the experience

Personalization is about filtering information in a way that is uniquely relevant to the user and showing each individual’s role in and contribution to a greater group goal. An easy-to-use system can be an effective motivator and engender positive peer pressure….

3. Sidestep hierarchy

Creating direct connections among people across the organization allows them to sidestep cumbersome hierarchal protocols and shorten the time it takes to get things done. It also fosters more direct and instant connections that allow employees to share important information, find answers quickly, and get help and advice from people they trust.

4. Build empathy, community, and shared purpose

In increasingly global organizations, communities involved in change efforts are often physically distant from one another. Providing an outlet for colleagues to share and see all the information related to a task, including progress updates and informal commentary, can create an important esprit de corps….

5. Demonstrate progress

Organizational change is like turning a ship: the people at the front can see the change but the people at the back may not notice for a while. Digital change tools are helpful in this case to communicate progress so that people can see what is happening in real time. More sophisticated tools can also show individual contributions toward the common goal. We have seen how this type of communication makes the change feel more urgent and real, which in turn creates momentum that can help push an organization to a tipping point where a new way of doing things becomes the way things are done….(More)

The 5Ps of the Crowd Economy


Crowdsourcing week: “As a first step towards a transition to a crowd – focussed organization, it helps to understand what makes up the crowd economy.

1. The people. The crowd economy is empowering, inclusive, disruptive and human centric.

Human-centric values need to be embedded in applications geared towards the crowd economy where the community is the starting point. The crowd economy or collective action is not about mob behavior but very targeted cooperative solutions that help communities better their lives. People-powered platforms are forging these interconnections between users that are breaking down the barriers between creators, producers and end users. By empowering people, organizations are finding new, previously unimagined pathways and solutions to complex problems.

2. The purpose. The crowd economy creates meaningful experiences and shared value.

The crowd economy embodies a culture of shared value creation and social responsibility that distinguishes itself from the traditional one-dimensional thinking and practices of the old economy. People driven initiatives often embody a larger mission to create solutions that work for, and, with all stakeholders. There is more than one channel of communication and the notion that everyone can further his or her purpose is life changing.

3. The platform. Crowds need a medium to interact and produce results.

This pillar of the crowd economy has manifested in the form of technology, connectivity and mobile networks. Soon the Internet of Things will contribute to this medium, amplifying human interactions with powerful data. Platforms like Airbnb and Uber have become synonymous with peer marketplaces and have led to new business paradigms taking shape.

4. The participation. Co-creation and participation are emphasized in the crowd economy and communities take an active stake in crafting positive futures.

The power of participation to accelerate innovation is best seen through crowdfunding, that has enabled early ideas get a jumpstart. Crowd verdict is critical to validate business plans and ideas and working with them only bring financial support but also value product input and iteration.

5. The productivity. Crowd economy fosters faster, cheaper, better and resource efficient processes.

Digital crowd applications for civic activities, disaster relief and humanitarian work are creating widespread impact. Helping and participation comes naturally to us and the networked web has fitted this mindset with wings. …(More)”

NYDatabases


Pressconnects: “As journalists, we work with mountains of data to help us spot trends, identify problems in our community and to hold public officials accountable. We present that data here at NYDatabases.com (formerly RocDocs), so that you can explore the issues yourself.

Learn more about where you live, make informed decisions as a citizen, parent, or homeowner, and help identify stories that we should investigate…..

Data is an important ingredient in our efforts to provide a well-rounded local report on what’s going on in New York. Some of this information comes straight from the source and other information is compiled from reporters and staff on our Data Desk. When possible, we present the databases with the context of news or enterprise from the Pressconnects. Sometimes, however, utility databases such as restaurant inspections and real estate sales throughout New York are there as a resource and updated on a regular basis….(More)”

The Last Mile: Creating Social and Economic Value from Behavioral Insights


New book by Dilip Soman: “Most organizations spend much of their effort on the start of the value creation process: namely, creating a strategy, developing new products or services, and analyzing the market. They pay a lot less attention to the end: the crucial “last mile” where consumers come to their website, store, or sales representatives and make a choice.

In The Last Mile, Dilip Soman shows how to use insights from behavioral science in order to close that gap. Beginning with an introduction to the last mile problem and the concept of choice architecture, the book takes a deep dive into the psychology of choice, money, and time. It explains how to construct behavioral experiments and understand the data on preferences that they provide. Finally, it provides a range of practical tools with which to overcome common last mile difficulties.

The Last Mile helps lay readers not only to understand behavioral science, but to apply its lessons to their own organizations’ last mile problems, whether they work in business, government, or the nonprofit sector. Appealing to anyone who was fascinated by Dan Ariely’s Predictably Irrational, Richard Thaler and Cass Sunstein’s Nudge, or Daniel Kahneman’s Thinking, Fast and Slow but was not sure how those insights could be practically used, The Last Mile is full of solid, practical advice on how to put the lessons of behavioral science to work….(More)”