Jason Brick at PSFK: “Air pollution is among the most serious environmental problems of the modern age. Although pollution in developed nations like the USA and Germany has fallen since the 1980s, air quality in growing technological countries — especially in the BRIC (Brazil, Russia, India and China) group — grows worse with each year. In 2012, 3.7 million people died as a direct result of problems caused by chronic exposure to bad air, and tens of millions more were made ill.
There is no easy solution to such a complex and widespread problem, but Breathe offers a fix for one aspect and solves it in two ways.
The first way is the device itself: a portable plastic brick smaller than a bar of soap that monitors the presence and concentration of toxic gases and other harmful substances in the air, in real time throughout your day. It records the quality and, if it reaches unacceptably dangerous levels, warns you immediately with an emergency signal. Plug the device into your smart phone, and it keeps a record of air quality by time and location you can use to avoid the most polluted times of day and places in your area.
The second solution is the truly innovative aspect of this project. Via the Breathe app, any user who wants to can add her data to a central database that keeps statistics worldwide. Individuals can then use that data to plan vacations, time outdoor activities or schedule athletic events. Given enough time, Breathe could accumulate enough data to be used to affect policy by identifying the most polluted areas in a city, county or nation so the authorities can work on a more robust solution….(More)”
HyperCities: Thick Mapping in the Digital Humanities
Book by Todd Presner, David Shepard, Yoh Kawano: “The prefix “hyper” refers to multiplicity and abundance. More than a physical space, a hypercity is a real city overlaid with information networks that document the past, catalyze the present, and project future possibilities. Hypercities are always under construction.
Todd Presner, David Shepard, and Yoh Kawano put digital humanities theory into practice to chart the proliferating cultural records of places around the world. A digital platform transmogrified into a book, it explains the ambitious online project of the same name that maps the historical layers of city spaces in an interactive, hypermedia environment. The authors examine the media archaeology of Google Earth and the cultural–historical meaning of map projections, and explore recent events—the “Arab Spring” and the Fukushima nuclear power plant disaster—through social media mapping that incorporates data visualizations, photographic documents, and Twitter streams. A collaboratively authored and designed work, HyperCities includes a “ghost map” of downtown Los Angeles, polyvocal memory maps of LA’s historic Filipinotown, avatar-based explorations of ancient Rome, and hour-by-hour mappings of the Tehran election protests of 2009.
Not a book about maps in the literal sense, HyperCities describes thick mapping: the humanist project of participating and listening that transforms mapping into an ethical undertaking. Ultimately, the digital humanities do not consist merely of computer-based methods for analyzing information. They are a means of integrating scholarship with the world of lived experience, making sense of the past in the layered spaces of the present for the sake of the open future.”
Todd Presner, David Shepard, and Yoh Kawano put digital humanities theory into practice to chart the proliferating cultural records of places around the world. A digital platform transmogrified into a book, it explains the ambitious online project of the same name that maps the historical layers of city spaces in an interactive, hypermedia environment. The authors examine the media archaeology of Google Earth and the cultural–historical meaning of map projections, and explore recent events—the “Arab Spring” and the Fukushima nuclear power plant disaster—through social media mapping that incorporates data visualizations, photographic documents, and Twitter streams. A collaboratively authored and designed work, HyperCities includes a “ghost map” of downtown Los Angeles, polyvocal memory maps of LA’s historic Filipinotown, avatar-based explorations of ancient Rome, and hour-by-hour mappings of the Tehran election protests of 2009.
Not a book about maps in the literal sense, HyperCities describes thick mapping: the humanist project of participating and listening that transforms mapping into an ethical undertaking. Ultimately, the digital humanities do not consist merely of computer-based methods for analyzing information. They are a means of integrating scholarship with the world of lived experience, making sense of the past in the layered spaces of the present for the sake of the open future.”
How Government Can Unlock Economic Benefits from Open Data
Zillow is a prime example of how open data creates economic value. The Seattle-based company has grown rapidly since its launch in 2006, generating more than $78 million in revenue in its last financial quarter and employing more than 500 workers. But real estate firms aren’t the only businesses benefiting from data collected and published by government.
GovLab, a research laboratory run by New York University, publishes the Open Data 500, a list of companies that benefit from open data produced by the federal government. The list contains more than 15 categories of businesses, ranging from health care and education to energy, finance, legal and the environment. And the data flows from all the major agencies, including NASA, Defense, Transportation, Homeland Security and Labor….
Zillow’s road to success underscores the challenges that lie ahead if local government is going to grab its share of open data’s economic bonanza. One of the company’s biggest hurdles was to create a system that could integrate government data from thousands of databases in county government. “There’s no standard format, which is very frustrating,” Stan Humphries, Zillow’s chief economist, told Computerworld.com. “It’s up to us to figure out 3,000 different ways to ingest data and make sense of it…. More at GovTech”
Here’s What Happens When Community Input Meets Great Ideas
People4Smarter Cities: “Making Connections for Positive Change in Communities: New York-based Ioby is connecting community change-makers with resources. The organization, which stands for “In our back yard,” offers an online crowd-resourcing platform aimed at matching up people working on neighborhood ecological and environmental projects with citizens who can offer either financial or physical support. Current projects on the online platform include creating urban gardens in Harlem to provide healthful, organic food to children living in the area, while another seeks to build fitness zones for individuals with physical and developmental disabilities.
Aiming to Make the Grade in D.C.: In Washington, D.C., citizens can choose whether the local government passes or fails. Through a program launched by the city called Grade D.C., feedback and comments by residents on their interaction with municipal services and departments are culled from the Grade D.C. website and social-media outlets. A third-party firm then uses an algorithm to convert the feedback into a score and a letter grade ranging from A to F. The grades are posted online each month for about 15 agencies. The city says its goal is to help citizens offer actionable feedback and help government agencies improve the quality of customer care.
When Citizens Want a Piece of the ACTion: For residents of Alexandria, Virginia, who want to improve their community, waiting for local issues to solve themselves isn’t an option. With the citizen-created online platform ACTion Alexandria, they can team up with others to share ideas, debate solutions and take action simply by connecting through the portal. Residents can go to the site’s Challenge section to propose solutions to community problems posted by locals. When an idea receives substantial community support, the website tries to rally others around the idea. Meanwhile, the platform’s Action Center lists projects already underway that need a helping hand….More at People4Smarter Cities”
Surprise! Creativity in the Public Sector
at Good Magazine: “….As a watchword, “innovation” has been slow to infiltrate the public sector. We are a nation of private inventors and public regulators. However, while this bizarre gem of a cover page may not signify a major event, I see it as an indicator of where the public sector is headed. In an interview with the Los Angeles Times, a CalTrans supervisor said of the cover, “This was an innovative project… We wanted people to notice the document and open it up.” And it worked. This “innovative project” brought attention to the 1,300-page report, which was not mentioned in local media until people noticed the unconventional cover page.
Less than a month later, the mayor of Los Angeles perpetuated the theme of public sector ingenuity by announcing an “Innovation Fund.” The Fund will support creative solutions proposed not by professionals in the art or tech industries, but by city employees. Anyone from janitors to general managers will be able to submit original ideas to improve the status quo. This initiative acknowledges the innovative potential in city staff and, moreover, provides funding to effectively tap into that potential.
The idea of creative change within the public sector aligns with the philosophy behind the Startup Cities Institute. Their model encourages unconventional ideas to be implemented by cities on a small scale to find solutions to problems in governance, infrastructure, and similar challenges. The key concept in this approach is that innovation comes not only from outside city hall, but from inside as well. Even though planners love guerrilla urbanism, it’s pretty spectacular when city government pulls off a good surprise. Some of my favorite “surprise-innovations” are New York’s Time Square beach chairs, Bogata’s traffic control mimes, and Hans Monderman’s naked streets, all conceived and executed by the public sector.
Innovative acts can be found everywhere. I have many friends in creative industries, but also some who are nurses, teachers, social workers, and full-time parents, and they are among the most creative people I know. I work for the City of Los Angeles in the Planning Department. I have seen the political and logistical challenges that the public sector is up against, but I am convinced that we can meet these challenges with novel ideas, fresh perspectives, and unconventional approaches. (And maybe some ‘90s clip art.) We can serve the public as well as delight them. That is the future of public service.…”
Techs Mex: a laboratory for Mexico
David Lida at the LongandShort: “…The five are members of Mexico City’s Laboratorio para la Ciudad (Laboratory for the City), an innovation lab founded by Mayor Miguel Ángel Mancera soon after he assumed office in December 2012. While innovation labs have sprung up around much of the developed world in the last few years, the Laboratory for the City is the first of its kind in Latin America. Over espresso, croissants and sandwiches, the lab members brainstormed about strategy for other parts of Latin America.
The meeting was convened because the lab had been approached by governments and organisations in cities such as São Paolo, Buenos Aires, and Montevideo, as well as the entire country of Chile, and Miraflores, one of the wealthiest neighbourhoods in Lima, Peru. All these locations asked for advice about establishing their own innovation labs or to collaborate with the Mexican lab on specific projects. Among the ideas bandied about was whether or not the lab should share the code of its website. Should they host a symposium about innovation labs for people from all over Latin America? Could they get funding for it from the World Bank? Would it be helpful to write a manual about starting an innovation lab? Should they establish alliances with other cities?
Amid all the breathless propositions and after the second cup of coffee, the lab’s director, Gabriella Gómez-Mont, reminded her four staff members of a crucial point: “We are in the middle of our own apprenticeship.”
Indeed. Despite the mostly gushing articles about the Laboratory for the City that have appeared in international media such as Monocle, Wired, and Forbes, it might be a bit premature for it to offer advice. Despite the fact that some of the staff members seem to work 24 hours a day, the lab is only in its infancy, at least in terms of tangible results.
“Innovation labs can generate good ideas for change on a civic scale,” says Nate Berg, who writes about cities for such publications as City Lab, Architects and Next City.” But the implementation is sometimes put off.”
The Laboratory for the City has only been up and running for a year and a half, so perhaps it’s too early to expect many results. Still, the language in its promotional literature – and indeed that spoken by its staff – can be frustratingly vague in terms of what it is trying to accomplish.
“We are very interested in the possibilities of tech as a social amplifier. But we are not a digital department,” says Gabriella Gómez-Mont. “We are an experimental area and creative thinktank and tech is just one of our many tools. Our real work lies in bringing in different perspectives and methodologies, exploring other means and ways forward, engaging other types of disciplines and people into the fascinating realm of city-making.
“We believe there are fascinating possibilities in creating spaces for experimentation within government, as well as making its dividing walls more porous. Through several projects and experimenting with different methodologies, we are prototyping what it means to add a temporal yet intensive ‘layer’ of citizen participation to government, break inward-looking orientation subconsciously generated by the way that most governments structure themselves, and even embedding up to nine months’ different profiles within different city departments, with our Code for Mexico City and Open Office programmes, for example.”… (full article).
4 Tech Trends Changing How Cities Operate
at Governing: “Louis Brandeis famously characterized states as laboratories for democracy, but cities could be called labs for innovation or new practices….When Government Technology magazine (produced by Governing’s parent company, e.Republic, Inc.) published its annual Digital Cities Survey, the results provided an interesting look at how local governments are using technology to improve how they deliver services, increase production and streamline operations…the survey also showed four technology trends changing how local government operates and serves its citizens:
1. Open Data
…Big cities were the first to open up their data and gained national attention for their transparency. New York City, which passed an open data law in 2012, leads all cities with more than 1,300 data sets open to the public; Chicago started opening up data to the public in 2010 following an executive order and is second among cities with more than 600; and San Francisco, which was the first major city to open the doors to transparency in 2009, had the highest score from the U.S. Open Data Census for the quality of its open data.
But the survey shows that a growing number of mid-sized jurisdictions are now getting involved, too. Tacoma, Wash., has a portal with 40 data sets that show how the city is spending tax dollars on public works, economic development, transportation and public safety. Ann Arbor, Mich., has a financial transparency tool that reveals what the city is spending on a daily basis, in some cases….
2. ‘Stat’ Programs and Data Analytics
…First, the so-called “stat” programs are proliferating. Started by the New York Police Department in the 1980s, CompStat was a management technique that merged data with staff feedback to drive better performance by police officers and precinct captains. Its success led to many imitations over the years and, as the digital survey shows, stat programs continue to grow in importance. For example, Louisville has used its “LouieStat” program to cut the city’s bill for unscheduled employee overtime by $23 million as well as to spot weaknesses in performance.
Second, cities are increasing their use of data analytics to measure and improve performance. Denver, Jacksonville, Fla., and Phoenix have launched programs that sift through data sets to find patterns that can lead to better governance decisions. Los Angeles has combined transparency with analytics to create an online system that tracks performance for the city’s economy, service delivery, public safety and government operations that the public can view. Robert J. O’Neill Jr., executive director of the International City/County Management Association, said that both of these tech-driven performance trends “enable real-time decision-making.” He argued that public leaders who grasp the significance of these new tools can deliver government services that today’s constituents expect.
3. Online Citizen Engagement
…Avondale, Ariz., population 78,822, is engaging citizens with a mobile app and an online forum that solicits ideas that other residents can vote up or down.
In Westminster, Colo., population 110,945, a similar forum allows citizens to vote online about community ideas and gives rewards to users who engage with the online forum on a regular basis (free passes to a local driving range or fitness program). Cities are promoting more engagement activities to combat a decline in public trust in government. The days when a public meeting could provide citizen engagement aren’t enough in today’s technology-dominated world. That’s why social media tools, online surveys and even e-commerce rewards programs are popping up in cities around the country to create high-value interaction with its citizens.
4. Geographic Information Systems
… Cities now use them to analyze financial decisions to increase performance, support public safety, improve public transit, run social service activities and, increasingly, engage citizens about their city’s governance.
Augusta, Ga., won an award for its well-designed and easy-to-use transit maps. Sugar Land, Texas, uses GIS to support economic development and, as part of its citizen engagement efforts, to highlight its capital improvement projects. GIS is now used citywide by 92 percent of the survey respondents. That’s significant because GIS has long been considered a specialized (and expensive) technology primarily for city planning and environmental projects….”
Test-tube government
The Economist: “INCUBATORS, accelerators, garages, laboratories: the best big companies have had them for years. Whatever the moniker (The Economist once had one called “Project Red Stripe”), in most cases a select few workers are liberated from the daily grind and encouraged to invent the future. Now such innovation units are becoming de rigueur in the public sector too: Boston has an Office of New Urban Mechanics; Denmark has a MindLab; and Singapore has the more prosaically named PS21 Office.
These government laboratories provide a bridge between the public and private sectors. Sometimes governments simply copy what private firms are doing. MindLab is based on the Future Centre, the innovation unit of Skandia, a big insurance firm. Sometimes they get money and advice from private sources: the New Orleans Innovation Delivery Team is partly funded by Michael Bloomberg, the former mayor of New York city and one of America’s biggest media tycoons. Whatever the connection, these units plug the public sector into a new world. They are full of people talking about “disruption” and “iteration”.
The units also provide a connection with academia. Britain’s Behavioural Insights Team, originally based in the Cabinet Office, was the world’s first government outfit dedicated to applying the insights of behavioural economics to public policy (it was known as the “nudge unit”, after the book “Nudge”, by Richard Thaler and Cass Sunstein). David Halpern, the group’s head, says that its mission was to point out the “small details” of policy that can have big consequences (see Free Exchange). It persuaded, for instance, HM Revenue & Customs, Britain’s tax collection agency, to tweak the words of a routine letter to say that most people in the recipient’s local area had already paid their taxes. As a result, payment rates increased by five percentage points.
A new report published by Nesta, a British charity devoted to promoting innovation, and Bloomberg Philanthropies shows how popular these government innovation labs have become. They can be found in a striking variety of places, from developing countries such as Malaysia to rich countries like Finland, and in the offices of mayors as well as the halls of central government.
Whatever their location, the study suggests they go about things in similar ways, with a lot of emphasis on harnessing technology. The most popular idea is co-creation—getting one’s customers to help invent and improve products and services. Boston’s Office of New Urban Mechanics has produced a series of apps which provide citizens with a convenient way of reporting problems such as graffiti and pot holes (by taking a photograph and sending it to city hall, users provide it with evidence and GPS co-ordinates). The staff-suggestion scheme introduced by PS21 in Singapore has produced striking results: one air-force engineer came up with the idea of scanning aircraft for leaks with ultraviolet light, just as opticians scan the cornea for scratches….
The most striking thing about these institutions, however, is their willingness to experiment. Policymakers usually alternate between hostility to new ideas and determination to implement a new policy without bothering to try it out first. Innovation centres tend to be both more daring and happy to test things. Sitra, for instance, is experimenting with health kiosks in shopping centres which are staffed by nurses, provide routine care and stay open late and on weekends. The Centre for Social Innovation in Colombia has developed computer games which are designed to teach pre-teenagers to make sensible choices about everything from nutrition to gang membership. Sitra also tracks the progress of each project that it funds against its stated goals….”
How to Fingerprint a City
at BigThink: “Thanks to Big Data, a new “Science of Cities” is emerging. Urban processes that until now could only be perceived subjectively can finally be quantified. Point in case: two French scientists have developed a mathematical formula to ‘fingerprint’ cities.
Take a good, close look at your fingertips. The pattern of grooves and ridges on your skin there [1] is yours alone. Equally unique is the warp and weft of urban road networks. No two cities’ street grids are exactly alike. Some are famously distinct. The forensic urbanist in all of us can probably recognise a blind map of New York, London and a few other global metropolises.
Rémi Louf and Marc Barthelemy examined the street patterns of 131 cities around the world. Not to learn them by heart and impress their fellow scientists at the Institut de Physique Théorique near Paris – although that would be a neat parlor trick. They wanted to see if it would be possible to classify them into distinct types. The title of their paper, A Typology of Street Patterns, is a bit of a giveaway: the answer is Yes.
Before we get to the How, let’s hear them explain the Why:
“[Street and road] networks can be thought as a simplified schematic view of cities, which captures a large part of their structure and organization and contain a large amount of information about underlying and universal mechanisms at play in their formation and evolution. Extracting common patterns between cities is a way towards the identification of these underlying mechanisms. At stake is the question of the processes behind the so-called ‘organic’ patterns – which grow in response to local constraints – and whether they are preferable to the planned patterns which are designed under large scale constraints”.
There have been attempts before to classify urban networks, but the results have always been colored by the subjectivity of what Louf and Barthelemy call the ‘Space Syntax Community’. That’s all changed now: Big Data – in this case, the mass digitization of street maps – makes it possible to extract common patterns from street grids in an objective manner, as dispassionately as the study of tree leaves according to their venation. …
Read their entire paper here.“
How do we improve open data for police accountability?
Emily Shaw at the SunLight Foundation: “This is a challenging time for people who worry about the fairness of American governmental institutions. In quick succession, grand juries declined to indict two police officers accused of killing black men. In the case of Ferguson, Mo. officer Darren Wilson’s killing of Michael Brown, the grand jury’s decision appeared to center on uncertainty about whether Wilson’s action was legal and whether he killed under threat. In the case of New York City police officer Daniel Pantaleo’s killing of Eric Garner, however, a bystander recorded and made public a video of the police officer causing Garner’s death through an illegal chokehold. In Pantaleo’s case, the availability of video data has made the question about institutional fairness even more urgent, as people can see for themselves the context in which the officer exercised power. The data has given us a common set of facts to use in judging police behavior.
We grant law enforcement and corrections departments the right to exercise more physical power over the public than we do to any other part of our government. But do we generally have the data we need to evaluate how they’re using it?….
The time to find good solutions to these problems is now. Responding to widespread frustration, President Obama has just announced a three-part initiative to “strengthen community policing”: an increased focus on transparency and oversight for federal-to-local transfers of military equipment, a proposal to provide matching funding to local police departments to buy body cameras, and a “Task Force on 21st Century Policing” that will make recommendations for how to implement community-oriented policing practices.
While each element of Obama’s initiative corresponds to a distinct set of concerns about policing, one element they share in common is the need to increase access to information about police work. Each of the three approaches will rely on mechanisms to increase the flow of public information about what police officers are doing in their official roles and how they are doing it. How are police officers going about fulfilling their responsibility to ensure public safety? Are they working in ways that appropriately respect individual rights? Are they responsive to public concerns, when concerns are raised?
By encouraging the collection and publication of more data about how government is working, Obama’s initiative has the potential to support precisely the kind of increase in data availability that can transform public outcomes. When applied with the intent to improve transparency and accountability and to increase public engagement, open data — and the civic tech that uses this data — can bridge the often too-large gap between the public and government.
However, because Obama’s initiatives depend on the effective collection, publication, and communication of information, open data advocates have a particular contribution to make. It’s important to think about what lessons we can apply from our experiences with open data — and with data collected and used for police accountability — in order to ensure that this initiative has the greatest possible impact. As an open data and open government community, can we make recommendations that can help improve the data we’re collecting for police transparency and accountability?
I’m going to begin a list, but it’s just a beginning – I am certain that you have many more recommendations to make. I’ll categorize them first by Obama’s “Strengthening Community Policing” initiatives and then keep thinking about what additional data is needed. Please think along with me about what kind of datasets we will need, what potential issues with data availability and quality we’re likely to see, what kind of laws may need to be changed to improve access to the data necessary for police accountability, then make your recommendations in the Google Doc embedded at the end of this post. If you’ve seen any great projects you’ve seen which improve police transparency and accountability, be sure to share those as well….”