A Glossary of Ideas from the BMW Guggenheim Lab—New York, Berlin, and Mumbai : “Over the past two years, the BMW Guggenheim Lab, a mobile urban laboratory centered around the topic of life in cities today, has offered free programs and workshops and implemented urban projects in New York City (August 3–October 16, 2011), Berlin (June 15–July 29, 2012), and Mumbai (December 9–January 20, 2013). Created as a resource, 100 Urban Trends aims to identify the most talked-about trends in urban thinking, as they were discussed in these three venues. Each individual glossary offers 100 contextualized definitions that apply to the way we understand, design, and live in cities.
Integral to 100 Urban Trends is the concept of cities as “idea makers.” In cities, people come together, share their thoughts and common interests, and generate the ideas that shape our world. Dense, growing cities have been and continue to be the catalyst for human progress, powered by daily proximity among their citizens as much as anything else. Despite some of the drawbacks of such massive urban centers, they may well embody the future for human life. Today’s cities are competing to attract more people; greater urban density can mean more conflict, but it can also produce a greater diversity of viewpoints and more opportunity for positive change.
In recent years, there has been an unequivocal shift in the study of cities. Urban thinking, whether related to architecture or urbanism, has become dramatically less focused on infrastructure, and more on the ultimate goal and reason for the existence of cities — that is, the well-being of the people that inhabit them and constitute their very soul and essence. “Cluster,” “concentrate,” and “collaborate” seem to have become the three big Cs of urban thinking of late — but that story is not new. Clustering, searching for a concentration of people, and finding ways to collaborate have been part of the human experience since prehistoric times. Then, as now, people gathered in search of protection, conviviality, and exchange.”
The Declassification Engine
Wired: “The CIA offers an electronic search engine that lets you mine about 11 million agency documents that have been declassified over the years. It’s called CREST, short for CIA Records Search Tool. But this represents only a portion the CIA’s declassified materials, and if you want unfettered access to the search engine, you’ll have to physically visit the National Archives at College Park, Maryland….
a new project launched by a team of historians, mathematicians, and computer scientists at Columbia University in New York City. Led by Matthew Connelly — a Columbia professor trained in diplomatic history — the project is known as The Declassification Engine, and it seeks to provide a single online database for declassified documents from across the federal government, including the CIA, the State Department, and potentially any other agency.
The project is still in the early stages, but the team has already assembled a database of documents that stretches back to the 1940s, and it has begun building new tools for analyzing these materials. In aggregating all documents into a single database, the researchers hope to not only provide quicker access to declassified materials, but to glean far more information from these documents than we otherwise could.
In the parlance of the day, the project is tackling these documents with the help of Big Data. If you put enough of this declassified information in a single place, Connelly believes, you can begin to predict what government information is still being withheld”
How Generation X is Shaping Government
Governing Magazine: “Local governments are in the midst of a sea change when it comes to public participation and citizen engagement. Forced by the recession and recovery of the last five years to make dramatic cuts to their budgets, they’ve reached out to try to understand better what their residents value most. Presented with a new and ever-evolving array of technological tools — Facebook, Twitter, text messaging and public-participation sites like MindMixer, Peak Democracy and Nextdoor — they’re using them to publicize their own concerns and, increasingly, to draw out public sentiment. They’ve discovered the “civic technology” movement, with its groups like Code for America and events like next month’s National Day of Civic Hacking, which encourage citizens with tech skills to use government data to build apps useful to residents, neighborhoods and cities.
What may be most interesting about all this, however, is that it’s occurring precisely as another momentous shift is taking place: As they go through their 30s and 40s, members of Generation X are moving into more active roles as citizens and into upper management ranks in local government. While it’s too much to say that this generational change is the force driving local governments’ more expansive view of public engagement, the blending of the two trends is no coincidence. It shouldn’t be surprising that this generation, which long ago shook off its disengaged-slacker stereotype to become known for its entrepreneurialism, DIY ethic, skepticism about bureaucracy and comfort with collaborating over far-flung networks, would now be pressing local government to think in new ways about the work of democracy.”
SmartSantander, the City that runs on Sensors
Businessweek: “Buried under the streets of Santander, Spain—or discreetly affixed to buses, utility poles, and dumpsters—are some 12,000 electronic sensors that track everything from traffic to noise to surfing conditions at local beaches. This digital nervous system puts the city of 180,000 at the forefront of one of the hottest trends in urban management: streaming real-time data to the public in an effort to increase the efficiency and reduce the stress of city life.
Santander’s narrow downtown streets are dotted with electronic signs that direct drivers to the nearest available parking spaces, reducing traffic congestion. Sensors are being installed on dumpsters to signal when they need emptying and are being buried in parks to measure soil dampness, preventing sprinkler overuse. Coming soon: wireless-enabled meters that monitor water consumption at homes and businesses, phasing out door-to-door meter readers. Mayor Iñigo de la Serna says the effort, known as SmartSantander, will cut city waste-management bills 20 percent this year, and he projects a 25 percent drop in energy bills as sensors conserve use in public building systems. “Smart innovation is improving our economic fabric and the quality of life,” the mayor says. “It has changed the way we work.”
The 20-person SmartSantander development team, which is led by University of Cantabria engineering professor Luis Muñoz, has also pushed residents to help collect and make use of data. Anyone in the city can download a mobile app to complain about potholes or other nuisances and receive updates from officials. A separate app tracks the availability of buses and taxis in real time. Still another city-provided app lets people wave their smartphones over barcode decals in shop windows to get price information or place orders. “This is the future, and we are already there,” says local shoe store owner Angel Benito, who has received orders from customers using the app….”
Euronews: Santander gets smart (Video):
Building Cities Using The Power Of The Crowd
PSFK: “Rodrigo Nino, CEO of Prodigy Network, spoke at PSFK CONFERENCE 2013 about building a crowd funded skyscraper in the city of Bogota, Colombia. With a population of over 10 million, Bogota is a quickly growing metropolitan center. This growth is predominately horizontal rather than vertical, which is creating a problems involving traffic and pollution. With 1.7 million daily commuters heading into the center of the city, the average commute from door to door in Bogota is between 75 to 90 minutes every day. This problem of horizontal growth is the biggest issue facing cities in emerging markets. The solution is to go vertical, building skyscrapers to create greater density and centralization.
The issue is raising enough capital to build such structures, and generally necessitates the involvement of large and powerful institutional investors. However, Nino envisions another way, which puts the power in the hands of the people of Bogota. By turning to crowd funding to build a skyscraper, the residents themselves become the owners of the project. In order to make this a reality, Nino has been combating the misconceptions that crowd funding can only be used to finance small projects, that it is only for local communities, and that crowd funding in real estate is not safe.”
VIDEO:
A Page From the Tri-Sector Athlete Playbook: Designing a Pro-Bono Partnership Model for Cities and Public Agencies
Jeremy Goldberg: “Leaders in our social systems and institutions are faced with many of the same challenges of the past century, but they are tasked to solve them within new fiscal realities. In the United States these fiscal realities are tied to the impact of the most recent economic recession coupled with declining property and tax revenues. While these issues seem largely to be “problems” that many perceive to belong to our government, leadership across sectors has had to respond and adapt in numerous ways, some of which unfortunately include pay and hiring-freezes, lay-offs and cuts to important public services and programs related to education, parks and safety.
Fortunately, within this “new normal” there are examples of leadership within the public and private sector confronting these challenges head-on through innovative public-private partnerships (p3s). For example, municipal governments are turning to opportunities like IBM’s Smarter Cities Challenge, which provides funding and a team of IBM employees to assist the city in solving specific public problems. Other cities such as Boston, Louisville and San Francisco have established initiatives, projects and Offices of Civic Innovation where government, technologists, communities and residents are collaborating to solve problems through open-data initiatives and platforms.
This new generation of innovative P3s demonstrates the inherent power of what Joseph Nye coined a tri-sector athlete — someone who is able and experienced in business, government and the social sector. Today, unlike any other time before, tri-sector athletes are demonstrating that business as usual just won’t cut it. These athletes, myself included, believe it’s the perfect moment for civic innovation, the perfect time civic collaboration, and the perfect moment for an organization like Fuse Corps to lead the national civic entrepreneurship movement… and I’m proud to be a part of it.”
Personal Information Is the Currency of the 21st Century
Tom Cochran (CTO at Atlantic Media) in All Things D: “The currency of the 21st century digital economy is your personal information. It has no transaction costs and does not decrease in value when the supply increases. Contrary to the laws of economics, it may even increase in value with greater supply. The more information you provide to companies, the more value they can extract from it….
Conversely, we tend to ignore this process because the most magnificent, technologically advanced and socially connected digital city is being built from it.
You are living in this growing digital city, and I’m guessing that you really like it here. Unfortunately, you can’t live in this city for free. Your rent is due in the form of your personal information, and you have to accept a certain loss of your privacy….
As a society, we need to define the rules under which our personal information can be mined. Our collective unease is largely the result of not having clear parameters to create an equilibrium between privacy and personalization.
These parameters will help shift our focus from the negatives to the positives, because in return for your personal information, you realize a net benefit with tremendous value.”
Anticipatory Governance and the use of Nano-technology in Cities
Abstract of New Paper in the Journal of Urban Technology: “Visions about the use of nanotechnologies in the city, including in the design and construction of built environments, suggest that these technologies could be critically important for solving urban sustainability problems. We argue that such visions often overlook two critical and interrelated elements. First, conjectures about future nano-enhanced cities tend to rely on flawed concepts of urban sustainability that underestimate the challenges presented by deeply-rooted paradigms of market economics, risk assessment, and the absorption of disruptive technologies. Second, opportunities for stakeholders such as city officials, non-governmental organizations, and citizens to consider the nature and distribution of the potential benefits and adverse effects of nano-enabled urban technologies are rarely triggered sufficiently early. Limitations in early engagement will lead to problems and missed opportunities in the use of nanotechnologies for urban sustainability. In this article, we critically explore ideas about the nano-enhanced city and its promises and limitations related to urban sustainability. On this base, we outline an agenda for engaged research to support anticipatory governance of nanotechnologies in cities.”
Life in the City Is Essentially One Giant Math Problem
Smithsonian Magazine : “A new science—so new it doesn’t have its own journal, or even an agreed-upon name—is exploring these laws. We will call it “quantitative urbanism.” It’s an effort to reduce to mathematical formulas the chaotic, exuberant, extravagant nature of one of humanity’s oldest and most important inventions, the city.
The systematic study of cities dates back at least to the Greek historian Herodotus. In the early 20th century, scientific disciplines emerged around specific aspects of urban development: zoning theory, public health and sanitation, transit and traffic engineering. By the 1960s, the urban-planning writers Jane Jacobs and William H. Whyte used New York as their laboratory to study the street life of neighborhoods, the walking patterns of Midtown pedestrians, the way people gathered and sat in open spaces. But their judgments were generally aesthetic and intuitive…
Only in the past decade has the ability to collect and analyze information about the movement of people begun to catch up to the size and complexity of the modern metropolis itself…
Deep mathematical principles underlie even such seemingly random and historically contingent facts as the distribution of the sizes of cities within a country. There is, typically, one largest city, whose population is twice that of the second-largest, and three times the third-largest, and increasing numbers of smaller cities whose sizes also fall into a predictable pattern. This principle is known as Zipf’s law, which applies across a wide range of phenomena…”
6 Things You May Not Know About Open Data
GovTech: “On Friday, May 3, Palo Alto, Calif., CIO Jonathan Reichental …said that when it comes to making data more open, “The invisible becomes visible,” and he outlined six major points that identify and define what open data really is:
1. It’s the liberation of peoples’ data
The public sector collects data that pertains to government, such as employee salaries, trees or street information, and government entities are therefore responsible for liberating that data so the constituent can view it in an accessible format. Though this practice has become more commonplace in recent years, Reichental said government should have been doing this all along.
2. Data has to be consumable by a machine
Piecing data together from a spreadsheet to a website or containing it in a PDF isn’t the easiest way to retrieve data. To make data more open, in needs to be in a readable format so users don’t have to go through additional trouble of finding or reading it.
3. Data has a derivative value
When data is made available to the public, people like app developers, arichitects or others are able to analyze the data. In some cases, data can be used in city planning to understand what’s happening at the city scale.
4. It eliminates the middleman
For many states, public records laws require them to provide data when a public records request is made. But oftentimes, complying with such request regulations involves long and cumbersome processes. Lawyers and other government officials must process paperwork, and it can take weeks to complete a request. By having data readily available, these processes can be eliminated, thus also eliminating the middleman responsible for processing the requests. Direct access to the data saves time and resources.
5. Data creates deeper accountability
Since government is expected to provide accessible data, it is therefore being watched, making it more accountable for its actions — everything from emails, salaries and city council minutes can be viewed by the public.
6. Open Data builds trust
When the community can see what’s going on in its government through the access of data, Reichtental said individuals begin to build more trust in their government and feel less like the government is hiding information.”