Can Technology Save Democracy?


Adele Peters in Fast Company: “On March 11, in a state parliament election in West Australia, 24 candidates made only one campaign promise: If they won, they promised to vote on every bill according to the wishes of their constituents, as determined via an app called Flux. (While the votes are still being tallied, it looks unlikely that any will win.)

Flux’s app is one of a handful of new platforms that aim to use technology to let people participate directly in politics, at scale. All are premised on the fact that–around the world–representative democracy isn’t working well. But technology could potentially help end corruption and lobbying, allow people to delegate votes to trusted friends rather than politicians, and empower experts in a field to meaningfully impact policy.

Does Democracy Work?

In 2015, shortly after Donald Trump announced that he was running for president, polls found that only 19% of Americans trusted the government “always” or “most of the time.” (The survey has not been repeated, but presumably, the numbers have not improved.) Only 11% approved of Congress.

Those numbers are historic lows; in 1958, when a poll first asked the question, 73% of Americans said that they could trust the government most of the time. The results can be partisan–people are less likely to trust the government when the opposing party is in power, and Republicans are less likely to trust government, in general, than Democrats. But the overall message is clear. Most people don’t think democracy is working in its current form….

The problems may stem from our form of government. “The problem, fundamentally, is representative democracy,” says Nathan Spataro, cofounder of both the Flux political party in Australia and XO.1, the startup making the software that powers the Flux app. “It is not that your politicians are corrupt, it’s that the politicians are corrupt because of the system. You don’t have to look far to watch how politicians start their career, and how then the system fundamentally changes them by the time they get to the end of it.”

Liquid Democracy

True direct democracy, in which every member of a society votes on everything, could eliminate the problem of lobbying, but has rarely existed. In ancient Athens, assemblies made up of all the citizens gathered to make decisions (women and slaves were not allowed to be citizens). In some Swiss cantons, citizens can participate directly in local government. In both cases, though, issues facing voters were relatively simple and limited in scope. While direct democracy might be the ideal–a government that’s literally by the people and for the people–it’s hard to scale up. In a large society with complex issues, it isn’t possible for even the most dedicated individual to keep up with every possible item that requires a vote–or have an informed opinion about them.

Representative democracy, which ideally solves that problem, also struggles with size. “One of the key problems of the U.S. political system is that it runs into scaling limits,” says Bryan Ford, a computer scientist who leads the Decentralized/Distributed Systems lab at the Swiss Federal Institute of Technology.

Sixteen years ago, Ford began thinking about what he calls delegative democracy, now also known as liquid democracy. “The whole idea of delegative democracy is to try to create a representative system that responds to the needs of individuals but also scales,” he says. “In some sense, delegative or liquid democracy is an approximation to the completely impractical idea of fully participatory, direct democracy.”

It works like this: Rather than asking citizens to vote on every issue, it gives each person the power to vote or to appoint a delegate to vote for them. Unlike a typical representative, that delegate could be changed at any time depending on the issue….(More)”.

Analytics Tools Could Be the Key to Effective Message-Driven Nudging


 in Government Technology: “Appealing to the nuances of the human mind has been a feature of effective governance for as long as governance has existed, appearing prominently in the prescriptions of every great political theorist from Plato to Machiavelli. The most recent and informed iteration of this practice is nudging: leveraging insights about how humans think from behavioral science to create initiatives that encourage desirable behaviors.

Public officials nudge in many ways. Some seek to modify people’s behavior by changing the environments in which they make decisions, for instance moving vegetables to the front of a grocery store to promote healthy eating. Others try to make desirable behaviors easier, like streamlining a city website to make it simpler to sign up for a service. Still others use prompts like email reminders of a deadline to receive a free checkup to nudge people to act wisely by providing useful information.

Thus far, examples of the third type of nudging — direct messaging that prompts behavior — have been decidedly low tech. Typical initiatives have included sending behaviorally informed letters to residents who have not complied with a city code or mailing out postcard reminders to renew license plates. Governments have been attracted to these initiatives for their low cost and proven effectiveness.

While these low-tech nudges should certainly continue, cities’ recent adoption of tools that can mine and analyze data instantaneously has the potential to greatly increase the scope and effectiveness of message-driven nudging.

For one, using Internet of Things (IoT) ecosystems, cities can provide residents with real-time information so that they may make better-informed decisions. For example, cities could connect traffic sensors to messaging systems and send subscribers text messages at times of high congestion, encouraging them to take public transportation. This real-time information, paired with other nudges, could increase transit use, easing traffic and bettering the environment…
Instantaneous data-mining tools may also prove useful for nudging citizens in real time, at the moments they are most likely to partake in detrimental behavior. Tools like machine learning can analyze users’ behavior and determine if they are likely to make a suboptimal choice, like leaving the website for a city service without enrolling. Using clickstream data, the site could determine if a user is likely to leave and deliver a nudge, for example sending a message explaining that most residents enroll in the service. This strategy provides another layer of nudging, catching residents who may have been influenced by an initial nudge — like a reminder to sign up for a service or streamlined website — but may need an extra prod to follow through….(More)”

Big data helps Belfort, France, allocate buses on routes according to demand


 in Digital Trends: “As modern cities smarten up, the priority for many will be transportation. Belfort, a mid-sized French industrial city of 50,000, serves as proof of concept for improved urban transportation that does not require the time and expense of covering the city with sensors and cameras.

Working with Tata Consultancy Services (TCS) and GFI Informatique, the Board of Public Transportation of Belfort overhauled bus service management of the city’s 100-plus buses. The project entailed a combination of ID cards, GPS-equipped card readers on buses, and big data analysis. The collected data was used to measure bus speed from stop to stop, passenger flow to observe when and where people got on and off, and bus route density. From start to finish, the proof of concept project took four weeks.

Using the TCS Intelligent Urban Exchange system, operations managers were able to detect when and where about 20 percent of all bus passengers boarded and got off on each city bus route. Utilizing big data and artificial intelligence the city’s urban planners were able to use that data analysis to make cost-effective adjustments including the allocation of additional buses on routes and during times of greater passenger demand. They were also able to cut back on buses for minimally used routes and stops. In addition, the system provided feedback on the effect of city construction projects on bus service….

Going forward, continued data analysis will help the city budget wisely for infrastructure changes and new equipment purchases. The goal is to put the money where the needs are greatest rather than just spending and then waiting to see if usage justified the expense. The push for smarter cities has to be not just about improved services, but also smart resource allocation — in the Belfort project, the use of big data showed how to do both….(More)”

Mapatón CDMX


HBS Case Study by Mitchell Weiss and Maria Fernanda Miguel: “There were probably 30,000 public buses, minibuses, and vans in Mexico City. Though, in 2015, no one knew for certain since no comprehensive schedule existed. This was why el Laboratorio para la Ciudad (or LabCDMX) had spawned an effort to generate a map of the labyrinth system that provided an estimated 14 million rides a day. Gabriella Gómez-Mont, the Lab’s founder and director, had led her team in a project to crowd-source the routes from volunteer riders in what came to be known as Mapatón CDMX. After four pilots and a two-week “mapping marathon” later, she wondered exactly what to make of the lab’s fiftieth experiment? Was Mapatón successful?

Learning objective:

LabCDMX and their crowdsourced bus mapping project provides the setting to explore risk taking and experimentation in public settings. The case is designed to focus students most acutely on questions of can government take more risk and how? This is a key question for public entreprenuers. In class, students are encouraged to think both about the obstacles for risk taking and the tactics that elected leaders and innovation champions can take to surmount those obstacles. Students consider whether experimentation is one of those potential skills and, if so, how best and rigorously those experiments must be run. How willing must government be to admit failure if experiments don’t pan out? What can give them that leeway? How, tactically, can governments run these kinds of experiments? Is using off-the-shelf technology for quick, but imperfect beta services a productive strategy for securing buy-in and for learning? The case is adaptable for exploring big company settings, too. Mexico City’s municipal government is a giant organization, with 300,000 public workers. What is the role of an innovation office and it’s handful of employees in that context? How does it gain credibility with the rest of the organization? How do experiments help – or hurt – in that effort?…(More)”.

Just Change: How to Collaborate for Lasting Impact


Book by Tynesia Boyea-Robinson: “… is a collection of stories and case studies to evolve the way we think about and approach systemic causes of inequities facing low-income communities, particularly communities of color. The book successfully addresses:

  • Cross-sector collaboration as a requirement for sustainable social change;
  • Moving away from siloed programs with single-focused solutions to building systems and infrastructures that improve inequities at the population-level; and
  • Reframing how to think about and measure success in order to achieve scale and impact.

Read about leaders across the country who have successfully created sustainable, long-lasting solutions to address key root causes of inequities in their communities:

  • How the Detroit Corridor Initiative, Cincinnati, and Minneapolis-St Paul used shared results for successful cross-sector partnerships
  • How Nexus Community Partners in Minneapolis changed how they collaborate with the community they’re serving towards a more authentic community engagement
  • How Best Start for Kids in Seattle/King County effectively used cross-sector partnerships
  • How Camden City in New Jersey partnered with Campbell’s Soup for better health outcomes

Discover tested tools and strategies to implement change in your own communities, such as:

  • How the Model Behavior, Align Resources, Catalyze Change (MAC) framework harnesses intrinsic motivation for behavior change
  • How the Data Inventory helps you figure out what data needs to be collected and how to get it
  • Four components of creating effective shared results that will drive your cross-sector partnership towards success…(More)”.

Data and the City: New report on how public data is fostering civic engagement in urban regions


Report by Jonathan Gray and Danny Lämmerhirt: “…demonstrates how public data infrastructures create new kinds of relationships and public spaces between public institutions, civil society groups, and citizens.

In contrast to more supply-oriented ideas around opening (government) data, we argue that data infrastructures are not a mere “raw” resource that can be exploited. Instead they are best conceived as a lively network or ecosystem in which publics creatively use city data to engage with urban institutions.

We intend to spark imagination and conversation about the role that public data infrastructures may play in civic life – not just as neutral instruments for creating knowledge, but also as devices to organise publics and evidence around urban issues; creating shared spaces for public participation and deliberation around official processes and institutions; and securing progress around major social, economic and environmental challenges that cities face.

Our report describes six case studies from cities around the world to demonstrate civil society’s vast action repertoire to engage with urban data infrastructures. One case study demonstrates how a British civil society organisation gathered budget data through freedom of information requests from municipal government. This information was fed into an open database and made accessible to finance experts and scholars in order to allow them to run a “public debt audit”. This audit enabled government officials and the larger public to debate the extent of public debt in British cities and to uncover how a lack of public scrutiny increased profits of financial institutes while putting a strain on the public purse….

In detail, civic actors can engage with data infrastructures to:

  • Identify spaces for intervention. Having cadastral data at hand helped civic actors to identify vacant publicly-owned land, to highlight possibilities for re-using it and to foster community building in neighbourhoods around its re-use.
  • Open spaces for accountability. Using government’s own accounting measurements may provide civil society with evaluation criteria for the effectiveness of public sector programs. Civil society actors may develop a ‘common ground’ or ‘common language’ for engaging with institutions around the issues that they care about.
  • Enable scrutiny of official processes, institutional mechanisms and their effects. By opening public loan data, civil society was able to identify how decentralised fiscal audit mechanisms may have negative effects on public debt.
  • Change the way an issue is framed or perceived. By using aggregated, anonymized data about home addresses of inmates, scholars could shift focus from crime location to the origin of an offender – which helped to address social re-entry programs more effectively.
  • Mobilise community engagement and civic activism. Including facilitating the assembly and organisation of publics around issues….

You can find the full report here.”

The Whatsapp-inspired, Facebook-investor funded app tackling India’s doctor shortage


 at TechInAsia: “A problem beyond India’s low doctor-to-patient ratio is the distribution of those doctors. Most, particularly specialists, congregate in bigger cities and get seen by patients in the surrounding areas. Only 19 percent of specialists are available in community health centers across India, and most fall well below the country’s requirement for specialists. Community health centers are located in smaller towns and help patients in the area decide if they need to visit a larger, better-equipped city facility….

The IIT-Madras grad’s company, DocsApp, co-founded with fellow IIT-Madras alum Enbasekar D (CTO), joins startups like Practo, DocDoc, and Medinfi in helping patients find physicians. However, the app’s main focus is specialists, and it lets patients chat with doctors and get consultations.

DocsApp’s name is directly inspired by WhatsApp. As long as you have a chat screen on your phone, you can input your problems and location, find a doctor, and ask questions. A user can pay for his or her own appointment over mobile. If treatment requires a physical visit, the user’s money is refunded….

Doctor profiles include the physician’s experience, medical counsel ID, patient reviews, specialty, and languages – DocsApp covers 17 different languages. DocsApp has 1,200 doctors in 15 specialties. All doctors on the platform are verified by looking up certification, an interview, and a facilities review.

If a consultation reveals that a patient needs a prescription, the doctor can provide a digitally-signed e-prescription. DocsApp can deliver medicines within two days to any location in India, says Satish.

Once a user has access to one of the doctors, he or she can message the doctor 24/7 and get a response in 30 minutes – Satish says that the company’s average is now 18 minutes. The team of 55 is aiming for a minute or less….

Telemedicine is one of the ways tech is combatting India’s doctor shortage. Other startups in the industry in the country include Visit, which focuses on both physical and mental health, and SeeDoc, a physician video consultation app.

A chat is a little less personal than a physical visit, which can open the door for patients who want to discuss more taboo topics in India, like mental health and fertility questions. Satish adds that women who live in locations where it’s best to be accompanied by a man when going out also find convenience, as they don’t necessarily need to wait for a husband to come back from work before addressing a medical question she has about her child…(More)”.

Cities need to innovate to survive. Here are four ways they can do it


Alice Charles: “…The World Economic Forum’s Global Agenda Council on the Future of Cities chronicled a list of Top 10 Urban Innovations from around the world, that are providing best practice examples of how cities are creating innovative solutions to a variety of urban problems.

Top 10 Urban Innovations

Top 10 Urban Innovations

Within these innovations, four principles surface again and again. They can be seen as a core framework to find innovative solutions to complex urban problems:

  • Unleashing spare capacity: Many innovations cleverly make use of existing yet underutilized resources. Airbnb, for example, enables the renting out of unused private homes; co-locating schools and recreational facilities enables public-private sharing of space; and the circular economy provides opportunities to reuse, recycle and upcycle.
  • Cutting out the peaks: From electricity and water to roads and public transport, upwards of 20% of capacity sits idle for much of the time ready to cope with demand peaks; cutting out these peaks with technology-enabled demand management or innovative pricing structures can significantly limit the burden on financial and natural resources.
  • Small-scale infrastructure thinking: Cities will always need large-infrastructure projects, but sometimes small-scale infrastructure – from cycle lanes and bike sharing to the planting of trees for climate change adaptation – can also have a big impact on an urban area.
  • People-centred innovation: The best way to improve a city is by mobilizing its citizens. From smart traffic lights to garbage taxes, innovations in technology, services and governance are not ends in themselves but means to shape the behaviour and improve the lives of the city’s inhabitants. All innovations should be centred on the citizen, adhering to the principles of universal design and usable by people of all ages and abilities.

Cities are expected to provide a better standard of living, increase community cohesion, wellness and happiness while progressing towards sustainable development. To be successful in meeting these requirements, cities need to transform their strategies to include innovation and enable the convergence of the digital and physical dimensions. Cities need to support the design and development of cutting-edge solutions and processes in collaboration with the private sector, scientific research institutions, academia, citizens and start-ups, to maintain the competitive edge, while progressing towards better performance and urban service deliveries….(More)”

What is the Spectrum of Public Participation?


Spectrum of Public Participation

Using the Spectrum of Public Participation

Many practitioners and organisations find the Spectrum very helpful. The IAP2 claims that the Spectrum is “quickly becoming an international standard” and, while this claim is partly marketing, it certainly has some validity in some sectors. In Australia, the Spectrum forms a basis for many state and federal government guides to community engagement (e.g., Department Environment, Land, Water and Planning, Department of Primary Industries) local government community engagement plans (e.g., City of Newcastle, Latrobe City and the Local Government Association of South Australia ) and a range of other organisations (e.g., Australian Water Recycling Centre of Excellence and Trinity Grammar School).

While not as widely used in other parts of the world, it is still relevant and has been used in a range of contexts (e.g., The United States Environmental Protection Agency, the British Forestry Commission and Vancouver’s Engage City Task Force).

….

Selecting a level

The Spectrum is not a flow chart. They are not steps in a process – starting on the left and working to the right – so selecting a level needs to be based on the specific context.

Higher levels are not necessarily “better”. If an issue is not controversial and does not provoke passionate feelings, a lower level maybe more appropriate, but for issues which are complex and controversial, it can save time in the long run to choose a higher level ….

Selecting a level of participation does not mean that the level cannot change, (e.g., it might be discovered that an issue was more controversial than thought, and so a higher level might be adopted) nor is the selected level the only one that can be used. It can be quite appropriate to provide ways of engaging the community at lower levels than the level selected. For example, some people may not have the time and energy to participate in day long workshop held at the Collaborate level, but might still want to have the opportunity to contribute their ideas.

The level is only part of the picture

Community engagement needs to have strong ethical base. Selecting appropriate levels is important but the way we engage the community and who we engage are also vitally important.

The Spectrum of Public Participation is underpinned by seven values.….

The Spectrum is a useful tool in thinking about, and planning, community engagement that has helped many practitioners in a wide range of contexts. Although there are examples where it has been used poorly, it provides a valuable starting place and can, in fact, be used to challenge poor community engagement practice….(More)”

The Techno-Politics of Data and Smart Devolution in City-Regions: Comparing Glasgow, Bristol, Barcelona, and Bilbao


Paper by Igor Calzada: “This paper explores the substantial effect that the critical understanding and techno-political consideration of data are having in some smart city strategies. Particularly, the paper presents some results of a comparative study of four cases of smart city transitions: Glasgow, Bristol, Barcelona, and Bilbao. Likewise, considering how relevant the city-regional path-dependency is in each territorial context, the paper will elucidate the notion of smart devolution as a key governance component that is enabling some cities to formulate their own smart city-regional governance policies and implement them by considering the role of the smart citizens as decision makers rather than mere data providers. The paper concludes by identifying an implicit smart city-regional governance strategy for each case based on the techno-politics of data and smart devolution….(More)”