Paper by Ruizhi Liao et al in: “As the number of vehicles continues to grow, parking spaces are at a premium in city streets. Additionally, due to the lack of knowledge about street parking spaces, heuristic circling the blocks not only costs drivers’ time and fuel, but also increases city congestion. In the wake of recent trend to build convenient, green and energy-efficient smart cities, we rethink common techniques adopted by high-profile smart parking systems, and present a user-engaged (crowdsourcing) and sonar-based prototype to identify urban on-street parking spaces. The prototype includes an ultrasonic sensor, a GPS receiver and associated Arduino micro-controllers. It is mounted on the passenger side of a car to measure the distance from the vehicle to the nearest roadside obstacle. Multiple road tests are conducted around Wheatley, Oxford to gather results and emulate the crowdsourcing approach. By extracting parked vehicles’ features from the collected trace, a supervised learning algorithm is developed to estimate roadside parking occupancy and spot illegal parking vehicles. A quantity estimation model is derived to calculate the required number of sensing units to cover urban streets. The estimation is quantitatively compared to a fixed sensing solution. The results show that the crowdsourcing way would need substantially fewer sensors compared to the fixed sensing system…(More)”
Don’t know where to go when the volcano blows? Crowdsource it.
Anne Frances Johnson in ThrivingEarthExchange: “In the shadow of a rumbling volcano, Quito, Ecuador solicits just-in-time advice from the world’s disaster experts…
Cotopaxi’s last large-scale eruption was in 1877, and the volcano’s level of activity suggests another one is inevitable. In addition to spewing lava, a major eruption would melt Cotopaxi’s glaciers and send a large flow of material barreling down the mountain, posing an immediate risk to people and potentially causing rivers to overflow their banks. Some 120,000 people living in the valley beneath the volcano would have a mere 12 minutes to escape the lava’s path, and more than 325,000 other area residents would have only slightly more time to evacuate. An eruption could also create significant long-term challenges across a broad area, including dangerous air quality and disruptions to infrastructure, food systems and water supplies.
As danger looms, a city gets coaching from the crowd
Aware that the city was underprepared for a significant eruption, The Governance Lab, a program of the New York University Tandon School of Engineering, volunteered its time and expertise to help local officials accelerate preparation efforts. The GovLab, which helps governments and other institutions work collaboratively to solve problems, teamed up with Linq, the city’s innovation agency.
“We were very aware that this was a time-sensitive matter—we needed experts, and we needed them fast,” explained Dinorah Cantú-Pedraza, a human rights lawyer and Research Fellow at The GovLab who collaborated on the project. “So that’s why we decided to create online sessions focused on how innovations can solve specific problems facing the city.”…
GovLab’s “fail-fast, learn-by-doing” approach is crucial to its projects’ success in remaining responsive to the problems at hand. “That was a central element in how we worked with our partners and improved the approach as we went forward,” said Cantú-Pedraza.
To help translate the Cotopaxi crowdsourcing model for other circumstances, GovLab is working to build a network of innovators and experts that can be tapped on short notice to address problems as they emerge around the world. Although we can hope for the best in Quito and elsewhere, the reality is that we must plan for the worst…(More)
Missing Maps
About Missing Maps: “Objectives:
- To map the most vulnerable places in the developing world, in order that international and local NGOs and individuals can use the maps and data to better respond to crises affecting the areas.
- To support OpenStreetMap, specifically the Humanitarian OpenStreetMap Team (HOT), in developing technologies, skills, workflows, and communities.
Ethics
- Using OpenStreetMap ensures that all data gathered under the project banner will be free, open, and available for use under OpenStreetMap’s open license.
- All ‘in country’ activities, i.e. local mapping and data collection, will be carried out in collaboration with local people and in a respectful manner at all times.
- When working locally, people come before the data. Meaning if the goal is to map a city there needs to be a plan in place to ensure access to technology and training for those living in that community to continue using the maps after project completion.
- Members of Missing Maps actively contribute to Missing Map’s objectives, the OpenStreetMap repository and benefitting communities, both local and international.
- Missing Maps activities emphasize building, and leaving behind, local capacity and access. We are cautious about rapid data collection without significant local participation, and always make efforts to ensure local access.
- Missing Maps activities are designed to be accessible and open for participation for individuals who want to contribute towards the project objectives.
Membership
Membership of the Missing Maps Project is open to any NGO, educational establishment or civil society group willing to contribute to the goals, and abide by the ethics, stated above. Approval of membership is the responsibility of the current member organisations….(More)”
Opening Up Government: Citizen Innovation and New Modes of Collaboration
Chapter by Stefan Etzelstorfer, Thomas Gegenhuber and, Dennis Hilgers in Open Tourism: Open Innovation, Crowdsourcing and Co-Creation Challenging the Tourism Industry: “Companies use crowdsourcing to solve problems by using a widely dispersed and large group of individuals. Crowdsourcing and open innovation are not restricted to businesses. Governments also increasingly rely on open innovation principles to harness the expert knowledge of citizens and use citizens’ contributions to the public value creation process. While a large body of literature has examined the open government paradigm at the national level, we still know relatively little about how open government initiatives play out at the local level. Even less is known about whether open government initiatives may create positive spill overs, for example by having a trickle-down effect onto local tourism sectors. In this article, we present the City of Linz’s open government activities. More specifically, we review how the public administration implemented the interactive mapping and reporting application “Schau auf Linz“ (“Look at Linz“). Through our analysis of this case study, we show what role the local context and prior policies play in implementing open government initiatives on a local level. In addition, we discuss how this initiative, like others, leads to positive spill overs for the tourism sector….(More)”
The Opportunity Project: Utilizing Open Data to Build Stronger Ladders of Opportunity for All
White House Factsheet: “In the lead up to the President’s historic visit to SxSW, today the Administration is announcing the launch of “The Opportunity Project,” a new open data effort to improve economic mobility for all Americans. As the President said in his State of the Union address, we must harness 21st century technology and innovation to expand access to opportunity and tackle our greatest challenges.
The Opportunity Project will put data and tools in the hands of civic leaders, community organizations, and families to help them navigate information about critical resources such as access to jobs, housing, transportation, schools, and other neighborhood amenities. This project is about unleashing the power of data to help our children and our children’s children access the resources they need to thrive. Today, the Administration is releasing a unique package of Federal and local datasets in an easy-to-use format and accelerating a new way for the federal government to collaborate with local leaders, technologists, and community members to use data and technology to tackle inequities and strengthen their communities.
Key components of this announcement include:
· The launch of “The Opportunity Project” and Opportunity.Census.gov to provide easy access to the new package of Opportunity Project data, a combination of Federal and local data, on key assets that determine access to opportunity at the neighborhood level. This data can now be used by technologists, community groups, and local governments in order to help families find affordable housing, help businesses identify services they need, and help policymakers see inequities in their communities and make investments to expand fair housing and increase economic mobility.
· The release of a dozen new private sector and non-profit digital tools that were built in collaboration with eight cities and using the Opportunity Project data to help families, local leaders, advocates, and the media navigate information about access to jobs, housing, transportation, schools, neighborhood amenities, and other critical resources. Participating cities include Baltimore, Detroit, Kansas City, MO, New Orleans, New York, Philadelphia, San Francisco, and Washington, D.C., as well as organizations and companies such as Redfin, Zillow, GreatSchools, PolicyLink andStreetwyze.
· More than thirty additional non-profits, community organizations, coding boot camps, academic institutions, and local governments have already committed to use the Opportunity Project data to build stronger ladders of opportunity in communities across the country.
· The Administration is issuing a Call to Action to the public to develop new tools, offer additional sources of data, deepen community engagement through the use of the data, and other actions. We want to hear about what new steps you are taking or programs you are implementing to address these topics.
This project represents an important continuation of how the Federal government is working with communities and technologists to enhance the power of open data by making it more accessible to a wide variety of users across the country, and by facilitating collaborations between software developers and community members to build digital tools that make it easier for communities and families to solve their greatest challenges….(More)”
Community Engagement Matters (Now More Than Ever)
Melody Barnes & Paul Schmitz at Stanford Social Innovation Review: “…Data-driven and evidence-based practices present new opportunities for public and social sector leaders to increase impact while reducing inefficiency. But in adopting such approaches, leaders must avoid the temptation to act in a top-down manner. Instead, they should design and implement programs in ways that engage community members directly in the work of social change. …
Under the sponsorship of an organization called Results for America, we recently undertook a research project that focused on how leaders can and should pursue data-driven social change efforts. For the project, we interviewed roughly 30 city administrators, philanthropists, nonprofit leaders, researchers, and community builders from across the United States. We began this research with a simple premise: Social change leaders now have an unprecedented ability to draw on data-driven insight about which programs actually lead to better results.
Leaders today know that babies born to mothers enrolled in certain home visiting programs have healthier birth outcomes. (The Nurse-Family Partnership, which matches first-time mothers with registered nurses, is a prime example of this type of intervention.3) They know that students in certain reading programs reach higher literacy levels. (Reading Partners, for instance, has shown impressive results with a program that provides one-on-one reading instruction to struggling elementary school students.4) They know that criminal offenders who enter job-training and support programs when they leave prison are less likely to re-offend and more likely to succeed in gaining employment. (The Center for Employment Opportunities has achieved such outcomes by offering life-skills education, short-term paid transitional employment, full-time job placement, and post-placement services.5)
Results for America, which launched in 2012, seeks to enable governments at all levels to apply data-driven approaches to issues related to education, health, and economic opportunity. In 2014, the organization published a book called Moneyball for Government. (The title is a nod to Moneyball, a book by Michael Lewis that details how the Oakland A’s baseball club used data analytics to build championship teams despite having a limited budget for player salaries.) The book features contributions by a wide range of policymakers and thought leaders (including Melody Barnes, a co-author of this article). The editors of Moneyball for Government, Jim Nussle and Peter Orszag, outline three principles that public officials should follow as they pursue social change:
- “Build evidence about the practices, policies, and programs that will achieve the most effective and efficient results so that policymakers can make better decisions.
- “Invest limited taxpayer dollars in practices, policies, and programs that use data, evidence, and evaluation to demonstrate they work.
- “Direct funds away from practices, policies, and programs that consistently fail to achieve measurable outcomes.”6
These concepts sound simple. Indeed, they have the ring of common sense. Yet they do not correspond to the current norms of practice in the public and nonprofit sectors. According to one estimate, less than 1 percent of federal nondefense discretionary spending goes toward programs that are backed by evidence. In a 2014 report, Lisbeth Schorr and Frank Farrow note that the influence of evidence on decision-making—“especially when compared to the influence of ideology, politics, history, and even anecdotes”—has been weak among policymakers and social service providers. (Schorr is a senior fellow at the Center for the Study of Social Policy, and Farrow is director of the center.)
That needs to change. There is both an economic and a moral imperative for adopting data-driven approaches. Given persistently limited budgets, public and nonprofit leaders must direct funds to programs and initiatives that use data to show that they are achieving impact. Even if unlimited funds were available, moreover, leaders would have a responsibility to design programs that will deliver the best results for beneficiaries….
The Need for “Patient Urgency”
The inclination to move fast in creating and implementing data-driven programs and practices is understandable. After all, the problems that communities face today are serious and immediate. People’s lives are at stake. If there is evidence that a particular intervention can (for example) help more children get a healthy start in life—or help them read at grade level, or help them develop marketable skills—then setting that intervention in motion is pressingly urgent.
But acting too quickly in this arena entails a significant risk. All too easily, the urge to initiate programs expeditiously translates into a preference for top-down forms of management. Leaders, not unreasonably, are apt to assume that bottom-up methods will only slow the implementation of programs that have a record of delivering positive results.
A former director of data and analytics for a US city offers a cautionary tale that illustrates this idea. “We thought if we got better results for people, they would demand more of it,” she explains. “Our mayor communicated in a paternal way: ‘I know better than you what you need. I will make things better for you. Trust me.’ The problem is that they didn’t trust us. Relationships matter. Not enough was done to ask people what they wanted, to honor what they see and experience. Many of our initiatives died—not because they didn’t work but because they didn’t have community support.”
To win such support, policymakers and other leaders must treat community members as active partners. “Doing to us, not with us, is a recipe for failure,” says Fuller, who has deep experience in building community-led coalitions. “If we engage communities, then we have a solution and we have the leadership necessary to demand that solution and hold people accountable for it.” Engaging a community is not an activity that leaders can check off on a list. It’s a continuous process that aims to generate the support necessary for long-term change. The goal is to encourage intended beneficiaries not just to participate in a social change initiative but also to champion it.
“This work takes patient urgency,” Fuller argues. “If you aren’t patient, you only get illusory change. Lasting change is not possible without community. You may be gone in 5 or 10 years, but the community will still be there. You need a sense of urgency to push the process forward and maintain momentum.” The tension between urgency and patience is a productive tension. Navigating that tension allows leaders and community members to achieve the right level of engagement.
Rich Harwood, president of the Harwood Institute for Public Innovation, makes this point in a post on his website: “Understanding and strengthening a community’s civic culture is as important to collective efforts as using data, metrics and measuring outcomes. … A weak civic culture undermines the best intentions and the most rigorous of analyses and plans. For change to happen, trust and community ownership must form, people need to engage with one another, and we need to create the right underlying conditions and capabilities for change to take root and spread.”…(More)
HeroX enables breakthroughs
About HeroX, “The World’s Problem Solver Community”: “On October 21, 2004, Scaled Composites’ SpaceShipOne reached the edge of space, an altitude of 100km, becoming the first privately built spacecraft to perform this feat, twice within two weeks.
In so doing, they won the $10 million Ansari XPRIZE, ushering in a new era of commercial space exploration and applications.
It was the inaugural incentive prize competition of the XPRIZE Foundation, which has gone on to create an incredible array of incentive prizes to solve the world’s Grand Challenges — ocean health, literacy, space exploration, among many others.
In 2011, City Light Capital partnered with XPRIZE to envision a platform that would make the power of incentive challenges available to anyone. The result was the spin-off of HeroX in 2013.
HeroX was co-founded in 2013 by XPRIZE founder Peter Diamandis, challenge designer Emily Fowler and entrepreneur Christian Cotichini as a means to democratize the innovation model of XPRIZE.
HeroX exists to enable anyone, anywhere in the world, to create a challenge that addresses any problem or opportunity, build a community around that challenge and activate the circumstances that can lead to a breakthrough innovation.
This innovation model has existed for centuries.
The Ansari XPRIZE was inspired by the 1927 Orteig Prize, in which Charles Lindbergh crossed the Atlantic in the Spirit of St. Louis. The $25,000 prize had been offered by hotelier Raymond Orteig to spur tourism. Lindbergh’s flight lead to a boom in air travel the world over.
A similar challenge had launched 200 years earlier with the 1716 Longitude Prize, which sought a technology to more accurately measure longitude at sea. Nearly 60 years later, a British clockmaker named John Harrison invented the chronometer, which spurred Trans-Atlantic migration on a massive scale.
In 1795, Napoleon offered a 12,000 franc prize for a better method of preserving food, which was often spoiled by the time it reached the front lines of his armies. The breakthrough innovation to Napoleon’s prize led to the creation of the canning industry.
HeroX incentive prize challenges are designed to do the same — to harness the collective mind power of a community to innovate upon any problem or opportunity. Anyone can change the world. HeroX can help.
The only question is, “What do you want to solve?”… (More)
Do Universities, Research Institutions Hold the Key to Open Data’s Next Chapter
Ben Miller at Government Technology: “Government produces a lot of data — reams of it, roomfuls of it, rivers of it. It comes in from citizen-submitted forms, fleet vehicles, roadway sensors and traffic lights. It comes from utilities, body cameras and smartphones. It fills up servers and spills into the cloud. It’s everywhere.
And often, all that data sits there not doing much. A governing entity might have robust data collection and it might have an open data policy, but that doesn’t mean it has the computing power, expertise or human capital to turn those efforts into value.
The amount of data available to government and the computing public promises to continue to multiply — the growing smart cities trend, for example, installs networks of sensors on everything from utility poles to garbage bins.
As all this happens, a movement — a new spin on an old concept — has begun to take root: partnerships between government and research institutes. Usually housed within universities and laboratories, these partnerships aim to match strength with strength. Where government has raw data, professors and researchers have expertise and analytics programs.
Several leaders in such partnerships, spanning some of the most tech-savvy cities in the country, see increasing momentum toward the concept. For instance, the John D. and Catherine T. MacArthur Foundation in September helped launch the MetroLab Network, an organization of more than 20 cities that have partnered with local universities and research institutes for smart-city-oriented projects….
Two recurring themes in projects that universities and research organizations take on in cooperation with government are project evaluation and impact analysis. That’s at least partially driven by the very nature of the open data movement: One reason to open data is to get a better idea of how well the government is operating….
Open data may have been part of the impetus for city-university partnerships, in that the availability of more data lured researchers wanting to work with it and extract value. But those partnerships have, in turn, led to government officials opening more data than ever before for useful applications.
Sort of.
“I think what you’re seeing is not just open data, but kind of shades of open — the desire to make the data open to university researchers, but not necessarily the broader public,” said Beth Noveck, co-founder of New York University’s GovLab.
GOVLAB: DOCKER FOR DATA
Much of what GovLab does is about opening up access to data, and that is the whole point of Docker for Data. The project aims to simplify and quicken the process of extracting and loading large data sets so they will respond to Structured Query Language commands by moving the computing power of that process to the cloud. The docker can be installed with a single line of code, and its website plays host to already-extracted data sets. Since its inception, the website has grown to include more than 100 gigabytes of data from more than 8,000 data sets. From Baltimore, for example, one can easily find information on public health, water sampling, arrests, senior centers and more. Photo via Shutterstock.
That’s partially because researchers are a controlled group who can be forced to sign memorandums of understanding and trained to protect privacy and prevent security breaches when government hands over sensitive data. That’s a top concern of agencies that manage data, and it shows in the GovLab’s work.
It was something Noveck found to be very clear when she started working on a project she simply calls “Arnold” because of project support from the Laura and John Arnold Foundation. The project involves building a better understanding of how different criminal justice jurisdictions collect, store and share data. The motivation is to help bridge the gaps between people who manage the data and people who should have easy access to it. When Noveck’s center conducted a survey among criminal justice record-keepers, the researchers found big differences between participants.
“There’s an incredible disparity of practices that range from some jurisdictions that have a very well established, formalized [memorandum of understanding] process for getting access to data, to just — you send an email to a guy and you hope that he responds, and there’s no organized way to gain access to data, not just between [researchers] and government entities, but between government entities,” she said….(More)
Citizen Science and the Flint Water Crisis
The Wilson Center’s Commons Lab: “In April 2014, the city of Flint, Michigan decided to switch its water supply source from the Detroit water system to a cheaper alternative, the Flint River. But in exchange for the cheaper price tag, the Flint residents paid a greater price with one of the worst public health crises of the past decade.
Despite concerns from Flint citizens about the quality of the water, the Michigan Department of Environmental Quality repeatedly attributed the problem to the plumbing system. It was 37-year-old mother of four, LeeAnne Walters who, after noticing physical and behavioral changes in her children and herself, set off a chain of events that exposed the national scandal. Eventually, with the support of Dr. Marc Edwards, an environmental engineering professor at Virginia Tech (VT), Walters discovered lead concentration levels of 13,200 parts per billion in her water, 880 times the maximum concentration allowed by law and more than twice the level the Environmental Protection Agency considers to be hazardous waste.
Citizen science emerged as an important piece of combating the Flint water crisis. Alarmed by the government’s neglect and the health issues spreading all across Flint, Edwards and Walters began the Flint Water Study, a collaboration between the Flint residents and research team from VT. Using citizen science, the VT researchers provided the Flint residents with kits to sample and test their homes’ drinking water and then analyzed the results to unearth the truth behind Flint’s water quality.
The citizen-driven project illustrates the capacity for nonprofessional scientists to use science in order to address problems that directly affect themselves and their community. While the VT team needed the Flint residents to provide water samples, the Flint residents in turn needed the VT team to conduct the analysis. In short, both parties achieved mutually beneficial results and the partnership helped expose the scandal. Surprisingly, the “traditional” problems associated with citizen science, including the inability to mobilize the local constituent base and the lack of collaboration between citizens and professional scientists, were not the obstacles in Flint….(More)”
In Peru, trackable vultures are helping authorities find illegal garbage dumps
Springwise: “Peru’s black vultures are well known locally for their natural aptitude for garbage location. They don’t have to search too hard, since much of the garbage produced by the city of Lima is dumped illegally and ends up in the Pacific ocean. Now, the Ministry of the Environment has launched the Gallinazo Avisa campaign — meaning Vultures Warn — to clean up the city. It is using the vultures to its advantage, by fitting a flock of them with GoPros, which collect real-time GPS data, and enable the people to find the illegal dumps across the city.
The scheme is being run with the help of the Museum of Natural History and a local university, who had already tagged vultures to understand their seasonal movements. Each of the birds has been given a name and character, and their movements can be followed in real-time through an interactive map. Promotional videos have been created, which place the vultures in a filmic narrative as misunderstood heroes. Not only does the GPS data enable the location of garbage, the footage collected is also having a two-fold effect. First, it is educating the citizens about the repercussions of illegal dumping, and second, it is improving the reputation of the vultures by transforming them into allies of the people….(More)
