What Makes for Successful Open Government Co-Creation?


Panthea Lee at Reboot: “The promise of open government is unlocked when diverse actors work together toward a common vision. It requires engagement by citizens, government, civil society, the private sector, and others with a stake in good governance. Yet while collaborators may share values of transparency, participation, accountability, and innovation, the actual practice of co-creating solutions to advance these ideals can be messy…. we’ve surfaced some insights on what leads to successful co-creation; a sample is shared here, illustrated with snapshots from our remarkable partners. The issues each grappled with will be familiar to anyone working in open government, and we hope that their approaches to addressing the issues will inspire. Finally, we were excited to see OGP release draft co-creation standards to help strengthen government and civil society collaborations on the open government agenda, and we hope these stories help illuminate those guidelines.

When setting a vision Build on existing priorities and opportunities

Successful open government programs don’t start from scratch—they align with existing political mandates and institutional assets. By building upon current initiatives, and taking advantage of windows of political opportunity, initiatives can have more widespread and sustainable wins….(More)”.

Open innovation in the public sector


Sabrina Diaz Rato in OpenDemocracy: “For some years now, we have been witnessing the emergence of relational, cross-over, participative power. This is the territory that gives technopolitics its meaning and prominence, the basis on which a new vision of democracy – more open, more direct, more interactive – is being developed and embraced. It is a framework that overcomes the closed architecture on which the praxis of governance (closed, hierarchical, one-way) have been cemented in almost all areas. The series The ecosystem of open democracy explores the different aspects of this ongoing transformation….

How can innovation contribute to building an open democracy? The answer is summed up in these ten connectors of innovation.

  1. placing innovation and collective intelligence at the center of public management strategies,
  2. aligning all government areas with clearly-defined goals on associative platforms,
  3. shifting the frontiers of knowledge and action from the institutions to public deliberation on local challenges,
  4. establishing leadership roles, in a language that everyone can easily understand, to organize and plan the wealth of information coming out of citizens’ ideas and to engage those involved in the sustainability of the projects,
  5. mapping the ecosystem and establishing dynamic relations with internal and, particularly, external agents: the citizens,
  6. systematizing the accumulation of information and the creative processes, while communicating progress and giving feedback to the whole community,
  7. preparing society as a whole to experience a new form of governance of the common good,
  8. cooperating with universities, research centers and entrepreneurs in establishing reward mechanisms,
  9. aligning people, technologies, institutions and the narrative with the new urban habits, especially those related to environmental sustainability and public services,
  10. creating education and training programs in tune with the new skills of the 21st century,
  11. building incubation spaces for startups responding to local challenges,
  12. inviting venture capital to generate a satisfactory mix of open innovation, inclusive development policies and local productivity.

Two items in this list are probably the determining factors of any effective innovation process. The first has to do with the correct decision on the mechanisms through which we have pushed the boundaries outwards, so as to bring citizen ideas into the design and co-creation of solutions. This is not an easy task, because it requires a shared organizational mentality on previously non-existent patterns of cooperation, which must now be sustained through dialog and operational dynamics aimed at solving problems defined by external actors – not just any problem.

Another key aspect of the process, related to the breaking down of the institutional barriers that surround and condition action frameworks, is the revaluation of a central figure that we have not yet mentioned here: the policy makers. They are not exactly political leaders or public officials. They are not innovators either. They are the ones within Public Administration who possess highly valuable management skills and knowledge, but who are constantly colliding against the glittering institutional constellations that no longer work….(More)”

Curating Research Data: Practical Strategies for Your Digital Repository


Two books edited by Lisa R. Johnston: “Data are becoming the proverbial coin of the digital realm: a research commodity that might purchase reputation credit in a disciplinary culture of data sharing, or buy transparency when faced with funding agency mandates or publisher scrutiny. Unlike most monetary systems, however, digital data can flow in all too great an abundance. Not only does this currency actually “grow” on trees, but it comes from animals, books, thoughts, and each of us! And that is what makes data curation so essential. The abundance of digital research data challenges library and information science professionals to harness this flow of information streaming from research discovery and scholarly pursuit and preserve the unique evidence for future use.

In two volumes—Practical Strategies for Your Digital Repository and A Handbook of Current PracticeCurating Research Data presents those tasked with long-term stewardship of digital research data a blueprint for how to curate those data for eventual reuse. Volume One explores the concepts of research data and the types and drivers for establishing digital data repositories. Volume Two guides you across the data lifecycle through the practical strategies and techniques for curating research data in a digital repository setting. Data curators, archivists, research data management specialists, subject librarians, institutional repository managers, and digital library staff will benefit from these current and practical approaches to data curation.

Digital data is ubiquitous and rapidly reshaping how scholarship progresses now and into the future. The information expertise of librarians can help ensure the resiliency of digital data, and the information it represents, by addressing how the meaning, integrity, and provenance of digital data generated by researchers today will be captured and conveyed to future researchers….(More)”

Data Disrupts Corruption


Carlos Santiso & Ben Roseth at Stanford Social Innovation Review: “…The Panama Papers scandal demonstrates the power of data analytics to uncover corruption in a world flooded with terabytes needing only the computing capacity to make sense of it all. The Rousse impeachment illustrates how open data can be used to bring leaders to account. Together, these stories show how data, both “big” and “open,” is driving the fight against corruption with fast-paced, evidence-driven, crowd-sourced efforts. Open data can put vast quantities of information into the hands of countless watchdogs and whistleblowers. Big data can turn that information into insight, making corruption easier to identify, trace, and predict. To realize the movement’s full potential, technologists, activists, officials, and citizens must redouble their efforts to integrate data analytics into policy making and government institutions….

Making big data open cannot, in itself, drive anticorruption efforts. “Without analytics,” a 2014 White House report on big data and individual privacy underscored, “big datasets could be stored, and they could be retrieved, wholly or selectively. But what comes out would be exactly what went in.”

In this context, it is useful to distinguish the four main stages of data analytics to illustrate its potential in the global fight against corruption: Descriptive analytics uses data to describe what has happened in analyzing complex policy issues; diagnostic analytics goes a step further by mining and triangulating data to explain why a specific policy problem has happened, identify its root causes, and decipher underlying structural trends; predictive analytics uses data and algorithms to predict what is most likely to occur, by utilizing machine learning; and prescriptive analytics proposes what should be done to cause or prevent something from happening….

Despite the big data movement’s promise for fighting corruption, many challenges remain. The smart use of open and big data should focus not only on uncovering corruption, but also on better understanding its underlying causes and preventing its recurrence. Anticorruption analytics cannot exist in a vacuum; it must fit in a strategic institutional framework that starts with quality information and leads to reform. Even the most sophisticated technologies and data innovations cannot prevent what French novelist Théophile Gautier described as the “inexplicable attraction of corruption, even amongst the most honest souls.” Unless it is harnessed for improvements in governance and institutions, data analytics will not have the impact that it could, nor be sustainable in the long run…(More)”.

Why Big Data Is a Big Deal for Cities


John M. Kamensky in Governing: “We hear a lot about “big data” and its potential value to government. But is it really fulfilling the high expectations that advocates have assigned to it? Is it really producing better public-sector decisions? It may be years before we have definitive answers to those questions, but new research suggests that it’s worth paying a lot of attention to.

University of Kansas Prof. Alfred Ho recently surveyed 65 mid-size and large cities to learn what is going on, on the front line, with the use of big data in making decisions. He found that big data has made it possible to “change the time span of a decision-making cycle by allowing real-time analysis of data to instantly inform decision-making.” This decision-making occurs in areas as diverse as program management, strategic planning, budgeting, performance reporting and citizen engagement.

Cities are natural repositories of big data that can be integrated and analyzed for policy- and program-management purposes. These repositories include data from public safety, education, health and social services, environment and energy, culture and recreation, and community and business development. They include both structured data, such as financial and tax transactions, and unstructured data, such as recorded sounds from gunshots and videos of pedestrian movement patterns. And they include data supplied by the public, such as the Boston residents who use a phone app to measure road quality and report problems.

These data repositories, Ho writes, are “fundamental building blocks,” but the challenge is to shift the ownership of data from separate departments to an integrated platform where the data can be shared.

There’s plenty of evidence that cities are moving in that direction and that they already are systematically using big data to make operational decisions. Among the 65 cities that Ho examined, he found that 49 have “some form of data analytics initiatives or projects” and that 30 have established “a multi-departmental team structure to do strategic planning for these data initiatives.”….The effective use of big data can lead to dialogs that cut across school-district, city, county, business and nonprofit-sector boundaries. But more importantly, it provides city leaders with the capacity to respond to citizens’ concerns more quickly and effectively….(More)”

Why We Make Free, Public Information More Accessible


Gabi Fitz and Lisa Brooks in Philantopic: “One of the key roles the nonprofit sector plays in civil society is providing evidence about social problems and their solutions. Given recent changes to policies regarding the sharing of knowledge and evidence by federal agencies, that function is more critical than ever.

Nonprofits deliver more than direct services such as running food banks or providing shelter to people who are homeless. They also collect and share data, evidence, and lessons learned so as to help all of us understand complex and difficult problems.

Those efforts not only serve to illuminate and benchmark our most pressing social problems, they also inform the actions we take, whether at the individual, organizational, community, or policy level. Often, they provide the evidence in “evidence-based” decision making, not to mention the knowledge that social sector organizations and policy makers rely on when shaping their programs and services and individual citizens turn to inform their own engagement.

In January 2017, several U.S. government agencies, including the Environmental Protection Agency and the Departments of Health and Human Services and Agriculture, were ordered by officials of the incoming Trump administration not to share anything that could be construed as controversial through official communication channels such as websites and social media channels. (See “Federal Agencies Told to Halt External Communications.”) Against that backdrop, the nonprofit sector’s interest in generating and sharing evidence has become more urgent than ever…..

Providing access to evidence and lessons learned is always important, but in light of recent events, we believe it’s more necessary than ever. That’s why we are asking for your help in providing — and preserving — access to this critical knowledge base.

Over the next few months, we will be updating and maintaining special collections of non-academic research on the following topics and need lead curators with issue expertise to lend us a hand. IssueLab special collections are an effort to contextualize important segments of the growing evidence base we curate, and are one of the ways we  help visitors to the platform learn about nonprofit organizations and resources that may be useful to their work and knowledge-gathering efforts.

Possible special collection topics to be updated or curated:

→ Access to reproductive services (new)
→ Next steps for ACA
→ Race and policing
→ Immigrant detention and deportation
→ Climate change and extractive mining (new)
→ Veterans affairs
→ Gun violence

If you are a researcher, knowledge broker, or service provider in any of these fields of practice, please consider volunteering as a lead curator. …(More)”

Corporate Social Responsibility for a Data Age


Stefaan G. Verhulst in the Stanford Social Innovation Review: “Proprietary data can help improve and save lives, but fully harnessing its potential will require a cultural transformation in the way companies, governments, and other organizations treat and act on data….

We live, as it is now common to point out, in an era of big data. The proliferation of apps, social media, and e-commerce platforms, as well as sensor-rich consumer devices like mobile phones, wearable devices, commercial cameras, and even cars generate zettabytes of data about the environment and about us.

Yet much of the most valuable data resides with the private sector—for example, in the form of click histories, online purchases, sensor data, and call data records. This limits its potential to benefit the public and to turn data into a social asset. Consider how data held by business could help improve policy interventions (such as better urban planning) or resiliency at a time of climate change, or help design better public services to increase food security.

Data responsibility suggests steps that organizations can take to break down these private barriers and foster so-called data collaboratives, or ways to share their proprietary data for the public good. For the private sector, data responsibility represents a new type of corporate social responsibility for the 21st century.

While Nepal’s Ncell belongs to a relatively small group of corporations that have shared their data, there are a few encouraging signs that the practice is gaining momentum. In Jakarta, for example, Twitter exchanged some of its data with researchers who used it to gather and display real-time information about massive floods. The resulting website, PetaJakarta.org, enabled better flood assessment and management processes. And in Senegal, the Data for Development project has brought together leading cellular operators to share anonymous data to identify patterns that could help improve health, agriculture, urban planning, energy, and national statistics.

Examples like this suggest that proprietary data can help improve and save lives. But to fully harness the potential of data, data holders need to fulfill at least three conditions. I call these the “the three pillars of data responsibility.”…

The difficulty of translating insights into results points to some of the larger social, political, and institutional shifts required to achieve the vision of data responsibility in the 21st century. The move from data shielding to data sharing will require that we make a cultural transformation in the way companies, governments, and other organizations treat and act on data. We must incorporate new levels of pro-activeness, and make often-unfamiliar commitments to transparency and accountability.

By way of conclusion, here are four immediate steps—essential but not exhaustive—we can take to move forward:

  1. Data holders should issue a public commitment to data responsibility so that it becomes the default—an expected, standard behavior within organizations.
  2. Organizations should hire data stewards to determine what and when to share, and how to protect and act on data.
  3. We must develop a data responsibility decision tree to assess the value and risk of corporate data along the data lifecycle.
  4. Above all, we need a data responsibility movement; it is time to demand data responsibility to ensure data improves and safeguards people’s lives…(More)”

What Communication Can Contribute to Data Studies: Three Lenses on Communication and Data


Andrew Schrock at the International Journal of Communication: “We are awash in predictions about our data-driven future. Enthusiasts believe big data imposes new ways of knowing, while critics worry it will enable powerful regimes of institutional control. This debate has been of keen interest to communication scholars. To encourage conceptual clarity, this article draws on communication scholarship to suggest three lenses for data epistemologies. I review the common social scientific perspective of communication as data. A data as discourse lens interrogates the meanings that data carries. Communication around data describes moments where data are constructed. By employing multiple perspectives, we might understand how data operate as a complex structure of dominance….(More)”

Big data may be reinforcing racial bias in the criminal justice system


Laurel Eckhouse at the Washington Post: “Big data has expanded to the criminal justice system. In Los Angeles, police use computerized “predictive policing” to anticipate crimes and allocate officers. In Fort Lauderdale, Fla., machine-learning algorithms are used to set bond amounts. In states across the country, data-driven estimates of the risk of recidivism are being used to set jail sentences.

Advocates say these data-driven tools remove human bias from the system, making it more fair as well as more effective. But even as they have become widespread, we have little information about exactly how they work. Few of the organizations producing them have released the data and algorithms they use to determine risk.

 We need to know more, because it’s clear that such systems face a fundamental problem: The data they rely on are collected by a criminal justice system in which race makes a big difference in the probability of arrest — even for people who behave identically. Inputs derived from biased policing will inevitably make black and Latino defendants look riskier than white defendants to a computer. As a result, data-driven decision-making risks exacerbating, rather than eliminating, racial bias in criminal justice.
Consider a judge tasked with making a decision about bail for two defendants, one black and one white. Our two defendants have behaved in exactly the same way prior to their arrest: They used drugs in the same amount, have committed the same traffic offenses, owned similar homes and took their two children to the same school every morning. But the criminal justice algorithms do not rely on all of a defendant’s prior actions to reach a bail assessment — just those actions for which he or she has been previously arrested and convicted. Because of racial biases in arrest and conviction rates, the black defendant is more likely to have a prior conviction than the white one, despite identical conduct. A risk assessment relying on racially compromised criminal-history data will unfairly rate the black defendant as riskier than the white defendant.

To make matters worse, risk-assessment tools typically evaluate their success in predicting a defendant’s dangerousness on rearrests — not on defendants’ overall behavior after release. If our two defendants return to the same neighborhood and continue their identical lives, the black defendant is more likely to be arrested. Thus, the tool will falsely appear to predict dangerousness effectively, because the entire process is circular: Racial disparities in arrests bias both the predictions and the justification for those predictions.

We know that a black person and a white person are not equally likely to be stopped by police: Evidence on New York’s stop-and-frisk policy, investigatory stops, vehicle searches and drug arrests show that black and Latino civilians are more likely to be stopped, searched and arrested than whites. In 2012, a white attorney spent days trying to get himself arrested in Brooklyn for carrying graffiti stencils and spray paint, a Class B misdemeanor. Even when police saw him tagging the City Hall gateposts, they sped past him, ignoring a crime for which 3,598 people were arrested by the New York Police Department the following year.

Before adopting risk-assessment tools in the judicial decision-making process, jurisdictions should demand that any tool being implemented undergo a thorough and independent peer-review process. We need more transparencyand better data to learn whether these risk assessments have disparate impacts on defendants of different races. Foundations and organizations developing risk-assessment tools should be willing to release the data used to build these tools to researchers to evaluate their techniques for internal racial bias and problems of statistical interpretation. Even better, with multiple sources of data, researchers could identify biases in data generated by the criminal justice system before the data is used to make decisions about liberty. Unfortunately, producers of risk-assessment tools — even nonprofit organizations — have not voluntarily released anonymized data and computational details to other researchers, as is now standard in quantitative social science research….(More)”.

Managing for Social Impact: Innovations in Responsible Enterprise


Book edited by Mary J, Cronin and , Tiziana C. Dearing: “This book presents innovative strategies for sustainable, socially responsible enterprise management from leading thinkers in the fields of corporate citizenship, nonprofit management, social entrepreneurship, impact investing, community-based economic development and urban design. The book’s integration of research and practitioner perspectives with focused best practice examples offers an in-depth, balanced analysis, providing new insights into the social issues that are most relevant to organizational stakeholders. This integrated focus on sustainable social innovation differentiates the book from academic research monographs on stakeholder theory and practitioner guides to managing traditional Corporate Social Responsibility (CSR) programs.

Managing for Social Impact features 15 contributed chapters written by thought leaders, industry analysts, and managers of global and local organizations who are engaged with innovative models of sustainable social impact. The editors also provide a substantive introductory chapter describing a new strategic framework for enhancing the Return on Social Innovation (ROSI) through four pillars of social change: Open Circles, Focused Purpose Sharing, Mutuality of Success, and a Persistent Change Perspective….(More)”.