Chris Shattuck at Arc3Communications: “With more than 200 million active monthly users, Instagram reports that it shares more than 20 million photos every day with a combined average of 1.6 billion likes.
Instagram engagement is also more than 15 times that of Facebook with a user base that is predominately young, female and affluent, according to a recent report by L2, a think tank for digital innovation.
Therefore, it’s no wonder that 92 percent of prestige brands prominently incorporate Instagram into their social media strategies, according to the same report.
However, many local governments have been slow to adopt this rapidly maturing platform, even though many of their constituents are already actively using it.
So how can local governments utilize the power of Instagram to promote citizen engagement that is still organic and social?
Creating Instameets to promote local government events, parks, civic landmarks and institutional buildings may be part of that answer.
Once an Instagram meetup community is created for a city any user can suggest a “meet-up” where members get together at a set place, date and time to snap away at a landmark, festival, or other event of note – preferably with a unique hashtag so that photos can be easily shared.
For example, where other marketing efforts to brand the City of Atlanta failed, #weloveatl has become a popular, organic hashtag that crosses cultural and economic boundaries for photographers looking to share their favorite things about Atlanta and benefit the Atlanta Community Food Bank.
And in May, users were able to combine that energy with a worldwide Instameet campaign to photograph Streets Alive Atlanta, a major initiative by the Atlanta Bicycle Coalition.
This organic collaboration provides a unique example for local governments seeking to promote their cities and use Instameets….”
EU: GLOW (Global Legislative Openness Week)
GLOW is a celebration of open, participatory legislative processes around the world as well as an opportunity for diverse stakeholders to collaborate with one another and make progress toward adopting and implementing open-government commitments. The week is being led by the Legislative Openness Working Group of the Open Government Partnership, which is co-anchored by the National Democratic Institute and the Congress of Chile.
The campaign kicks off with the International Day of Democracy on September 15, and throughout the 10 days you are invited to share your ideas and experiences, kickstart new transparency tools and engage members of your community in dialogue. Learn more about the global open government movement at OGP, and stay tuned into GLOW events by following this site and #OpenParl2014.
Where will GLOW be happening?
GLOW will connect a range of legislative openness activities, organized independently by civil society organizations and parliaments around the world. You can follow the action on Twitter by using the hashtag #OpenParl2014. We hope the GLOW campaign will inspire you to design and organize your own event or activity during this week. If you’d like to share your event and collaborate with others during GLOW, please send us a note.
The week’s festivities will be anchored by two Working Group meetings of civil society and parliamentary members. Beginning on the International Day of Democracy, September 15, the Working Group will host a regional meeting on expanding civic engagement through parliamentary openness in Podgorica, Montenegro, hosted in partnership with the Parliament of Montenegro. The week will conclude with the Working Group’s annual meeting in Chile, on September 25 and 26, 2014, where members will discuss progress made in the year since the Working Group’s launch. This meeting coincides with the 11th Plenary Assembly of ParlAmericas, an independent network composed of the national legislatures of the 35 independent states of the Americas, which will also consider issues of legislative openness as part of its meeting….” (More)
Bridging Distant Worlds: Innovation in the Civic Space
A digital white paper by Public Innovation: “In an increasingly complex world, today’s challenges are interconnected. Many have argued that our civic institutions are not equipped to respond with the same velocity at which technology is advancing other sectors of the economy. While this may, in fact, be a fair criticism of our electoral, fiscal, and policy structures, a new mindset is emerging at government’s service delivery layer.
Civic innovation offers a new approach to solving community problems that is emergent, generative, resilient, participatory, human-centered, and driven by a process of validated learning where core assumptions are tested quickly and iteratively – and lead to better solutions that are both impactful and durable. And perhaps most surprisingly, new markets are being created that enable creative problem solvers to sustain their social impact through activities that don’t rely on traditional models of grant funding.
While the Sacramento region is making significant progress in this space, our civic innovation and entrepreneurship ecosystem has yet to reach its full potential. The purpose of this white paper is to make the case for why now is the time for a Regional Civic Technology, Innovation and Entrepreneurship Agenda.
The paper concludes with a set of recommendations for collective action among the region’s public, private, nonprofit organizations, and, of course, our fellow citizens. Appendix A articulates this agenda in the form of a resolution to be adopted by as many cities and counties the region as possible.
A recurring theme in this paper is that technology is fundamentally changing the way humans interact with organizations and each other. In order for regional leaders and residents to be honest with ourselves, we must consciously choose whether or not we are going to raise our expectations and co-create a new civic experience.
Because the future is now and the opportunities are infinite…”
More Feedback Would Improve Foundations’ Service to Society
OpEd by Hilary Pennington and Fay Twersky at the Chronicle on Philanthropy: “We value your feedback as a customer of our services. Would you be willing to answer a few questions at the end of this?”
Airlines, online retailers, medical offices, and restaurants all ask these kinds of questions. They recognize that getting regular customer feedback helps them continuously improve. It doesn’t mean they take every suggestion, or that businesses are handing over the reins of decisions to their customers.
Far from it.
But the consistent avenues for feedback do mean that businesses can listen and consider what they hear, and then make adjustments to respond to customer preferences, thereby improving their outcomes—the bottom line. Often, businesses publicly share the changes they make because customers appreciate responsive businesses.
What if the people meant to benefit from the programs that foundations support, as well as the nonprofits we finance, could contribute their needs, opinions, and experiences to help us improve our current grant-making programs and suggest ideas for the future? Imagine if all of us working for social and environmental change understood better what the intended beneficiaries of our work think and what we could do differently to ensure that we achieve our goals….
As foundation leaders, we believe that lack of openness and input from the people nonprofits serve prevents us from being as effective as we want and need to be. We have been asking ourselves how the foundation world can do better.
How can we learn more about the ways people experience the services and products our grantees provide? Do they find the services useful? Relevant? Are the hours of operation convenient? Is there room for improvement? If we knew the answers, might we also improve the outcomes?
It’s time to make gathering such feedback routine so that all of us, at both foundations and other nonprofits, reliably consider the perspectives and experiences of those we seek to help.
But we know such efforts are costly, in both time and money, and too few experiments have been conducted to figure out the most effective ways to get feedback that matters.
To help elevate the voices of the people our grant money is designed to help, we have joined with five other grant makers to create the Fund for Shared Insight, which will award $5-million to $6-million a year over the next three years.
In addition to Ford and Hewlett, we are joined by the David and Lucile Packard Foundation, the JPB Foundation, Liquidnet, the Rita Allen Foundation, and the W.K. Kellogg Foundation. Shared Insight will award one- to three-year grants to nonprofit organizations that seek new ways to get feedback and use the findings to improve their programs and services, and conduct research on whether those improvements—and the willingness to listen to clients—make a difference. We’ll also finance projects that take other steps to promote more openness among grant makers, nonprofits, and the public.”
From “Bitcoin to Burning Man and Beyond”
IDCubed: “From Bitcoin to Burning Man and Beyond: The Quest for Autonomy and Identity in a Digital Society explores a new generation of digital technologies that are re-imagining the very foundations of identity, governance, trust and social organization.
The fifteen essays of this book stake out the foundations of a new future – a future of open Web standards and data commons, a society of decentralized autonomous organizations, a world of trustworthy digital currencies and self-organized and expressive communities like Burning Man.
Among the contributors are Alex “Sandy” Pentland of the M.I.T. Human Dynamics Laboratory, former FCC Chairman Reed E. Hundt, long-time IBM strategist Irving Wladawksy-Berger, monetary system expert Bernard Lietaer, Silicon Valley entrepreneur Peter Hirshberg, journalist Jonathan Ledgard and H-Farm cofounder Maurizio Rossi.
From Bitcoin to Burning Man and Beyond was edited by Dr. John H. Clippinger, cofounder and executive director of ID3, and David Bollier, an Editor at ID3 who is also an author, blogger and scholar who studies the commons. The book, published by ID3 in association with Off the Common Books, reflects ID3’s vision of the huge, untapped potential for self-organized, distributed governance on open platforms.
The book is available in print and ebook formats (Kindle and epub) from Amazon.com and Off the Common Books. The book, licensed under a Creative Commons Attribution-NonCommercial-ShareAlike license (BY-NC-SA), may also be downloaded for free as a pdf file from ID3.
One chapter that inspires the book’s title traces the 28-year history of Burning Man, the week-long encampment in the Nevada desert that have hosted remarkable experimentation in new forms of self-governance by large communities. Other chapters explore such cutting-edge concepts as
- evolvable digital contracts that could supplant conventional legal agreements;
- smartphone currencies that could help Africans meet their economic needs more effective;
- the growth of the commodity-backed Ven currency; and
- new types of “solar currencies” that borrow techniques from Bitcoin to enable more efficient, cost-effective solar generation and sharing by homeowners.
From Bitcoin to Burning Man and Beyond also introduces the path-breaking software platform that ID3 has developed called “Open Mustard Seed,” or OMS. The just-released open source program enables the rise of new types of trusted, self-healing digital institutions on open networks, which in turn will make possible new sorts of privacy-friendly social ecosystems.
“OMS is an integrated, open source package of programs that lets people collect and share personal information in secure, and transparent and accountable ways, enabling authentic, trusted social and economic relationships to flourish,” said Dr. John H. Clippinger, executive director of ID3, an acronym for the Institute for Institutional Innovation and Data-Driven Design.
“The software builds individual privacy, security and trusted exchange into the very design of the system. In effect, OMS represents a new authentication, privacy and sharing layer for the Internet,” said Clippinger “– a new way to share personal information selectively and securely, without access by unauthorized third parties.”
A two-minute video introducing the capabilities of OMS can be viewed here.”
Riding the Second Wave of Civic Innovation
Jeremy Goldberg at Governing: “Innovation and entrepreneurship in local government increasingly require mobilizing talent from many sectors and skill sets. Fortunately, the opportunities for nurturing cross-pollination between the public and private sectors have never been greater, thanks in large part to the growing role of organizations such as Bayes Impact, Code for America, Data Science for Social Good and Fuse Corps.
Indeed, there’s reason to believe that we might be entering an even more exciting period of public-private collaboration. As one local-government leader recently put it to me when talking about the critical mass of pro-bono civic-innovation efforts taking place across the San Francisco Bay area, “We’re now riding the second wave of civic pro-bono and civic innovation.”
As an alumni of Fuse Corps’ executive fellows program, I’m convinced that the opportunities initiated by it and similar organizations are integral to civic innovation. Fuse Corps brings civic entrepreneurs with experience across the public, private and nonprofit sectors to work closely with government employees to help them negotiate project design, facilitation and management hurdles. The organization’s leadership training emphasizes “smallifying” — building innovation capacity by breaking big challenges down into smaller tasks in a shorter timeframe — and making “little bets” — low-risk actions aimed at developing and testing an idea.
Since 2012, I have managed programs and cross-sector networks for the Silicon Valley Talent Partnership. I’ve witnessed a groundswell of civic entrepreneurs from across the region stepping up to participate in discussions and launch rapid-prototyping labs focused on civic innovation.
Cities across the nation are creating new roles and programs to engage these civic start-ups. They’re learning that what makes these projects, and specifically civic pro-bono programs, work best is a process of designing, building, operationalizing and bringing them to scale. If you’re setting out to create such a program, here’s a short list of best practices:
• Assets: Explore existing internal resources and knowledge to understand the history, departmental relationships and overall functions of the relevant agencies or departments. Develop a compendium of current service/volunteer programs.
• City policies/legal framework: Determine what the city charter, city attorney’s office or employee-relations rules and policies say about procurement, collective bargaining and public-private partnerships.
• Leadership: The support of the city’s top leadership is especially important during the formative stages of a civic-innovation program, so it’s important to understand how the city’s form of government will impact the program. For example, in a “strong mayor” government the ability to make definitive decisions on a public-private collaboration may be unlikely to face the same scrutiny as it might under a “council/mayor” government.
• Cross-departmental collaboration: This is essential. Without the support of city staff across departments, innovation projects are unlikely to take off. Convening a “tiger team” of individuals who are early adopters of such initiatives is important step. Ultimately, city staffers best understand the needs and demands of their departments or agencies.
• Partners from corporations and philanthropy: Leveraging existing partnerships will help to bring together an advisory group of cross-sector leaders and executives to participate in the early stages of program development.
• Business and member associations: For the Silicon Valley Talent Partnership, the Silicon Valley Leadership Group has been instrumental in advocating for pro-bono volunteerism with the cities of Fremont, San Jose and Santa Clara….”
Cell-Phone Data Might Help Predict Ebola’s Spread
David Talbot at MIT Technology Review: “A West African mobile carrier has given researchers access to data gleaned from cell phones in Senegal, providing a window into regional population movements that could help predict the spread of Ebola. The current outbreak is so far known to have killed at least 1,350 people, mainly in Liberia, Guinea, and Sierra Leone.
The model created using the data is not meant to lead to travel restrictions, but rather to offer clues about where to focus preventive measures and health care. Indeed, efforts to restrict people’s movements, such as Senegal’s decision to close its border with Guinea this week, remain extremely controversial.
Orange Telecom made “an exceptional authorization in support of Ebola control efforts,” according to Flowminder, the Swedish nonprofit that analyzed the data. “If there are outbreaks in other countries, this might tell what places connected to the outbreak location might be at increased risk of new outbreaks,” says Linus Bengtsson, a medical doctor and cofounder of Flowminder, which builds models of population movements using cell-phone data and other sources.
The data from Senegal was gathered in 2013 from 150,000 phones before being anonymized and aggregated. This information had already been given to a number of researchers as part of a data analysis challenge planned for 2015, and the carrier chose to authorize its release to Flowminder as well to help meet the Ebola crisis.
The new model helped Flowminder build a picture of the overall travel patterns of people across West Africa. In addition to using data from Senegal, researchers used an earlier data set from Ivory Coast, which Orange had released two years ago as part of a similar conference (see “Released: A Trove of Data-Mining Research from Phones” and “African Bus Routes Redrawn Using Cell-Phone Data”). The model also includes data about population movements from more conventional sources, including surveys.
Separately, Flowminder has produced an animation of the epidemic’s spread since March, based on records of when and where people died of the disease….”
America in Decay
Francis Fukuyama in Foreign Affairs:”… Institutions are “stable, valued, recurring patterns of behaviour”, as Huntington put it, the most important function of which is to facilitate collective action. Without some set of clear and relatively stable rules, human beings would have to renegotiate their interactions at every turn. Such rules are often culturally determined and vary across different societies and eras, but the capacity to create and adhere to them is genetically hard-wired into the human brain. A natural tendency to conformism helps give institutions inertia and is what has allowed human societies to achieve levels of social cooperation unmatched by any other animal species.
The very stability of institutions, however, is also the source of political decay. Institutions are created to meet the demands of specific circumstances, but then circumstances change and institutions fail to adapt. One reason is cognitive: people develop mental models of how the world works and tend to stick to them, even in the face of contradictory evidence. Another reason is group interest: institutions create favored classes of insiders who develop a stake in the status quo and resist pressures to reform.
In theory, democracy, and particularly the Madisonian version of democracy that was enshrined in the US Constitution, should mitigate the problem of such insider capture by preventing the emergence of a dominant faction or elite that can use its political power to tyrannize over the country. It does so by spreading power among a series of competing branches of government and allowing for competition among different interests across a large and diverse country.
But Madisonian democracy frequently fails to perform as advertised. Elite insiders typically have superior access to power and information, which they use to protect their interests. Ordinary voters will not get angry at a corrupt politician if they don’t know that money is being stolen in the first place. Cognitive rigidities or beliefs may also prevent social groups from mobilizing in their own interests. For example, in the United States, many working-class voters support candidates promising to lower taxes on the wealthy, despite the fact that such tax cuts will arguably deprive them of important government services.
Furthermore, different groups have different abilities to organize to defend their interests. Sugar producers and corn growers are geographically concentrated and focused on the prices of their products, unlike ordinary consumers or taxpayers, who are dispersed and for whom the prices of these commodities are only a small part of their budgets. Given institutional rules that often favor special interests (such as the fact that Florida and Iowa, where sugar and corn are grown, are electoral swing states), those groups develop an outsized influence over agricultural and trade policy. Similarly, middle-class groups are usually much more willing and able to defend their interests, such as the preservation of the home mortgage tax deduction, than are the poor. This makes such universal entitlements as Social Security or health insurance much easier to defend politically than programs targeting the poor only.
Finally, liberal democracy is almost universally associated with market economies, which tend to produce winners and losers and amplify what James Madison termed the “different and unequal faculties of acquiring property.” This type of economic inequality is not in itself a bad thing, insofar as it stimulates innovation and growth and occurs under conditions of equal access to the economic system. It becomes highly problematic, however, when the economic winners seek to convert their wealth into unequal political influence. They can do so by bribing a legislator or a bureaucrat, that is, on a transactional basis, or, what is more damaging, by changing the institutional rules to favor themselves — for example, by closing off competition in markets they already dominate, tilting the playing field ever more steeply in their favor.
Political decay thus occurs when institutions fail to adapt to changing external circumstances, either out of intellectual rigidities or because of the power of incumbent elites to protect their positions and block change. Decay can afflict any type of political system, authoritarian or democratic. And while democratic political systems theoretically have self-correcting mechanisms that allow them to reform, they also open themselves up to decay by legitimating the activities of powerful interest groups that can block needed change.
This is precisely what has been happening in the United States in recent decades, as many of its political institutions have become increasingly dysfunctional. A combination of intellectual rigidity and the power of entrenched political actors is preventing those institutions from being reformed. And there is no guarantee that the situation will change much without a major shock to the political order….”
How technology is beating corruption
Jim Yong Kim at World Economic Forum: “Good governance is critical for all countries around the world today. When it doesn’t exist, many governments fail to deliver public services effectively, health and education services are often substandard and corruption persists in rich and poor countries alike, choking opportunity and growth. It will be difficult to reduce extreme poverty — let alone end it — without addressing the importance of good governance.
But this is not a hopeless situation. In fact, a new wave of progress on governance suggests we may be on the threshold of a transformational era. Countries are tapping into some of the most powerful forces in the world today to improve services and transparency. These forces include the spread of information technology and its convergence with grassroots movements for transparency, accountability and citizen empowerment. In some places, this convergence is easing the path to better-performing and more accountable governments.
The Philippines is a good example of a country embracing good governance. During a recent visit, I spoke with President Benigno Aquino about his plans to reduce poverty, create jobs, and ensure that economic growth is inclusive. He talked in great detail about how improving governance is a fundamentally important part of their strategy. The government has opened government data and contract information so citizens can see how their tax money is spent. The Foreign Aid Transparency Hub, launched after Typhoon Yolanda, offers a real-time look at pledges made and money delivered for typhoon recovery. Geo-tagging tools monitor assistance for people affected by the typhoon.
Opening budgets to scrutiny
This type of openness is spreading. Now many countries that once withheld information are opening their data and budgets to public scrutiny.
Late last year, my organization, the World Bank Group, established the Open Budgets Portal, a repository for budget data worldwide. So far, 13 countries have posted their entire public spending datasets online — including Togo, the first fragile state to do so.
In 2011, we helped Moldova become the first country in central Europe to launch an open data portal and put its expenditures online. Now the public and media can access more than 700 datasets, and are asking for more.
The original epicenter of the Arab Spring, Tunisia, recently passed a new constitution and is developing the first open budget data portal in the Middle East and North Africa. Tunisia has taken steps towards citizen engagement by developing a citizens’ budget and civil society-led platforms such as Marsoum41, to support freedom of information requests, including via mobile.
Using technology to improve services
Countries also are tapping into technology to improve public and private services. Estonia is famous for building an information technology infrastructure that has permitted widespread use of electronic services — everything from filing taxes online to filling doctors’ drug prescriptions.
In La Paz, Bolivia, a citizen feedback system known as OnTrack allows residents of one of the city’s marginalized neighbourhoods to send a text message on their mobile phones to provide feedback, make suggestions or report a problem related to public services.
In Pakistan, government departments in Punjab are using smart phones to collect real-time data on the activities of government field staff — including photos and geo-tags — to help reduce absenteeism and lax performance….”
Reddit, Imgur and Twitch team up as 'Derp' for social data research
Alex Hern in The Guardian: “Academic researchers will be granted unprecedented access to the data of major social networks including Imgur, Reddit, and Twitch as part of a joint initiative: The Digital Ecologies Research Partnership (Derp).
Derp – and yes, that really is its name – will be offering data to universities including Harvard, MIT and McGill, to promote “open, publicly accessible, and ethical academic inquiry into the vibrant social dynamics of the web”.
It came about “as a result of Imgur talking with a number of other community platforms online trying to learn about how they work with academic researchers,” says Tim Hwang, the image-sharing site’s head of special initiatives.
“In most cases, the data provided through Derp will already be accessible through public APIs,” he says. “Our belief is that there are ways of doing research better, and in a way that strongly respects user privacy and responsible use of data.
“Derp is an alliance of platforms that all believe strongly in this. In working with academic researchers, we support projects that meet institutional review at their home institution, and all research supported by Derp will be released openly and made publicly available.”
Hwang points to a Stanford paper analysing the success of Reddit’s Random Acts of Pizza subforum as an example of the sort of research Derp hopes to foster. In the research, Tim Althoff, Niloufar Salehi and Tuan Nguyen found that the likelihood of getting a free pizza from the Reddit community depended on a number of factors, including how the request was phrased, how much the user posted on the site, and how many friends they had online. In the end, they were able to predict with 67% accuracy whether or not a given request would be fulfilled.
The grouping aims to solve two problems academic research faces. Researchers themselves find it hard to get data outside of the larges social media platforms, such as Twitter and Facebook. The major services at least have a vibrant community of developers and researchers working on ways to access and use data, but for smaller communities, there’s little help provided.
Yet smaller is relative: Reddit may be a shrimp compared to Facebook, but with 115 million unique visitors every month, it’s still a sizeable community. And so Derp aims to offer “a single point of contact for researchers to get in touch with relevant team members across a range of different community sites….”