The UN is using ethereum’s technology to fund food for thousands of refugees

Curated on Posted on by Stefaan Verhulst

Joon Ian Wong at Quartz: “The United Nations agency in charge of food aid—often billed as the largest aid organization in the world—is betting that an ethereum-based blockchain technology could be the key to delivering aid efficiently to refugees while slashing the costs of doing so.

The agency, known as the World Food Programme (WFP), is the rare example of an organization that has delivered tangible results from its blockchain experiments—unlike the big banks that have experimented with the technology for years.

The WFP says it has transferred $1.4 million in food vouchers to 10,500 Syrian refugees in Jordan since May, and it plans to expand. “We need to bring the project from the current capacity to many, many, more,” says Houman Haddad, the WFP executive leading the project. “By that I mean 1 million transactions per day.”

Haddad, in Mexico to speak at the Ethereum Foundation’s annual developer conference, hopes to expand the UN project, called Building Blocks, from providing payment vouchers for one camp to providing vouchers for four camps, covering 100,000 people, by next January. He hopes to attract developers and partners to the UN project from his conference appearance, organized by the foundation, which acts as a steward for the technical development of the ethereum protocol….

The problem of internal bureaucratic warfare, of course, isn’t limited to the UN. Paul Currion, who co-founded Disberse, another blockchain-based aid delivery platform, lauds the speediness of the WFP effort. “It’s fantastic for proving this can work in the field,” he says. But “we’ve found that the hard work is integrating blockchain technology into existing organizational processes—we can’t just hand people a ticket and expect them to get on the high-speed blockchain train; we also need to drive with them to the station,” he says….(More)”.

 

The Illusion of Freedom in the Digital Age

Curated on Posted on by Stefaan Verhulst

Mark Leonard at Project Syndicate: “Over the last few weeks, media around the world have been saturated with stories about how technology is destroying politics. In autocracies like China, the fear is of ultra-empowered Big Brother states, like that in George Orwell’s 1984. In democracies like the United States, the concern is that tech companies will continue to exacerbate political and social polarization by facilitating the spread of disinformation and creating ideological “filter bubbles,” leading to something resembling Aldous Huxley’s Brave New World….

Big tech companies, worth more than some countries’ GDP, seek to maximize profits, not social welfare. Yet, at a time when attention is supplanting money as the most valuable commodity, the impact of their decisions is far-reaching. James Williams, a Google engineer turned academic, argues that the digital age has unleashed fierce competition for our attention, and few have benefited more than Trump, who is for the Internet what Ronald Reagan was for television….

In the digital age, the biggest danger is not that technology will put free and autocratic societies increasingly at odds with one another. It is that the worst fears of both Orwell and Huxley will become manifest in both types of system, creating a different kind of dystopia. With many of their deepest desires being met, citizens will have the illusion of freedom and empowerment. In reality, their lives, the information they consume, and the choices they make will be determined by algorithms and platforms controlled by unaccountable corporate or government elites….(More)”.

Public Brainpower: Civil Society and Natural Resource Management

Curated on Posted on by Stefaan Verhulst

Book edited by Indra Øverland: ” …examines how civil society, public debate and freedom of speech affect natural resource governance. Drawing on the theories of Robert Dahl, Jurgen Habermas and Robert Putnam, the book introduces the concept of ‘public brainpower’, proposing that good institutions require: fertile public debate involving many and varied contributors to provide a broad base for conceiving new institutions; checks and balances on existing institutions; and the continuous dynamic evolution of institutions as the needs of society change.

The book explores the strength of these ideas through case studies of 18 oil and gas-producing countries: Algeria, Angola, Azerbaijan, Canada, Colombia, Egypt, Iraq, Kazakhstan, Libya, Netherlands, Nigeria, Norway, Qatar, Russia, Saudi, UAE, UK and Venezuela. The concluding chapter includes 10 tenets on how states can maximize their public brainpower, and a ranking of 33 resource-rich countries and the degree to which they succeed in doing so.

The Introduction and the chapters ‘Norway: Public Debate and the Management of Petroleum Resources and Revenues’, ‘Kazakhstan: Civil Society and Natural-Resource Policy in Kazakhstan’, and ‘Russia: Public Debate and the Petroleum Sector’ of this book are available open access under a CC BY 4.0 license at link.springer.com….(More)”.

What public transit can learn from Uber and Lyft

Curated on Posted on by Stefaan Verhulst

Junfeng Jiao, Juan Miró and Nicole McGrath in The Conversation: “…New technologies and business models can inspire us to reconsider how we move through society. “Sharing economy” companies use digital technologies to connect customers who want something with people offering it directly – in the case of Uber and Lyft, transportation services. Applying this approach to public transit offers new solutions to mobility problems. “Uberizing” public transit services – bringing them to customers on demand – can transform our approach to transportation issues….

In fact, public transit “Uberization” has already begun. Many U.S. cities are teaming up with ride-hailing companies to provide on-demand public transit, as well as so-called first- and last-mile connections to transit services. These offerings appeal to riders’ desire for individual flexibility. By connecting ride-hailing apps with public buses and rail, cities can help residents seamlessly move from one form of transportation to another.

Among many examples, in mid-2017 Capital Metro, the regional public transit agency for Austin, Texas, piloted the Pickup app, which allows customers to request rides to anywhere within its service zone in a section of northeast Austin from their phones. In Central Florida, five cities have launched a unique pilot program that offers discounted intercity Uber trips. And the city of Centennial, Colorado recently partnered with Lyft to provide transit users free trips to and from their Dry Creek light rail station.

Another option is offering fixed-route, on-demand bus service, like Ford’s Chariot, which is currently available in New York City, Austin, Seattle and San Francisco. This approach, which is a cross between a ride-hailing app and a bus route, provides more flexibility than traditional public transit while keeping costs low. Chariot operates during commuter hours, guarantees riders a seat once they reserve a ride online, and accepts employer-paid commuter benefits. Not to be left behind, Lyft and Uber are also trying to fill this hybrid bus/on-demand type service with Lyft Shuttle and UberPool.

This idea is not as new as it may seem. For years Americans have relied on a dependable on-demand, door-to-door public transportation system: The yellow school bus. According to the American School Bus Council, every school day in 2015 nearly 484,000 school buses transported 27 million children to and from school and school-related activities.

However, most school buses are used only twice a day, in the early morning and again in the afternoon. Local governments, transit agencies and private enterprises should consider partnering with school systems to turn school buses into on-demand transit services during idle hours.

We can also look to other countries for innovative ideas, such as colectivos – buses in South America that operate as shared taxis running on fixed routes. Via, a new ride-hailing vanpool service operating in New York City, Chicago and Washington, D.C., was inspired by “sherut” shared taxis in Israel. Other forms of informal transit, such as Thailand’s tuk-tuks or jeepneys in the Philippines, may also inspire ways of filling transit gaps here in the United States. The beauty of Uberizing transportation services is that it can take many different forms.

Importantly, Uberization is not a replacement for traditional public transit. While there is some indication that ride-hailing apps reduce transit ridership, shared mobility services actually complement public transit….(More)”

Spotting the Patterns: 2017 Trends in Design Thinking

Curated on Posted on by Stefaan Verhulst

Andy Hagerman at Stanford Social Innovation Review: “Design thinking: It started as an academic theory in the 60’s, a notion of starting to look at broader types of challenges with the intention and creativity that designers use to tackle their work. It gained widespread traction as a product design process, has been integrated into culture change initiatives of some of the world’s most important organizations and governments, and has been taught in schools kindergarten to grad school. It’s been celebrated, criticized, merged with other methodologies, and modified for nearly every conceivable niche.

Regardless of what side of those perspectives you fall on, it’s undeniable that design thinking is continuing to grow and evolve. Looking across the social innovation landscape today, we see a few patterns that, taken together, suggest that social innovators continue to see great promise in design thinking. They are working to find ways to make it yield real performance gains for their organizations and clients.

From design thinking to design doing

Creative leaders have moved beyond increasing people’s awareness of design thinking to actively seeking concrete opportunities for using it. One of the principal drivers of this shift has been the need to demonstrate value and return on investment from design-thinking initiatives—something people have talked about for years. (Ever heard the question, “Is design thinking just the next fad?”) Social sector organizations, in particular, stand to benefit from the shift from design thinking to design doing. Timelines for getting things built in the social sector are often slow, due to legitimate constraints of responsibly doing impact work, as well as to legacy practices and politics. As long as organizations use design thinking responsibly and acknowledge the broader systems in which new ideas live, some of the emerging models can help them move projects along more quickly and gain greater stakeholder participation….

Building cultures around design thinking

As design thinking has proliferated, many organizational leaders have moved from replicating the design thinking programs of academic institutions like the Stanford d.School or foundational agencies like IDEO to adapting the methodology to their own goals, external environments, and organizational cultures.

One organization that has particularly inspired us is Beespace, a New York City-based social-impact foundation. Beespace has designed a two-year program that helps new organizations not only get off the ground, but also create the conditions for breakthrough innovation. To create this program, which combines deep thinking, impact assessment, and rapid prototyping, Beespace’s leadership asked itself what tools it would need, and came up with a mix that included not just design thinking, but also disciplines of behavioral science and systems thinking, and tools stemming from emotional intelligence and theory of change….

Empowering the few to shift the many

We have seen a lot of interest this year in “train the trainer” programs, particularly from organizations realizing the value of developing their internal capabilities to reduce reliance on outside consultants. Such development often entails focusing on the few people in the organization who are highly capable of instigating major change, as opposed to spreading awareness among the many. It takes time and resources, but the payoff is well worth it from both cultural and operational perspectives….(More)”.

Does protest really work in cosy democracies?

Curated on Posted on by Stefaan Verhulst

Steve Crawshaw at LSE Impact Blog: “…If it is possible for peaceful crowds to force the collapse of the Berlin Wall or to unseat a Mubarak, how easy it should it be for protesters to persuade a democratically elected leader to retreat from “mere” bad policy? In truth, not easy at all. Two million marched in the UK against the Iraq War in 2003 – and it made not a blind bit of difference with Tony Blair’s determination to proceed with a war that the UN Secretary-General described as illegal. Blair was re-elected, two years later.

After the inauguration of Donald Trump in January 2017, millions took part in the series of Women’s Marches in the United States and around the world. It seemed – it was – a powerful defining moment. And yet, at least in the short-term, those remarkable protests were water off the presidential duck’s back. His response was mockery. In some respects, Trump could afford to mock. A man who has received 63 million votes is in a stronger position than the unelected leader who has to threaten or use violence to stay in power.

And yet.

One thing that protest in an authoritarian and a democratic context have in common is that the impact of protest – including delayed impact – remains uncertain, both for those who protest and those who are protested against.

Vaclav Havel argued that it was worth “living in truth” – speaking truth to power – even without any certainty of outcome. “Those that say individuals are not capable of changing anything are only looking for excuses.” In that context, what is perhaps most unacceptable is to mock those who take risks, and seek change. Lord Charles Powell, former adviser to Margaret Thatcher, for example explained to the umbrella protesters in Hong Kong in 2013 that they were foolish and naive. They should, he told them, learn to live with the “small black cloud” of anti-democratic pressures from Beijing. The protesters failed to heed Powell’s complacent message. In the words of Joshua Wong, on his way back to jail earlier in 2017: “You can lock up our bodies, but not our minds.”

Scepticism and failure are linked, as the Egyptian activist Asmaa Mahfouz made clear in a powerful video which helped trigger the uprising in 2011. The 26-year-old declared: ‘”Whoever says it is not worth it because there will only be a handful or people, I want to tell him, “You are the reason for this.” Sitting at home and just watching us on the news or Facebook leads to our humiliation.’ The video went viral. Millions went out. The rest was history.

Even in a democracy, that same it-can’t-be-done logic sucks us in more often, perhaps, than we realize….(More)”.

Better Data for Better Policy: Accessing New Data Sources for Statistics Through Data Collaboratives

Curated on Posted on by Stefaan Verhulst

Medium Blog by Stefaan Verhulst: “We live in an increasingly quantified world, one where data is driving key business decisions. Data is claimed to be the new competitive advantage. Yet, paradoxically, even as our reliance on data increases and the call for agile, data-driven policy making becomes more pronounced, many Statistical Offices are confronted with shrinking budgets and an increased demand to adjust their practices to a data age. If Statistical Offices fail to find new ways to deliver “evidence of tomorrow”, by leveraging new data sources, this could mean that public policy may be formed without access to the full range of available and relevant intelligence — as most business leaders have. At worst, a thinning evidence base and lack of rigorous data foundation could lead to errors and more “fake news,” with possibly harmful public policy implications.

While my talk was focused on the key ways data can inform and ultimately transform the full policy cycle (see full presentation here), a key premise I examined was the need to access, utilize and find insight in the vast reams of data and data expertise that exist in private hands through the creation of new kinds of public and private partnerships or “data collaboratives” to establish more agile and data-driven policy making.

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Applied to statistics, such approaches have already shown promise in a number of settings and countries. Eurostat itself has, for instance, experimented together with Statistics Belgium, with leveraging call detail records provided by Proximus to document population density. Statistics Netherlands (CBS) recently launched a Center for Big Data Statistics (CBDS)in partnership with companies like Dell-EMC and Microsoft. Other National Statistics Offices (NSOs) are considering using scanner data for monitoring consumer prices (Austria); leveraging smart meter data (Canada); or using telecom data for complementing transportation statistics (Belgium). We are now living undeniably in an era of data. Much of this data is held by private corporations. The key task is thus to find a way of utilizing this data for the greater public good.

Value Proposition — and Challenges

There are several reasons to believe that public policy making and official statistics could indeed benefit from access to privately collected and held data. Among the value propositions:

  • Using private data can increase the scope and breadth and thus insights offered by available evidence for policymakers;
  • Using private data can increase the quality and credibility of existing data sets (for instance, by complementing or validating them);
  • Private data can increase the timeliness and thus relevance of often-outdated information held by statistical agencies (social media streams, for example, can provide real-time insights into public behavior); and
  • Private data can lower costs and increase other efficiencies (for example, through more sophisticated analytical methods) for statistical organizations….(More)”.

“Nudge units” – where they came from and what they can do

Curated on Posted on by Stefaan Verhulst

Zeina Afif at the Worldbank: “You could say that the first one began in 2009, when the US government recruited Cass Sunstein to head The Office of Information and Regulatory Affairs (OIRA) to streamline regulations. In 2010, the UK established the first Behavioural Insights Unit (BIT) on a trial basis, under the Cabinet Office. Other countries followed suit, including the US, Australia, Canada, Netherlands, and Germany. Shortly after, countries such as India, Indonesia, Peru, Singapore, and many others started exploring the application of behavioral insights to their policies and programs. International institutions such as the World Bank, UN agencies, OECD, and EU have also established behavioral insights units to support their programs. And just this month, the Sustainable Energy Authority of Ireland launched its own Behavioral Economics Unit.

The Future
As eMBeD, the behavioral science unit at the World Bank, continues to support governments across the globe in the implementation of their units, here are some common questions we often get asked.

What are the models for a Behavioral Insights Unit in Government?
As of today, over a dozen countries have integrated behavioral insights with their operations. While there is not one model to prescribe, the setup varies from centralized or decentralized to networked….

In some countries, the units were first established at the ministerial level. One example is MineduLab in Peru, which was set up with eMBeD’s help. The unit works as an innovation lab, testing rigorous and leading research in education and behavioral science to address issues such as teacher absenteeism and motivation, parents’ engagement, and student performance….

What should be the structure of the team?
Most units start with two to four full-time staff. Profiles include policy advisors, social psychologists, experimental economists, and behavioral scientists. Experience in the public sector is essential to navigate the government and build support. It is also important to have staff familiar with designing and running experiments. Other important skills include psychology, social psychology, anthropology, design thinking, and marketing. While these skills are not always readily available in the public sector, it is important to note that all behavioral insights units partnered with academics and experts in the field.

The U.S. team, originally called the Social and Behavioral Sciences Team, is staffed mostly by seconded academic faculty, researchers, and other departmental staff. MineduLab in Peru partnered with leading experts, including the Abdul Latif Jameel Poverty Action Lab (J-PAL), Fortalecimiento de la Gestión de la Educación (FORGE), Innovations for Poverty Action (IPA), and the World Bank….(More)”

Creative campaign helps earthquake victims

Curated on Posted on by Stefaan Verhulst

Springwise: “There were many offers of help after the shocking earthquake in Mexico on 19th September, but two creative directors from Mexico City agency Anonimo decided to do something a bit different. They created Arriba Mexico (which roughly translates as Up With Mexico), a website that initially looks very similar to a home rental site such as Airbnb, but rather than paying to stay in the home, the money paid actually goes directly to help those affected.

The site lists a number of properties destroyed in the earthquake, along with a description and photographs. Titles like ‘Rent a Loft in the Roma Neighborhood’ and ‘Stay in a Room in the Heart of Chiapas’ lead through to a description of the property and the price per night’s stay – which the site naturally informs is a symbolic stay. The user picks the property and the number of nights they’d like to stay for, and the total figure is their donation. 100 percent of the money raised goes directly to CADENA, a disaster relief charity. Some of the money was spent on shelters to provide temporary accommodation, while the eventual aim is to use the remaining funds to rebuild homes in the most heavily damaged areas of Mexico City, Puebla, Oaxaca and Chiapas. At the time of writing, the total money donated was just over USD 473,500. Over 350 died in the earthquake, which registered 8.1 on the Richter scale. Many organizations, governments and charities from all over the world have donated money and time to help the people of Mexico rebuild their lives.

Many innovators and companies are working hard to help those effected by natural disasters. One company in India has produced a modular home that’s built to withstand earthquakes, and MyShake is an app that helps people prepare for earthquakes….(More)”.

The Unexpected Power of Google-Doc Activism

Curated on Posted on by Stefaan Verhulst

 at The Cut: “Earlier this month, after major news outlets published detailed allegations of abuse and harassment by Harvey Weinstein, an anonymous woman created a public Google spreadsheet titled Shitty Media Men. It was a space for other anonymous women to name men in media who had exhibited bad behavior ranging from sleazy DMs to rape. There were just a few rules: “Please never name an accuser,” it said at the top. “Please never share this spreadsheet with a man.” The document was live for less than 48 hours, in which time it was shared with dozens of women — and almost certainly a few men.

The goal of the document was not public accountability, according to its creator. It was to privately warn other women, especially those who are not well connected in the industry, about which men in their profession to avoid. This is information women have always shared among themselves, at after-work drinks and in surreptitious chat messages, but the Google Doc sought to collect it in a way that transcended any one woman’s immediate social network. And because the goal was to occupy a kind of middle ground — not public, not quite private either — with little oversight, it made perfect sense that the information appeared as a Google Doc.

Especially in the year since the election, the shared Google Doc has become a familiar way station on the road to collective political action. Shared documents are ideal for collecting resources in one place quickly and easily, without gatekeepers, because they’re free and easy to use. They have been used to crowdsource tweets and hashtags for pushing back against Trump’s first State of the Union address, to spread information on local town-hall events with members of Congress, and to collect vital donation and evacuee info for people affected by the fires in Northern California. A shared Google Doc allows collaborators to work together across time zones and is easy to update as circumstances change.

But perhaps most notably, a Google Doc can be technically public while functionally quite private, allowing members of a like-minded community to reach beyond their immediate friends and collaborators while avoiding the abuse and trolling that comes with publishing on other platforms….(More)”.