Speech by Mike Bracken (gov.uk): “…most of the work the civil service does goes unseen, or at least unheralded. But whether it’s Ebola screens, student loans, renewing your car tax, or a thousand other things, that work is vital to everyone in the UK.
Often that work is harder than it needs to be.
I don’t think anyone disagrees that the civil service needs reform. It’s the nature of that reform I want to talk about today.
The Internet has changed everything. Digital is the technological enabler of this century. And, in any sector you care to name, it’s been the lifeblood of organisations that have embraced it, and a death sentence for those that haven’t. If you take away one thing today, please make it this: government is not immune to the seismic changes that digital technology has brought to bear.
The Internet is changing the organising principle of every industry it touches, mostly for the better: finance, retail, media, transport, energy. Some industries refuse to change their organising principle. The music industry was dominated by producers – the record labels – now it’s dominated by digital distribution – like Spotify and their ilk.
Others, like airlines, have rapidly changed how they work internally, and are organised radically differently in order to serve users in a digital age. British Airways used to have over 80 ticket types, with departments and hierarchies competing to attract users. Now it has a handful, and the organisation is digital first and much simpler. These changes are invisible to the majority, but that’s doesn’t make the changes any less significant.
Twenty five years into the era of digital transformation, the Internet has a 100% track record of success making industries simpler to users while forcing organisations to fundamentally change how they’re structured. These characteristics are not going away. Yet the effect on the civil service has been, until very recently, marginal.
This is because we deferred our digital development by grouping digital services into enormous, multi-year IT contracts, or what we refer to as ‘Big IT’. Or in short, we gave away our digital future to the IT crowd. While most large organisations reversed these arrangements we have only recently separated our future strategy – digital literacy and digital service provision – from the same contracts that handle commodity technology. By clinging to this model for 15 years, we have created a huge problem for everyone involved in delivery and policy.
Today I want to talk about two things.
The first is delivery, because I believe delivery to users, not policy, should be the organising principle of a reformed civil service.
And the second is skills, and why it’s time for the civil service to put digital skills at the heart of the machine….”
Quantifying the Livable City
Brian Libby at City Lab: “By the time Constantine Kontokosta got involved with New York City’s Hudson Yards development, it was already on track to be historically big and ambitious.
Over the course of the next decade, developers from New York’s Related Companies and Canada-based Oxford Properties Group are building the largest real-estate development in United States history: a 28-acre neighborhood on Manhattan’s far West Side over a Long Island Rail Road yard, with some 17 million square feet of new commercial, residential, and retail space.
Hudson Yards is also being planned as an innovative model of efficiency. Its waste management systems, for example, will utilize a vast vacuum-tube system to collect garbage from each building into a central terminal, meaning no loud garbage trucks traversing the streets by night. Onsite power generation will prevent blackouts like those during Hurricane Sandy, and buildings will be connected through a micro-grid that allows them to share power with each other.
Yet it was Kontokosta, the deputy director of academics at New York University’s Center for Urban Science and Progress (CUSP), who conceived of Hudson Yards as what is now being called the nation’s first “quantified community.” This entails an unprecedentedly wide array of data being collected—not just on energy and water consumption, but real-time greenhouse gas emissions and airborne pollutants, measured with tools like hyper-spectral imagery.
New York has led the way in recent years with its urban data collection. In 2009, Mayor Michael Bloomberg signed Local Law 84, which requires privately owned buildings over 50,000 square feet in size to provide annual benchmark reports on their energy and water use. Unlike a LEED rating or similar, which declares a building green when it opens, the city benchmarking is a continuous assessment of its operations…”
New Data for a New Energy Future
(This post originally appeared on the blog of the U.S. Chamber of Commerce Foundation.)
Two growing concerns—climate change and U.S. energy self-sufficiency—have accelerated the search for affordable, sustainable approaches to energy production and use. In this area, as in many others, data-driven innovation is a key to progress. Data scientists are working to help improve energy efficiency and make new forms of energy more economically viable, and are building new, profitable businesses in the process.
In the same way that government data has been used by other kinds of new businesses, the Department of Energy is releasing data that can help energy innovators. At a recent “Energy Datapalooza” held by the department, John Podesta, counselor to the President, summed up the rationale: “Just as climate data will be central to helping communities prepare for climate change, energy data can help us reduce the harmful emissions that are driving climate change.” With electric power accounting for one-third of greenhouse gas emissions in the United States, the opportunities for improvement are great.
The GovLab has been studying the business applications of public government data, or “open data,” for the past year. The resulting study, the Open Data 500, now provides structured, searchable information on more than 500 companies that use open government data as a key business driver. A review of those results shows four major areas where open data is creating new business opportunities in energy and is likely to build many more in the near future.
Commercial building efficiency
Commercial buildings are major energy consumers, and energy costs are a significant business expense. Despite programs like LEED Certification, many commercial buildings waste large amounts of energy. Now a company called FirstFuel, based in Boston, is using open data to drive energy efficiency in these buildings. At the Energy Datapalooza, Swap Shah, the company’s CEO, described how analyzing energy data together with geospatial, weather, and other open data can give a very accurate view of a building’s energy consumption and ways to reduce it. (Sometimes the solution is startlingly simple: According to Shah, the largest source of waste is running heating and cooling systems at the same time.) Other companies are taking on the same kind of task – like Lucid, which provides an operating system that can track a building’s energy use in an integrated way.
Home energy use
A number of companies are finding data-driven solutions for homeowners who want to save money by reducing their energy usage. A key to success is putting together measurements of energy use in the home with public data on energy efficiency solutions. PlotWatt, for example, promises to help consumers “save money with real-time energy tracking” through the data it provides. One of the best-known companies in this area, Opower, uses a psychological strategy: it simultaneously gives people access to their own energy data and lets them compare their energy use to their neighbors’ as an incentive to save. Opower partners with utilities to provide this information, and the Virginia-based company has been successful enough to open offices in San Francisco, London, and Singapore. Soon more and more people will have access to data on their home energy use: Green Button, a government-promoted program implemented by utilities, now gives about 100 million Americans data about their energy consumption.
Solar power and renewable energy
As solar power becomes more efficient and affordable, a number of companies are emerging to support this energy technology. Clean Power Finance, for example, uses its database to connect solar entrepreneurs with sources of capital. In a different way, a company called Solar Census is analyzing publicly available data to find exactly where solar power can be produced most efficiently. The kind of analysis that used to require an on-site survey over several days can now be done in less than a minute with their algorithms.
Other kinds of geospatial and weather data can support other forms of renewable energy. The data will make it easier to find good sites for wind power stations, water sources for small-scale hydroelectric projects, and the best opportunities to tap geothermal energy.
Supporting new energy-efficient vehicles
The Tesla and other electric vehicles are becoming commercially viable, and we will soon see even more efficient vehicles on the road. Toyota has announced that its first fuel-cell cars, which run on hydrogen, will be commercially available by mid-2015, and other auto manufacturers have announced plans to develop fuel-cell vehicles as well. But these vehicles can’t operate without a network to supply power, be it electricity for a Tesla battery or hydrogen for a fuel cell.
It’s a chicken-and-egg problem: People won’t buy large numbers of electric or fuel-cell cars unless they know they can power them, and power stations will be scarce until there are enough vehicles to support their business. Now some new companies are facilitating this transition by giving drivers data-driven tools to find and use the power sources they need. Recargo, for example, provides tools to help electric car owners find charging stations and operate their vehicles.
The development of new energy sources will involve solving social, political, economic, and technological issues. Data science can help develop solutions and bring us more quickly to a new kind of energy future.
Joel Gurin, senior advisor at the GovLab and project director, Open Data 500. He also currently serves as a fellow of the U.S. Chamber of Commerce Foundation.
Announcing New U.S. Open Government Commitments on the Third Anniversary of the Open Government Partnership
US White House Fact Sheet: “Three years ago, President Obama joined with the leaders of seven other nations to launch the Open Government Partnership (OGP), an international partnership between governments and civil society to promote transparency, fight corruption, energize civic engagement, and leverage new technologies to open up governments worldwide. The United States and other founding countries pledged to transform the way that governments serve their citizens in the 21st century. Today, as heads of state of OGP participating countries gather at the UN General Assembly, this partnership has grown from 8 to 65 nations and hundreds of civil society organizations around the world. These countries are embracing the challenge by taking steps in partnership with civil society to increase the ability of citizens to engage their governments, access government data to fuel entrepreneurship and innovation, and promote accountability….
The United States is committed to continuing to lead by example in OGP. Since assuming office, President Obama has prioritized making government more open and accountable and has taken substantial steps to increase citizen participation, collaboration with civil society, and transparency in government. The United States will remain a global leader of international efforts to promote transparency, stem corruption and hold to account those who exploit the public’s trust for private gain. Yesterday, President Obama announced several steps the United States is taking to deepen our support for civil society globally.
Today, to mark the third anniversary of OGP, President Obama is announcing four new and expanded open government initiatives that will advance our efforts through the end of 2015.
1. Promote Open Education to Increase Awareness and Engagement
Open education is the open sharing of digital learning materials, tools, and practices that ensures free access to and legal adoption of learning resources. The United States is committed to open education and will:
- Raise open education awareness and identify new partnerships. The U.S. Department of State, the U.S. Department of Education, and the Office of Science and Technology Policy will jointly host a workshop on challenges and opportunities in open education internationally with stakeholders from academia, industry, and government.
- Pilot new models for using open educational resources to support learning. The State Department will conduct three pilots overseas by December 2015 that use open educational resources to support learning in formal and informal learning contexts. The pilots’ results, including best practices, will be made publicly available for interested educators.
- Launch an online skills academy. The Department of Labor (DOL), with cooperation from the Department of Education, will award $25 million through competitive grants to launch an online skills academy in 2015 that will offer open online courses of study, using technology to create high-quality, free, or low-cost pathways to degrees, certificates, and other employer-recognized credentials.
2. Deliver Government Services More Effectively Through Information Technology
The Administration is committed to serving the American people more effectively and efficiently through smarter IT delivery. The newly launched U.S. Digital Service will work to remove barriers to digital service delivery and remake the experience that people and businesses have with their government. To improve delivery of Federal services, information, and benefits, the Administration will:
- Expand digital service delivery expertise in government. Throughout 2015, the Administration will continue recruiting top digital talent from the private and public sectors to expand services across the government. These individuals —who have expertise in technology, procurement, human resources, and financing —will serve as digital professionals in a number of capacities in the Federal government, including the new U.S. Digital Service and 18F digital delivery team within the U.S. General Services Administration, as well as within Federal agencies. These teams will take best practices from the public and private sectors and scale them across agencies with a focus on the customer experience.
- Build digital services in the open. The Administration will expand its efforts to build digital services in the open. This includes using open and transparent processes intended to better understand user needs, testing pilot digital projects, and designing and developing digital services at scale. In addition, building on the recently published Digital Services Playbook, the Administration will continue to openly publish best practices on collaborative websites that enable the public to suggest improvements.
- Adopt an open source software policy. Using and contributing back to open source software can fuel innovation, lower costs, and benefit the public. No later than December 31, 2015, the Administration will work through the Federal agencies to develop an open source software policy that, together with the Digital Services Playbook, will support improved access to custom software code developed for the Federal government.
3. Increase Transparency in Spending
The Administration has made an increasing amount of Federal spending data publicly available and searchable, allowing nationwide stakeholders to perform analysis of Federal spending. The Administration will build on these efforts by committing to:
- Improve USAspending.gov. In 2015, the Administration will launch a refreshed USAspending.gov website that will improve the site’s design and user experience, including better enabling users to explore the data using interactive maps and improving the search functionality and application programming interface.
- Improve accessibility and reusability of Federal financial data. In 2015, as part of implementation of the DATA Act,[2] the Administration will work to improve the accessibility and reusability of Federal financial data by issuing data element definition standards and standards for exchanging financial data. The Administration, through the Office of Management and Budget, will leverage industry data exchange standards to the extent practicable to maximize the sharing and utilization of Federal financial data.
- Explore options for visualization and publication of additional Federal financial data. The Administration, through the Treasury Department, will use small-scale pilots to help explore options for visualizing and publishing Federal financial data from across the government as required by the DATA Act.
- Continue to engage stakeholders. The Administration will continue to engage with a broad group of stakeholders to seek input on Federal financial transparency initiatives including DATA Act implementation, by hosting town hall meetings, conducting interactive workshops, and seeking input via open innovation collaboration tools.
4. Use Big Data to Support Greater Openness and Accountability
President Obama has recognized the growing importance of “big data” technologies for our economy and the advancement of public good in areas such as education, energy conservation, and healthcare. The Administration is taking action to ensure responsible uses of big data to promote greater openness and accountability across a range of areas and sectors. As part of the work it is doing in this area, the Administration has committed to:
- Enhance sharing of best practices on data privacy for state and local law enforcement. Federal agencies with expertise in law enforcement, privacy, and data practices will seek to enhance collaboration and information sharing about privacy best practices among state and local law enforcement agencies receiving Federal grants.
- Ensure privacy protection for big data analyses in health. Big data introduces new opportunities to advance medicine and science, improve health care, and support better public health. To ensure that individual privacy is protected while capitalizing on new technologies and data, the Administration, led by the Department of Health and Human Services, will: (1) consult with stakeholders to assess how Federal laws and regulations can best accommodate big data analyses that promise to advance medical science and reduce health care costs; and (2) develop recommendations for ways to promote and facilitate research through access to data while safeguarding patient privacy and autonomy.
- Expand technical expertise in government to stop discrimination. U.S. Government departments and agencies will work to expand their technical expertise to identify outcomes facilitated by big data analytics that may have a discriminatory impact on protected classes. …”
Creating a national citizen engagement process for energy policy
Paper by Nick Pidgeon et al in the Proceedings of the National Academy of Sciences (PNAS): “This paper examines some of the science communication challenges involved when designing and conducting public deliberation processes on issues of national importance. We take as our illustrative case study a recent research project investigating public values and attitudes toward future energy system change for the United Kingdom. National-level issues such as this are often particularly difficult to engage the public with because of their inherent complexity, derived from multiple interconnected elements and policy frames, extended scales of analysis, and different manifestations of uncertainty. With reference to the energy system project, we discuss ways of meeting a series of science communication challenges arising when engaging the public with national topics, including the need to articulate systems thinking and problem scale, to provide balanced information and policy framings in ways that open up spaces for reflection and deliberation, and the need for varied methods of facilitation and data synthesis that permit access to participants’ broader values. Although resource intensive, national-level deliberation is possible and can produce useful insights both for participants and for science policy.”
Five Cities Selected As Winners in Bloomberg Philanthropies 2014 Mayors Challenge
Bloomberg Philanthropies: “Grand Prize Winner Barcelona Aims to Create Digital and Community ‘Trust Network’ for Each of its At-Risk Elderly Residents
Athens, Greece; Kirklees in Yorkshire, UK; Stockholm, Sweden; and Warsaw, Poland Also Win Funds for Innovative Solutions to Pressing Urban Challenges
Bloomberg Philanthropies today announced the winners in its 2014 Mayors Challenge, an ideas competition that encourages cities to generate innovative ideas that solve major challenges and improve city life – and that have the potential to spread to other cities.
Barcelona will receive the Mayors Challenge Grand Prize for Innovation and €5 million toward its proposal to create a digital and community ‘trust network’ for each of its at-risk elderly residents. Mayors Challenge innovation prizes also were awarded to Athens, Greece, Kirklees in Yorkshire, UK, Stockholm in Sweden, and Warsaw in Poland. Each of which will receive €1 million to support implementation of their unique ideas. The winners proposed solutions that address some of Europe’s most critical issue areas: unemployment, energy efficiency, obesity, aging and improving the overall effectiveness and efficiency of government. The ideas are further described below.
“To meet the biggest challenges of the 21st century, city leaders must think creatively and be unafraid to try new things – and the Mayors Challenge is designed to help them do that,” said Michael R. Bloomberg, founder of Bloomberg Philanthropies. “We received great proposals from all over Europe, and the competition over the past year has been fierce. The decision for our selection committee was not easy, but the five winning ideas we announced today represent the best of the best, and all have the potential to improve lives. Cities are shaping the future of our planet, and Bloomberg Philanthropies is committed to helping mayors pioneer new innovations – and to helping their most promising ideas spread around the world.”…
Barcelona, Spain: Collaborative Care Networks for Better Aging
More than one in five Barcelona residents is over 65, and by 2040, one in four will be. As lives grow longer, Barcelona – like many cities globally – is grappling with new health problems and debilitating social isolation. To address this growing problem, Barcelona will use digital and low-tech strategies to create a network of family members, friends, neighbors, social workers, and volunteers who together make up a “trust network” for each at-risk elderly resident. This will help identify gaps in care, enable coordination of support, and promote quality of life….
Further detail and related elements for this year’s Mayors Challenge can be found here. “
How Local Governments Can Use Instameets to Promote Citizen Engagement
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….”
The Public and Decision-making Process: Who and Why Needs Citizen Participation?
Article by O. Bychkova in Voprosy Economiki: “The participation of the public in the decision-making and policy discussion is expected to allow the officials to re-valuate the proposed decisions, save money on their implementation and restore public trust in government. However, from the point of view of bureaucrats, direct participation is often unproductive: you are required to spend work time and energy on discussions with non-experts and have no means to predict the effectiveness and efficiency of these debates. The article considers theories and empirical studies that can explain a new fashion trend of openness and transparency in world’s public policy and problems with its implementation. The article also evaluates the applicability of republican tradition to modern policy-making and analyzes alternative mode of public involvement.”
With Wikistrat, crowdsourcing gets geopolitical
Much to the surprise of western intelligence, in a matter of weeks Vladimir Putin’s troops would occupy the disputed peninsula and a referendum would be passed authorising secession from Ukraine.
That a dispersed team of thinkers – assembled by a consultancy known as Wikistrat – could out-forecast the world’s leading intelligence agencies seems almost farcical. But it is an eye-opening example of yet another way that crowdsourcing is upending conventional wisdom.
Crowdsourcing has long been heralded as a means to shake up stale thinking in corporate spheres by providing cheaper, faster means of processing information and problem solving. But now even traditionally enigmatic defence and intelligence organisations and other geopolitical soothsayers are getting in on the act by using the “wisdom of the crowd” to predict how the chips of world events might fall.
Meanwhile, companies with crucial geopolitical interests, such as energy and financial services firms, have begun commissioning crowdsourced simulations of their own from Wikistrat to better gauge investment risk.
While some intelligence agencies have experimented with crowdsourcing to gain insights from the general public, Wikistrat uses a “closed crowd” of subject experts and bills itself as the world’s first crowdsourced analytical services consultancy.
A typical simulation, run on its interactive web platform, has roughly 70 participants. The crowd’s expertise and diversity is combined with Wikistrat’s patented model of “collaborative competition” that rewards participants for the breadth and quality of their contributions. The process is designed to provide a fresh view and shatter the traditional confines of groupthink….”
Can big data help build more wind and solar farms?
Rachael Post in The Guardian: “Convincing customers to switch to renewable energy is an uphill battle. But for a former political operative, finding business is as easy as mining a consumer behavior database…After his father died from cancer related to pollution from a coal-burning plant, Tom Matzzie, the former director of democratic activist group MoveOn.org, decided that he’d had enough with traditional dirty energy. But when he installed solar panels on his home, he discovered that the complicated permitting and construction process made switching to renewable energy difficult and unwieldy. The solution, he concluded, was to use his online campaigning and big data skills – honed from his years of working in politics – to find the most likely customers for renewables and convince them to switch. Ethical Electric was born.
Matzzie’s company isn’t the first to sell renewable energy, but it might be the smartest. For the most part, convincing people to switch away from dirty energy is an unprofitable and work-intensive process, requiring electrical company representatives to approach thousands of randomly chosen customers. Ethical Electric, on the other hand, uses a highly-targeted, strategic method to identify its potential customers.
From finding votes to finding customers
Matzzie, who is now CEO of Ethical Electric, explained that the secret lies in his company’s use of big data, a resource that he and his partners mastered on the political front lines. In the last few presidential elections, big data fundamentally changed the way candidates – and their teams – approached voters. “We couldn’t rely on voter registration lists to make assumptions about who would be willing to vote in the next election,” Matzzie said. “What happened in politics is a real revolution in data.”…”