New paper by Vint Cerf, Patrick Ryan and Max Senges Senges: “This essay looks at the the different roles that multistakeholder institutions play in the Internet governance ecosystem. We propose a model for thinking of Internet governance within the context of the Internet’s layered model. We use the example of the negotiations in Dubai in 2102 at the World Conference on International Telecommunications as an illustration for why it is important for different institutions within the governance system to focus on their respective areas of expertise (e.g., the ITU, ICANN, and IGF). Several areas of conflict (a “tussle”) are reviewed, such as the desire to promote more broadband infrastructure, a topic that is in the remit of the International Telecommunications Union, but also the recurring desire of countries like Russia and China to use the ITU to regulate content and restrict free expression on the Internet through onerous cybersecurity and spam provisions. We conclude that it is folly to try and regulate all these areas through an international treaty, and encourage further development of mechanisms for global debate like the Internet Governance Forum (IGF).”
Citizen-Centered Governance: The Mayor's Office of New Urban Mechanics and the Evolution of CRM in Boston
New Paper by Susan P. Crawford and Dana Walters (Berkman Center Research Publication No. 17): “Over the last three years, the Boston Mayor’s Office of New Urban Mechanics, the innovative, collaborative ethos within City Hall fostered by Mayor Menino and his current chief of staff, Mitchell Weiss, and Boston’s launch of a CRM system and its associated Citizens Connect smartphone app have all attracted substantial media attention. In particular, the City of Boston’s strategy to put citizen engagement and participation at the center of its efforts, implemented by Chris Osgood and Nigel Jacob as co-chairs of the Mayor’s Office of New Urban Mechanics, has drawn attention to the potential power of collaboration and technology to transform citizens’ connections to their government and to each other. Several global developments have combined to make Boston’s collaborative efforts interesting: First, city managers around the world confront shrinking budgets and diminishing trust in the role of government; second, civic entrepreneurs and technology innovators are pressuring local governments to adopt new forms of engagement with citizens; and third, new digital tools are emerging that can help make city services both more visible and more effective. Boston’s experience in pursuing partnerships that facilitate opportunities for engaging citizens may provide scalable (and disruptive) lessons for other cities.
During the summer of 2013, in anticipation of Mayor Menino’s retirement in January 2014, Prof. Susan Crawford and Project Assistant Dana Walters carried out a case study examining the ongoing evolution of the Boston Mayor’s Hotline into a platform for civic engagement. We chose this CRM focus because the initial development of the system provides a concrete example of how leaders in government can connect to local partners and citizens. In the course of this research, we interviewed 21 city employees and several of their partners outside government, and gathered data about the use of the system.
We found a traditional technology story—selection and integration of CRM software, initial performance management using that software, development of ancillary channels of communication, initial patterns of adoption and use—that reflects the commitment of Mayor Menino to personalized constituent service. We also found that that commitment, his long tenure, and the particular personalities of the people on the New Urban Mechanics team make this both a cultural story as well as a technology story. Here are the highlights…”
Searching Big Data for ‘Digital Smoke Signals’
Steve Lohr in the New York Times: “It is the base camp of the United Nations Global Pulse team — a tiny unit inside an institution known for its sprawling bureaucracy, not its entrepreneurial hustle. Still, the focus is on harnessing technology in new ways — using data from social networks, blogs, cellphones and online commerce to transform economic development and humanitarian aid in poorer nations….
The efforts by Global Pulse and a growing collection of scientists at universities, companies and nonprofit groups have been given the label “Big Data for development.” It is a field of great opportunity and challenge. The goal, the scientists involved agree, is to bring real-time monitoring and prediction to development and aid programs. Projects and policies, they say, can move faster, adapt to changing circumstances and be more effective, helping to lift more communities out of poverty and even save lives.
Research by Global Pulse and other groups, for example, has found that analyzing Twitter messages can give an early warning of a spike in unemployment, price rises and disease. Such “digital smoke signals of distress,” Mr. Kirkpatrick said, usually come months before official statistics — and in many developing countries today, there are no reliable statistics.
Finding the signals requires data, though, and much of the most valuable data is held by private companies, especially mobile phone operators, whose networks carry text messages, digital-cash transactions and location data. So persuading telecommunications operators, and the governments that regulate and sometimes own them, to release some of the data is a top task for the group. To analyze the data, the groups apply tools now most widely used for pinpointing customers with online advertising.”
How citizens in Tanzania and DRC are getting better health care and education through open budgets
Lauren Pfeifer at ONE: “Earlier this year we asked what you thought were the continent’s most important development priorities, as part of our You Choose campaign. Health care was very near the top of the list, so now we’re on the case.
We know that better health care will save lives. Preventable and treatable diseases such as AIDS, TB, and malaria continue to kill more than 2 million people in Africa every year.
Open Budgets Save Lives aims to do two things:
- Encourage African leaders to prioritise health care spending
- Open up national budgets so that African citizens can see where the money is going
Transparency in government spending is an incredible tool for all of us – allowing citizens and local NGOs to hold governments accountable for spending that lines up with citizens’ priorities.
Giving citizens current, accurate and understandable budget information increases the likelihood that resources will be managed well, and used efficiently. Countries with open budgets are also more likely to line up spending with stated priorities, and ensure policy commitments are funded. Open budgets also help reduce corruption, by making it easier to draw a line between what is supposed to be spent and the results that are achieved.”
The Impact and Effectiveness of Transparency and Accountability Initiatives: Freedom of Information
New paper in Development Policy Review: “Analysis of the impact and effectiveness of Freedom of Information (FOI) legislation has been hampered by lack of systematic evidence and conceptual confusion about what kind of right it represents. This article discusses some of the main conceptual parameters of FOI theory, before reviewing the available evidence from a range of studies. It presents case studies of civil-society activism on FOI in India and South Africa to illustrate the extent to which access to information is having an impact, in particular on socio-economic conditions. After reviewing the range of approaches used, it concludes that the academic community and the FOI community of practice need to come together to devise robust and rigorous methodologies.”
A much-maligned engine of innovation
Review by Martin Wolf of The Entrepreneurial State: Debunking Public vs Private Sector Myths, by Mariana Mazzucato, Anthem Press: “…what determines innovation? Conventional economics offers abstract models; conventional wisdom insists the answer lies with private entrepreneurship. In this brilliant book, Mariana Mazzucato, a Sussex university professor of economics who specialises in science and technology, argues that the former is useless and the latter incomplete. Yes, innovation depends on bold entrepreneurship. But the entity that takes the boldest risks and achieves the biggest breakthroughs is not the private sector; it is the much-maligned state…
Why is the state’s role so important? The answer lies in the huge uncertainties, time spans and costs associated with fundamental, science-based innovation. Private companies cannot and will not bear these costs, partly because they cannot be sure to reap the fruits and partly because these fruits lie so far in the future.
Indeed, the more competitive and finance-driven the economy, the less the private sector will be willing to bear such risks. Buying back shares is apparently a far more attractive way of using surplus cash than spending on fundamental innovation. The days of AT&T’s path-breaking Bell Labs are long gone. In any case, the private sector could not have created the internet or GPS. Only the US military had the resources to do so.
Arguably, the most important engines of innovation in the past five decades have been the US Defense Advanced Research Projects Agency and the NIH. Today, if the world is to make fundamental breakthroughs in energy technologies, states will play a big role. Indeed, the US government even helped drive the development of the hydraulic fracturing of shale rock.”
The Recent Rise of Government Open Data APIs
Janet Wagner in ProgrammableWeb: “In recent months, the number of government open data APIs has been increasing rapidly due to a variety of factors including the development of open data technology platforms, the launch of Project Open Data and a recent White House executive order regarding government data.
ProgrammableWeb writer Mark Boyd has recently written three articles related to open data APIs; an article about the latest release of the CKAN API, an article about the UK Open Data Institute and an article about the CivOmega Open Data Search Engine. This post is a brief overview of several recent factors that have led to the rise of government open data APIs.”
Orwell is drowning in data: the volume problem
Dom Shaw in OpenDemocracy: “During World War II, whilst Bletchley Park laboured in the front line of code breaking, the British Government was employing vast numbers of female operatives to monitor and report on telephone, mail and telegraph communications in and out of the country.
The biggest problem, of course, was volume. Without even the most primitive algorithm to detect key phrases that later were to cause such paranoia amongst the sixties and seventies counterculture, causing a whole generation of drug users to use a wholly unnecessary set of telephone synonyms for their desired substance, the army of women stationed in exchanges around the country was driven to report everything and then pass it on up to those whose job it was to analyse such content for significance.
Orwell’s vision of Big Brother’s omniscience was based upon the same model – vast armies of Winston Smiths monitoring data to ensure discipline and control. He saw a culture of betrayal where every citizen was held accountable for their fellow citizens’ political and moral conformity.
Up until the US Government’s Big Data Research and Development Initiative [12] and the NSA development of the Prism programme [13], the fault lines always lay in the technology used to collate or collect and the inefficiency or competing interests of the corporate systems and processes that interpreted the information. Not for the first time, the bureaucracy was the citizen’s best bulwark against intrusion.
Now that the algorithms have become more complex and the technology tilted towards passive surveillance through automation, the volume problem becomes less of an obstacle….
The technology for obtaining this information, and indeed the administration of it, is handled by corporations. The Government, driven by the creed that suggests private companies are better administrators than civil servants, has auctioned off the job to a dozen or more favoured corporate giants who are, as always, beholden not only to their shareholders, but to their patrons within the government itself….
The only problem the state had was managing the scale of the information gleaned from so many people in so many forms. Not any more. The volume problem has been overcome.”
The Little Data Book on Information and Communication Technology 2013
The World Bank: “This new addition to the Little Data Book series presents at-a-glance tables for more than 200 economies showing the most recent national data on key indicators of information and communications technology (ICT), including access, quality, affordability, efficiency, sustainability and applications.”
ICANN Strategy Panels Launched
ICANN PressRelease: “During today’s opening ceremony of ICANN 47 in Durban, South Africa, President and CEO Fadi Chehadé announced the creation of five new ICANN Strategy Panels that will serve as an integral part of a framework for cross-community dialogue on strategic matters. The ICANN Strategy Panels will convene subject matter experts, thought leaders and industry practitioners to support development of ICANN‘s strategic and operational plans, in coordination with many other global players, and will be comprised of up to seven members including the chair for an anticipated one-year timeframe…
In its fourteen-year history, ICANN has grown to reflect a changing landscape of continued innovation, interconnectedness, and unprecedented growth in the DNS ecosystem, one that transcends groups and borders to serve the public interest. Yet, the Internet is at a critical inflection point as billions of new people are expected to join the global network in the next few years and as the nature of its usage matures dramatically. With this in mind, the ICANN Strategy Panels are expected to help catalyze transformation and advance ICANN‘s role in the context of a dynamic, increasingly complex global environment.”
See also Learning by Doing: The GovLab’s Living Labs