INSTITUTIONAL INNOVATION

Who May Use the King’s Forest? The Meaning of Magna Carta, Commons and Law in Our Time

Curated on September 15, 2015August 3, 2018 by Stefaan Verhulst

David Bollier: “The relationship between law and the commons is very much on my mind these days. I recently posted a four-part serialization of my strategy memo, “Reinventing Law for the Commons.” The following public talk, which I gave at the Heinrich Boell Foundation in Berlin on September 8, is a kind of companion piece. The theme: this year’s celebration of the 800th anniversary of Magna Carta and its significance for commoners today.

Thank you for inviting me to speak tonight about the 800^th anniversary of the Magna Carta and the significance of law for the commons. It’s pretty amazing that anyone is still celebrating something that happened eight centuries ago! Besides our memory of this event, I think it is so interesting what we have chosen to remember about this history, and what we have forgotten.

This anniversary is essentially about the signing of peace treaty on the fields of Runnymede, England, in 1215. The treaty settled a bloody civil war between the much-despised King John and his rebellious barons eight centuries ago. What was intended as an armistice was soon regarded as a larger canonical statement about the proper structure of governance. Amidst a lot of archaic language about medieval ways of life, Magna Carta is now seen as a landmark statement about the limited powers of the sovereign, and the rights and liberties of ordinary people.

The King’s acceptance of Magna Carta after a long civil war seems unbelievably distant and almost forgettable. How could it have anything to do with us moderns? I think its durability and resonance have to do with our wariness about concentrated power, especially of the sovereign. We like to remind ourselves that the authority of the sovereign is restrained by the rule of law, and that this represents a new and civilizing moment in human history. We love to identify with the underdog and declare that even kings must respect something transcendent and universal called “law,” which is said to protect individual rights and liberties.

In this spirit, the American Bar Association celebrated Magna Carta in 1957 by erecting a granite memorial at Runnymede bearing the words “Freedom Under Law.” On grand public occasions – especially this year – judges, politicians, law scholars and distinguished gray eminences like to congregate and declare how constitutional government and representative democracy are continuing to uphold the principles of Magna Carta. More about that in a minute.

This evening I’d like to explore a richer, more complex story about Magna Carta and its meanings for us today. There are in fact two distinct but related stories to be told. Story No. 1 – call it “The Triumph of the Modern Market/State” – is the one that I just told. It is usually invoked by distinguished elites to celebrate constitutional democracy, its close alliance with so-called free markets, and the idea of “freedom under law.” Story No. 1 assures us that constitutional government and representative legislatures actually serve as the brave bulwarks of liberty and law, defending the rights enshrined in Magna Carta. And to be sure, the Great Chart represents a significant advance over the monarchy, tribalism, and a Hobbesean war of each against all that once prevailed in many regions of the world.

Myself, I’m more interested in the neglected side of the history of Magna Carta, a story that doesn’t get told very often. Call it Story No. 2, or what I call Law for the Commons. ...(More)”

(US) Administration Announces New “Smart Cities” Initiative to Help Communities Tackle Local Challenges and Improve City Services

Curated on September 14, 2015May 29, 2019 by Stefaan Verhulst

Factsheet from the White House: “Today, the Administration is announcing a new “Smart Cities” Initiative that will invest over $160 million in federal research and leverage more than 25 new technology collaborations to help local communities tackle key challenges such as reducing traffic congestion, fighting crime, fostering economic growth, managing the effects of a changing climate, and improving the delivery of city services. The new initiative is part of this Administration’s overall commitment to target federal resources to meet local needs and support community-led solutions.

Over the past six years, the Administration has pursued a place-based approach to working with communities as they tackle a wide range of challenges, from investing in infrastructure and filling open technology jobs to bolstering community policing. Advances in science and technology have the potential to accelerate these efforts. An emerging community of civic leaders, data scientists, technologists, and companies are joining forces to build “Smart Cities” – communities that are building an infrastructure to continuously improve the collection, aggregation, and use of data to improve the life of their residents – by harnessing the growing data revolution, low-cost sensors, and research collaborations, and doing so securely to protect safety and privacy.

As part of the initiative, the Administration is announcing:

More than $35 million in new grants and over $10 million in proposed investments to build a research infrastructure for Smart Cities by the National Science Foundation and National Institute of Standards and Technology.
Nearly $70 million in new spending and over $45 million in proposed investments to unlock new solutions in safety, energy, climate preparedness, transportation, health and more, by the Department of Homeland Security, Department of Transportation, Department of Energy, Department of Commerce, and the Environmental Protection Agency.
More than 20 cities participating in major new multi-city collaborations that will help city leaders effectively collaborate with universities and industry.

Today, the Administration is also hosting a White House Smart Cities Forum, coinciding with Smart Cities Week hosted by the Smart Cities Council, to highlight new steps and brainstorm additional ways that science and technology can support municipal efforts.

The Administration’s Smart Cities Initiative will begin with a focus on key strategies:

Creating test beds for “Internet of Things” applications and developing new multi-sector collaborative models: Technological advancements and the diminishing cost of IT infrastructure have created the potential for an “Internet of Things,” a ubiquitous network of connected devices, smart sensors, and big data analytics. The United States has the opportunity to be a global leader in this field, and cities represent strong potential test beds for development and deployment of Internet of Things applications. Successfully deploying these and other new approaches often depends on new regional collaborations among a diverse array of public and private actors, including industry, academia, and various public entities.
Collaborating with the civic tech movement and forging intercity collaborations: There is a growing community of individuals, entrepreneurs, and nonprofits interested in harnessing IT to tackle local problems and work directly with city governments. These efforts can help cities leverage their data to develop new capabilities. Collaborations across communities are likewise indispensable for replicating what works in new places.
Leveraging existing Federal activity: From research on sensor networks and cybersecurity to investments in broadband infrastructure and intelligent transportation systems, the Federal government has an existing portfolio of activities that can provide a strong foundation for a Smart Cities effort.
Pursuing international collaboration: Fifty-four percent of the world’s population live in urban areas. Continued population growth and urbanization will add 2.5 billion people to the world’s urban population by 2050. The associated climate and resource challenges demand innovative approaches. Products and services associated with this market present a significant export opportunity for the U.S., since almost 90 percent of this increase will occur in Africa and Asia.

Complementing this effort, the President’s Council of Advisors on Science and Technology is examining how a variety of technologies can enhance the future of cities and the quality of life for urban residents. The Networking and Information Technology Research and Development (NITRD) Program is also announcing the release of a new framework to help coordinate Federal agency investments and outside collaborations that will guide foundational research and accelerate the transition into scalable and replicable Smart City approaches. Finally, the Administration’s growing work in this area is reflected in the Science and Technology Priorities Memo, issued by the Office of Management and Budget and Office of Science and Technology Policy in preparation for the President’s 2017 budget proposal, which includes a focus on cyber-physical systems and Smart Cities….(More)”

Three ways to reframe a problem to find an innovative solution

Curated on September 12, 2015October 23, 2018 by Stefaan Verhulst

Stephanie Vozza at FastCompany: “Everything really comes down to solving problems. To be successful and a leader in your field, you not only have to come up with good solutions; you need to be innovative. And that can feel like waiting for lightning to strike.

Tina Seelig, author of Insight Out: Get Ideas Out of Your Head And Into the World, has been teaching classes on creativity and innovation at Stanford University School of Engineering for 16 years, and she says most people don’t have a clear understanding of what those things really are.

“Imagination is envisioning things that don’t exist,” says Seelig. “Creativity is applying imagination to address a challenge. Innovation is applying creativity to generate unique solutions. And entrepreneurship is applying innovations, scaling the ideas, by inspiring others’ imagination.”…Reframing a problem helps you see it as an opportunity, and Seelig offers three techniques for finding innovative solutions:

1. RETHINK THE QUESTION

Start by questioning the question you’re asking in the first place, says Seelig. “Your answer is baked into your question,” she says.

Before you start brainstorming, Seelig suggests you start “frame-storming”: brainstorming around the question you will pose to find solutions. For example, if you’re asking, “How should we plan a birthday party for David?” you’re assuming it’s a party. If you change your question to, “How can we make David’s day memorable?” or “How can we make David’s day special?” you will find different sets of solutions.

….

2. BRAINSTORM BAD IDEAS

When an individual or group is tasked with being creative, often there’s pressure to only come up with good ideas. Seelig likes to challenge teams to only think of bad ideas.

“Stupid or ridiculous ideas open up the frame by allowing you to push past obvious solutions,” she says. “There is no pressure to come up with ‘good’ ideas. Then, those terrible ideas can be re-evaluated, often turning them into something unique and brilliant.”…

3. UNPACK YOUR ASSUMPTIONS

Another way to reframe a problem is to challenge its perceived limitations or rules. Ask, “What are all of the assumptions of the industry?” Make a list and turn them upside down by thinking about what would happen if you did the opposite….(More)”

5 tech trends that will transform governments

Curated on September 8, 2015August 3, 2018 by Stefaan Verhulst

Zac Bookman at the World Economic Forum: “…The public sector today looks a bit like the consumer industry of 1995 and the enterprise space in 2005: it is at the beginning of a large-scale digital metamorphosis. The net result will be years of saved time, better decisions and stronger communities.

Here are five trends that will define this transformation in the coming decade:

Real-time operations

Many industries in the global economy already operate in real time. ….

Governments are different. They often access accurate data only on a monthly or quarterly basis, even though they make critical decisions every day. This will change with software deployments that help governments unleash and use current data to make more informed decisions about how they can allocate public resources effectively.

Smarter cities

Studies on human migration patterns indicate that more people are moving to cities. By 2025, an estimated 60% of the world’s population will live in an urban centre. High rates of urbanization will force cities to use their existing resources more efficiently. Networked infrastructures – including roads, phone lines, cable networks, satellites and the internet – will be important parts of the solution to this challenge….For example, MIT and Copenhagen recently collaborated on an electric-hybrid bike wheel that monitors pollution, road conditions and traffic. The wheel allows cities to monitor their environments at a level that was previously unfeasible with cheap sensors and manual labour, offering a quantum leap in networking capability without using further human or capital resources.

Increased citizen engagement

Smart networks are wonderful things, but cities need to guard themselves against making efficiency a sacred cow. There is inherent tension between the ideals of democracy and efficiency, between the openness of platforms that encourage engagement and centralized systems. Rather than focus solely on making everything smart, cities will have to focus on slowing down and improving the quality of life.

These considerations will cause cities to increase citizen engagement. Transparency is a subset of this goal. Open data platforms, such as data.gov and data.gov.uk, host troves of machine-readable government information that allow communities to target and solve problems for which governments do not have the bandwidth. Crowdfunding platforms, such as neighbor.ly, allow citizens to participate in the civic process by enabling them to invest in local capital projects. These types of civic tech platforms will continue to grow, and they will be vital to the health of future democracies.

21st-century reporting software for governments

The information technology that powers government is notoriously antiquated. …

New reporting technology, such as the system from OpenGov, will automatically pull and display data from governments’ accounting systems. These capabilities empower employees to find information in seconds that would have previously taken hours, days or even weeks to find. They will expand inter-departmental collaboration on core functions, such as budgeting. And they will also allow governments to compare themselves with other governments. In the next decade, advanced reporting software will save billions of dollars by streamlining processes, improving decisions and offering intelligent insights across the expenditure spectrum.

Inter-governmental communication

The internet was conceived as a knowledge-sharing platform. Over the past few decades, technologists have developed tools such as Google and Wikipedia to aid the flow of information on the web and enable ever greater knowledge sharing. Today, you can find nearly any piece of information in a matter of seconds. Governments, however, have not benefited from the rapid development of such tools for their industry, and most information sharing still occurs offline, over email, or on small chat forums. Tools designed specifically for government data will allow governments to embrace the inherent knowledge-sharing infrastructure of the internet….(More)”

Can the crowd deliver more open government?

Curated on September 8, 2015October 10, 2018 by Stefaan Verhulst

Marie Sansom at GovernmentNews: “…Crowdsourcing and policy making was the subject of a lecture by visiting academic Dr Tanja Aitamurto at Victoria’s Swinburne University of Technology earlier this month. Dr Aitamurto wrote “Crowdsourcing for Democracy: New Era in Policy-Making” and led the design and implementation of the Finnish Experiment, a pioneering case study in crowdsourcing policy making.

She spoke about how Scandinavian countries have used crowdsourcing to “tap into the collective intelligence of a large and diverse crowd” in an “open ended knowledge information search process” in an open call for anybody to participate online and complete a task.

It has already been used widely and effectively by companies such as Proctor and Gamble who offer a financial reward for solutions to their R&D problems.

The Finnish government recently used crowdsourcing when it came to reform the country’s Traffic Act following a rash of complaints to the Minister of the Environment about it. The Act, which regulates issues such as off-road traffic, is an emotive issue in Finland where snow mobiles are used six months of the year and many people live in remote areas.

The idea was for people to submit problems and solutions online, covering areas such as safety, noise, environmental protection, the rights of snowmobile owners and landowners’ rights. Everyone could see what was written and could comment on it.

Dr Aitamurto said crowdsourcing had four stages:

• The problem mapping space, where people were asked to outline the issues that needed solving
• An appeal for solutions
• An expert panel evaluated the comments received based on the criteria of: effectiveness, cost efficiency, ease of implementation and fairness. The crowd also had the chance to evaluate and rank solutions online
• The findings were then handed over to the government for the law writing process

Dr Aitamurto said active participation seemed to create a strong sense of empowerment for those involved.

She said some people reported that it was the first time in their lives they felt they were really participating in democracy and influencing decision making in society. They said it felt much more real than voting in an election, which felt alien and remote.

“Participation becomes a channel for advocacy, not just for self-interest but a channel to hear what others are saying and then also to make yourself heard. People expected a compromise at the end,” Dr Aitamurto said.

Being able to participate online was ideal for people who lived remotely and turned crowdsourcing into a democratic innovation which brought citizens closer to policy and decision making between elections.

Other benefits included reaching out to tap into new pools of knowledge, rather than relying on a small group of homogenous experts to solve the problem.

“When we use crowdsourcing we actually extend our knowledge search to multiple, hundreds of thousands of distant neighbourhoods online and that can be the power of crowdsourcing: to find solutions and information that we wouldn’t find otherwise. We find also unexpected information because it’s a self-selecting crowd … people that we might not have in our networks already,” Dr Aitamurto said.

The process can increase transparency as people interact on online platforms and where the government keeps feedback loops going.

Dr Aitamurto is also a pains to highlight what crowdsourcing is not and cannot be, because participants are self-selecting and not statistically representative.

“The crowd doesn’t make decisions, it provides information. It’s not a method or tool for direct democracy and it’s not a public opinion poll either”.

Crowdsourcing has fed into policy in other countries too, for example, during Iceland’s constitutional reform and in the United States where the federal Emergency Management Agency overhauled its strategy after a string of natural disasters.

Australian government has been getting in on the act using cloud-based software Citizen Space to gain input into a huge range of topics. While much of it is technically consultation, rather than feeding into actual policy design, it is certainly a step towards more open government.

British company Delib, which is behind the software, bills it as “managing, publicising and archiving all of your organisation’s consultation activity”.

One council who has used Citizens Space is Wyong Shire on the NSW Central Coast. The council has used the consultation hub to elicit ratepayers’ views on a number of topics, including a special rate variation, community precinct forums, strategic plans and planning decisions.

One of Citizen Space’s most valuable features is the section ‘we asked, you said, we did’….(More)”

The World of Indicators: The Making of Governmental Knowledge through Quantification

Curated on September 3, 2015October 23, 2018 by Stefaan Verhulst

New Book by Richard Rottenburg et al: “The twenty-first century has seen a further dramatic increase in the use of quantitative knowledge for governing social life after its explosion in the 1980s. Indicators and rankings play an increasing role in the way governmental and non-governmental organizations distribute attention, make decisions, and allocate scarce resources. Quantitative knowledge promises to be more objective and straightforward as well as more transparent and open for public debate than qualitative knowledge, thus producing more democratic decision-making. However, we know little about the social processes through which this knowledge is constituted nor its effects. Understanding how such numeric knowledge is produced and used is increasingly important as proliferating technologies of quantification alter modes of knowing in subtle and often unrecognized ways. This book explores the implications of the global multiplication of indicators as a specific technology of numeric knowledge production used in governance. (More)”

Design Thinking Comes of Age

Curated on September 2, 2015August 15, 2018 by Stefaan Verhulst

Jon Kolko at HBR: “There’s a shift under way in large organizations, one that puts design much closer to the center of the enterprise. But the shift isn’t about aesthetics. It’s about applying the principles of design to the way people work.

This new approach is in large part a response to the increasing complexity of modern technology and modern business. That complexity takes many forms. Sometimes software is at the center of a product and needs to be integrated with hardware (itself a complex task) and made intuitive and simple from the user’s point of view (another difficult challenge). Sometimes the problem being tackled is itself multi-faceted: Think about how much tougher it is to reinvent a health care delivery system than to design a shoe. And sometimes the business environment is so volatile that a company must experiment with multiple paths in order to survive.

I could list a dozen other types of complexity that businesses grapple with every day. But here’s what they all have in common: People need help making sense of them. Specifically, people need their interactions with technologies and other complex systems to be simple, intuitive, and pleasurable.

A set of principles collectively known as design thinking—empathy with users, a discipline of prototyping, and tolerance for failure chief among them—is the best tool we have for creating those kinds of interactions and developing a responsive, flexible organizational culture….

Design thinking, first used to make physical objects, is increasingly being applied to complex, intangible issues, such as how a customer experiences a service. Regardless of the context, design thinkers tend to use physical models, also known as design artifacts, to explore, define, and communicate. Those models—primarily diagrams and sketches—supplement and in some cases replace the spreadsheets, specifications, and other documents that have come to define the traditional organizational environment. They add a fluid dimension to the exploration of complexity, allowing for nonlinear thought when tackling nonlinear problems.

For example, the U.S. Department of Veterans Affairs’ Center for Innovation has used a design artifact called a customer journey map to understand veterans’ emotional highs and lows in their interactions with the VA….

In design-centric organizations, you’ll typically see prototypes of new ideas, new products, and new services scattered throughout offices and meeting rooms. Whereas diagrams such as customer journey maps explore the problem space, prototypes explore the solution space. They may be digital, physical, or diagrammatic, but in all cases they are a way to communicate ideas. The habit of publicly displaying rough prototypes hints at an open-minded culture, one that values exploration and experimentation over rule following….(More)”

The Merit Principle in Crisis

Curated on September 1, 2015October 24, 2018 by Stefaan Verhulst

Commentary in Governance: “In the United States, the presidential race is heating up, and one result is an increasing number of assaults on century-old ideas about the merit-based civil service. “The merit principle is under fierce attack,” says Donald Kettl, in a new commentary for Governance. Kettl outlines five “tough questions” that are raised by attacks on the civil service system — and says that the US research community “has been largely asleep at the switch” on all of them. Within major public policy schools, courses on the public service have been “pushed to the side.” A century ago, American academics helped to build the American state. Kettl warns that “scholarly neglect in the 2000s could undermine it.” Read the commentary.

Inside the Nudge Unit: How small changes can make a big difference

Curated on August 28, 2015August 3, 2018 by Stefaan Verhulst

Book by David Halpern: “Every day we make countless decisions, from the small, mundane things to tackling life’s big questions, but we don’t always make the right choices.

Behavioural scientist Dr David Halpern heads up Number 10’s ‘Nudge Unit’, the world’s first government institution that uses behavioural economics to examine and influence human behaviour, to ‘nudge’ us into making better decisions. Seemingly small and subtle solutions have led to huge improvements across tax, healthcare, pensions, employment, crime reduction, energy conservation and economic growth.

Adding a crucial line to a tax reminder brought forward millions in extra revenue; refocusing the questions asked at the job centre helped an extra 10 per cent of people come off their benefits and back into work; prompting people to become organ donors while paying for their car tax added an extra 100,000 donors to the register in a single year.

After two years and dozens of experiments in behavioural science, the results are undeniable. And now David Halpern and the Nudge Unit will help you to make better choices and improve your life…(More)”