The Economist on Government-to-government trade: “NIGERIAN pineapple for breakfast, Peruvian quinoa for lunch and Japanese sushi for dinner. Two centuries ago, when David Ricardo advocated specialisation and free trade, the notion that international exchange in goods and services could make such a cosmopolitan diet commonplace would have seemed fanciful.
Today another scenario may appear equally unlikely: a Norwegian government agency managing Algeria’s sovereign-wealth fund; German police overseeing security in the streets of Mumbai; and Dubai playing the role of the courthouse of the Middle East. Yet such outlandish possibilities are more than likely if a new development fulfils its promise. Ever more governments are trading with each other, from advising lawmakers to managing entire services. They are following businesses, which have long outsourced much of what they do. Is this the dawn of the government-to-government era?
Such “G2G” trade is not new, though the name may be. After the Ottoman empire defaulted on its debt in 1875 foreign lenders set up an “Ottoman Public Debt Administration”, its governing council packed with European government officials. At its peak it had 9,000 employees, more than the empire’s finance ministry. And the legacy of enforced G2G trade—colonialism, as it was known—is still visible even today. Britain’s Privy Council is the highest court of appeal for many Commonwealth countries. France provides a monetary-policy service to several west African nations by managing their currency, the CFA franc.
One reason G2G trade is growing is that it is a natural extension of the trend for governments to pinch policies from each other. “Policymaking now routinely occurs in comparative terms,” says Jamie Peck of the University of British Columbia, who refers to G2G advice as “fast policy”. Since the late 1990s Mexico’s pioneering policy to make cash benefits for poor families conditional on things like getting children vaccinated and sending them to school has been copied by almost 50 other countries….Budget cuts can provide another impetus for G2G trade. The Dutch army recently sold its Leopard II tanks and now sends tank crews to train with German forces. That way it will be able to reform its tank squadrons quickly if they are needed. Britain, with a ten-year gap between scrapping old aircraft-carriers and buying new ones, has sent pilots to train with the American marines on the F-35B, which will fly from both American and British carriers.
…
No one knows the size of the G2G market. Governments rarely publicise deals, not least because they fear looking weak. And there are formidable barriers to trade. The biggest is the “Westphalian” view of sovereignty, says Stephen Krasner of Stanford University: that states should run their own affairs without foreign interference. In 2004 Papua New Guinea’s parliament passed a RAMSI-like delegation agreement, but local elites opposed it and courts eventually declared it unconstitutional. Honduras attempted to create independent “charter cities”, a concept developed by Paul Romer of New York University (NYU), whose citizens would have had the right of appeal to the supreme court of Mauritius. But in 2012 this scheme, too, was deemed unconstitutional.
Critics fret about accountability and democratic legitimacy. The 2005 Paris Declaration on Aid Effectiveness, endorsed by governments and aid agencies, made much of the need for developing countries to design their own development strategies. And providers open themselves to reputational risk. British police, for instance, have trained Bahraini ones. A heavy-handed crackdown by local forces during the Arab spring reflected badly on their foreign teachers…
When San Francisco decided to install wireless control systems for its streetlights, it posted a “call for solutions” on Citymart, an online marketplace for municipal projects. In 2012 it found a Swiss firm, Paradox Engineering, which had built such systems for local cities. But though members often share ideas, says Sascha Haselmayer, Citymart’s founder, most still decide to implement their chosen policies themselves.
Weak government services are the main reason poor countries fail to catch up with rich ones, says Mr Romer. One response is for people in poorly run places to move to well governed ones. Better would be to bring efficient government services to them. In a recent paper with Brandon Fuller, also of NYU, Mr Romer argues that either response would bring more benefits than further lowering the barriers to trade in privately provided goods and services. Firms have long outsourced activities, even core ones, to others that do them better. It is time governments followed suit.”
From Crowds to Collaborators: Initiating Effort and Catalyzing Interactions Among Online Creative Workers
Harvard Business School Paper by Kevin J. Boudreau, Patrick Gaule, Karim R. Lakhani, Christoph Riedl, and Anita Williams Woolley: “Online “organizations” are becoming a major engine for knowledge development in a variety of domains such as Wikipedia and open source software development. Many online platforms involve collaboration and coordination among members to reach common goals. In this sense, they are collaborative communities. This paper asks: What factors most inspire online teams to begin to collaborate and to do so creatively and effectively? The authors analyze a data set of 260 individuals randomly assigned to 52 teams tasked with developing working solutions to a complex innovation problem over 10 days, with varying cash incentives. Findings showed that although cash incentives stimulated a significant boost of effort per se, cash incentives did not transform the nature of the work process or affect the level of collaboration. In addition, at a basic yet striking level, the likelihood that an individual chooses to participate depended on whether teammates were themselves active. Moreover, communications among teammates led to more communications, and communications among teammates also stimulated greater continuous levels of effort. Overall, the study sheds light on how perspectives on incentives, predominant in economics, and perspectives on social processes and interactions, predominant in research on organizational behavior and teams, can be better understood. Key concepts include:
- An individual’s likelihood of being active in online collaboration increases by about 41 percent with each additional active teammate.
- Management could provide communications channels to make the efforts of other members more visible. This is important in the design of systems for online work as it helps members to confirm that others are actively contributing.
Nudging News Producers and Consumers Toward More Thoughtful, Less Polarized Discourse
New paper by Darrel West and Beth Stone from Brookings: “At a time of extraordinary domestic and international policy challenges, Americans need high-quality news. Readers and viewers must decipher the policy options that the country faces and the manner in which various decisions affect them personally. It often is not readily apparent how to assess complicated policy choices and what the best steps are for moving forward.
Having poor quality news coverage is especially problematic when the political process is sharply polarized. As has been documented by political scientists Tom Mann and Norman Ornstein, the United States has a Congress today where the most conservative Democrat is to the left of the most moderate Republican. [1] There are many reasons for this spike in polarization, but there is little doubt that the news media amplify and exacerbate social and political divisions.
Too often, journalists follow a “Noah’s Ark” approach to coverage in which a strong liberal is paired with a vocal conservative in an ideological food fight. The result is polarization of discourse and “false equivalence” in reporting. This lack of nuanced analysis confuses viewers and makes it difficult for them to sort out the contrasting facts and opinions. People get the sense that there are only two policy options and that there are few gradations or complexities in the positions that are reported.
In this paper, West and Stone review challenges facing the news media in an age of political polarization. This includes hyper-competitiveness in news coverage, a dramatic decline in local journalism and resulting nationalization of the news, and the personalization of coverage. After discussing these problems and how they harm current reporting, they present several ideas for nudging news producers and consumers towards more thoughtful and less polarizing responses.”
Mind the Map: The Impact of Culture and Economic Affluence on Crowd-Mapping Behaviours
New paper by Dr. Licia Capra: “Crowd-mapping is a form of collaborative work that empowers citizens to collect and share geographic knowledge. Open-StreetMap (OSM) is a successful example of such paradigm, where the goal of building and maintaining an accurate global map of the changing world is being accomplished by means of local contributions made by over 1.2M citizens. While OSM has been subject to many country-specific studies, the relationship between national culture and economic affluence and users’ participation has been so far unexplored. In this work, we systematically study the link between them: we characterise OSM users in terms of who they are, how they contribute, during what period of time, and across what geographic areas. We find strong correlations between these characteristics and national culture factors (e.g., power distance, individualism, pace of life, self expression), and well as Gross Domestic Product per capita. Based on these findings, we discuss design issues that developers of crowd-mapping services should consider to account for cross-cultural differences”
Managing Innovation in a Crowd
New paper by Acemoglu, Daron and Mostagir, Mohamed and Ozdaglar, Asuman E.: “Crowdsourcing is an emerging technology where innovation and production are sourced out to the public through an open call. At the center of crowdsourcing is a resource allocation problem: there is an abundance of workers but a scarcity of high skills, and an easy task assigned to a high-skill worker is a waste of resources. This problem is complicated by the fact that the exact difficulties of innovation tasks may not be known in advance, so tasks that require high-skill labor cannot be identified and allocated ahead of time. We show that the solution to this problem takes the form of a skill hierarchy, where tasks are first attempted by low-skill labor, and high skill workers only engage with a task if less skilled workers are unable to finish it. This hierarchy can be constructed and implemented in a decentralized manner even though neither the difficulties of the tasks nor the skills of the candidate workers are known. We provide a dynamic pricing mechanism that achieves this implementation by inducing workers to self-select into different layers. The mechanism is simple: each time a task is attempted and not finished, its price (reward upon completion) goes up.”
Building Transparency Momentum
Aspen Baker in the Stanford Social Innovation Review: “Even engaged citizens in Oakland, Calif., didn’t know the city had a Public Ethics Commission, let alone what its purpose was, when I joined its ranks three years ago. And people who did know about it didn’t have many nice things to say: Local blogs sneered at its lack of power and few politicians feared its oversight. Created in 1996 as a watchdog organization responsible for opening up city government, the commission had become just another element of Oakland’s cumbersome, opaque bureaucracy.
It’s easy to see why. Technology and media have dramatically changed our expectations for what defines transparency and accountability. For example, in the past, walking into City Hall, making an official request for a public record, and receiving it in the mail within two weeks meant good, open government. Now, if an Internet search doesn’t instantly turn up an answer to your question about local government, the assumption often is: Government’s hiding something.
This is rarely the case. Consider that Oakland has more than 40,000 boxes full of paper documents housed in locations throughout the city, not to mention hundreds of thousands of email messages generated each year. Records management is a serious—and legal—issue, and it’s fallen way behind the times. In an age when local municipalities are financially stretched more than ever before (38 US cities have declared bankruptcy since 2010), the ability of cities to invest in the technology, systems, and staff—and to facilitate the culture change that cities often need—is a real, major challenge.
Yet, for the innovators, activists, and leaders within and outside city government, this difficult moment is also one of significant opportunity for change; and many are seizing it.
Last month, the Transparency Project of the Public Ethics Commission—a subcommittee that I initiated and have led as chair for the last year—released a report detailing just how far Oakland has come and how far we have to go to create a culture of innovation, accountability, and transparency throughout all levels of the city.
Collaboration Is Critical
What comes through the report loud and clear is the important role that collaboration between city staff, the community, nonprofits, and others played in shifting expectations and establishing new standards—including the momentum generated by the volunteer-led “City Camps,” a gathering of citizens, city government, and businesses to work on open government issues, and the recent launch of RecordTrac, an online public records request tracking system built by Code for America Fellows that departments throughout the city have successfully adopted. RecordTrac makes information available to everyone, not just the person who requested it.
Ideas and Experiments Matter
Innovators didn’t let financial circumstances get in the way of thinking about what even a cash-strapped, problem-plagued city like Oakland could do to meet the new expectations of its citizens to find information quickly and easily online. The commission’s executive director Whitney Barazoto, along with her collaborators, didn’t think “small and practical”; they chose “big and futuristic” instead. Most importantly, they sought to experiment with new ways of spreading ideas and engaging the public in discussions—far beyond the standard (and often ineffective) “three minutes at the mic” practice at public meetings….
The “Toward Collective Transparency” report details the history of the innovative efforts to increase transparency within the City of Oakland and offers a number of recommendations for what’s next. The most defining feature of this report is its acknowledgment of the significant cultural changes that are taking place within the city, and around the country, in the way we think about the role of government, citizens, and the type of engagement and collaboration that can—and should—exist between the two.
It’s easy to get caught up in what’s gone wrong, but our subcommittee made a choice early on not to get buried in the past. We capitalized on our commission’s strengths rather than our weaknesses, leaving “deficit thinking” behind so that we could think creatively about what the commission and city were uniquely positioned to do.
Why does all this matter?
Last year, John Bridgeland and Peter Orszag, former officials in the administrations of President Obama and President George W. Bush, wrote an article in The Atlantic titled, “Can Government Play Moneyball?” They pointed out the need to measure the impact of government spending using the evidence-based statistical approach that the Oakland A’s own manager, Billy Beane, made famous. They argued that the same kind of scarcity Billy faced building a competitive baseball team is not unlike the scarcity that the federal government is facing, and they hope it will help government break some of its own traditions. Governments at all levels—city, county, state and federal—are all facing revenue challenges, but we can’t let that stop progress and change.
It takes a lot more than data and technology to improve the way government operates and engages with its citizens; it demands vision and leadership. We need innovators who can break traditions and make the future come alive through collaboration, ideas, and experiments.”
How Open Data Are Turned into Services?
New Paper by Muriel Foulonneau, Sébastien Martin, Slim Turki: “The Open Data movement has mainly been a data provision movement. The release of Open Data is usually motivated by (i) government transparency (citizen access to government data), (ii) the development of services by third parties for the benefit for citizens and companies (typically smart city approach), or (iii) the development of new services that stimulate the economy. The success of the Open Data movement and its return on investment should therefore be assessed among other criteria by the number and impact of the services created based on those data. In this paper, we study the development of services based on open data and means to make the data opening process more effective.”
The Rise of the Reluctant Innovator
New book by Ken Banks: “Despite the tens of billions spent each year in international aid, some of the most promising and exciting social innovations and businesses have come about by chance. Many of the people behind them didn’t consciously set out to solve anything, but they did. Welcome to the world of the ‘reluctant innovator’…
This book provides a welcome challenge to conventional wisdom in social entrepreneurship. It highlights the personal stories of ten social innovators from around the world. Ten social innovators – ordinary people – who randomly stumbled across problems, injustices and wrongs and, armed with little more than determination and belief, decided not to turn their backs but to dedicate their lives to solving them. Here are their stories….
Watching yet another Spanish movie in his friend’s apartment to avoid writing up his doctoral dissertation, Brij Kothari makes a throwaway comment about subtitles, which plants the seed of an idea and spawns a literacy initiative that has had, in Bill Clinton’s words, “a staggering impact on people’s lives”.
Worried about the political turmoil in Kenya, and concerned at the lack of information that is forthcoming from his adoptive country, Erik Hersman mobilises his own five-strong army to conceive, create and launch a web-based facility that revolutionises how breaking news is disseminated worldwide.
Parachuted into the middle of sub-Saharan Africa with a brief to collect public health data, and confronted with a laborious, environmentally wasteful paper-based system, paediatrician Joel Selanikio finds the perfect outlet for the skills he acquired as a Wall Street computer consultant.
Intending to ground himself in the realities of global health during his internship in rural Malawi, Josh Nesbit discovers that it is hard to sit on the sidelines and soon finds himself proposing a solution to overcome the difficulty of connecting patients, community health workers and hospitals.
After watching local doctors and midwives struggle to treat critically ill pregnant women in near-total darkness on a Nigerian maternity ward, where an untimely power cut can mean the difference between life and death, obstetrician Laura Stachel delivers a solar-based solution that enhances survival prospects.
Observing how well the autistic son of a close friend responds to the therapeutic effects of a Chinese massage technique that she has advocated using, Louisa Silva is convinced that the treatment has the potential to benefit thousands of others, but she needs to prove it.
Haunted by the memory of being separated from her older sister during a childhood spent in foster care, and horrified that other siblings are continuing to suffer the same fate, Lynn Price resolves to devise a way to bring such people back together.
An unexpected conversation over dinner leads Priti Radhakrishnan to build an innovative new organisation with a mission to fight for the rights of people denied access to life saving medicines.
Until a visit to the dermatologist turns her world upside down, Sharon Terry has never heard of pseudanthoma elasticum (PXE), but when she discovers that research into the disease afflicting her children is hidebound by scientific protocol, she sets about changing the system with characteristic zeal.
Encounters and conversations with leftover people occupying leftover spaces and using leftover materials, at home and abroad, led architecture professor Wes Janz to view them as urban pioneers, not victims, and teach him a valuable lesson: think small and listen to those at the sharp end.
See http://www.reluctantinnovation.com/”
A Task-Fit Model of Crowdsourcing: Finding the Right Crowdsourcing Approach to Fit the Task
New paper by RT Nakatsu, EB Grossman, CL Iacovou: “We develop a framework for classifying crowdsourcing approaches in terms of the types of tasks for which they are best suited. The method we used to develop our task-fit taxonomy followed an iterative approach that considered over 100 well-known examples crowdsourcing. Our taxonomy considers three dimensions of task complexity: (1) task structure–is the task well-defined, or does it require a more open-ended solution;(2) task interdependence–can the task be solved by an individual or does it require a community of problem solvers; and (3) task commitment—what level of commitment is expected from crowd members? Based on our taxonomy, we identify seven categories of crowdsourcing, and discuss prototypical examples of each approach. Furnished with such an understanding, one should be able to determine which crowdsourcing approach is most suitable for a particular task situation.”
Selected Readings on Personal Data: Security and Use
The Living Library’s Selected Readings series seeks to build a knowledge base on innovative approaches for improving the effectiveness and legitimacy of governance. This curated and annotated collection of recommended works on the topic of personal data was originally published in 2014.
Advances in technology have greatly increased the potential for policymakers to utilize the personal data of large populations for the public good. However, the proliferation of vast stores of useful data has also given rise to a variety of legislative, political, and ethical concerns surrounding the privacy and security of citizens’ personal information, both in terms of collection and usage. Challenges regarding the governance and regulation of personal data must be addressed in order to assuage individuals’ concerns regarding the privacy, security, and use of their personal information.
Selected Reading List (in alphabetical order)
- Ann Cavoukian – Personal Data Ecosystem (PDE) – A Privacy by Design Approach to an Individual’s Pursuit of Radical Control – a paper describing the emerging framework of technologies enabling individuals to hold greater control of their data.
- T. Kirkham, S. Winfield, S. Ravet and S. Kellomaki – A Personal Data Store for an Internet of Subjects – a paper arguing for a shift from the current service-oriented data control architecture to a system centered on individuals controlling their data.
- OECD – The 2013 OECD Privacy Guidelines – a privacy framework built around eight core principles.
- Paul Ohm – Broken Promises of Privacy: Responding to the Surprising Failure of Anonymization – a paper revealing the ease with which researchers have been able to reattach supposedly anonymized personal data to individuals.
- Jules Polonetsky and Omer Tene – Privacy in the Age of Big Data: A Time for Big Decisions – a paper proposing the development of a risk-value matrix for personal data in the big data era.
- Katie Shilton, Jeff Burke, Deborah Estrin, Ramesh Govindan, Mark Hansen, Jerry Kang, and Min Mun – Designing the Personal Data Stream: Enabling Participatory Privacy in Mobile Personal Sensing – a paper arguing for a reimagined system for protecting the privacy of personal data, moving past the out-of-date Codes of Fair Information Practice.
Annotated Selected Reading List (in alphabetical order)
Cavoukian, Ann. “Personal Data Ecosystem (PDE) – A Privacy by Design Approach to an Individual’s Pursuit of Radical Control.” Privacy by Design, October 15, 2013. https://bit.ly/2S00Yfu.
- In this paper, Cavoukian describes the Personal Data Ecosystem (PDE), an “emerging landscape of companies and organizations that believe individuals should be in control of their personal data, and make available a growing number of tools and technologies to enable this control.” She argues that, “The right to privacy is highly compatible with the notion of PDE because it enables the individual to have a much greater degree of control – “Radical Control” – over their personal information than is currently possible today.”
- To ensure that the PDE reaches its privacy-protection potential, Cavouckian argues that it must practice The 7 Foundational Principles of Privacy by Design:
- Proactive not Reactive; Preventative not Remedial
- Privacy as the Default Setting
- Privacy Embedded into Design
- Full Functionality – Positive-Sum, not Zero-Sum
- End-to-End Security – Full Lifecycle Protection
- Visibility and Transparency – Keep it Open
- Respect for User Privacy – Keep it User-Centric
Kirkham, T., S. Winfield, S. Ravet, and S. Kellomaki. “A Personal Data Store for an Internet of Subjects.” In 2011 International Conference on Information Society (i-Society). 92–97. http://bit.ly/1alIGuT.
- This paper examines various factors involved in the governance of personal data online, and argues for a shift from “current service-oriented applications where often the service provider is in control of the person’s data” to a person centric architecture where the user is at the center of personal data control.
- The paper delves into an “Internet of Subjects” concept of Personal Data Stores, and focuses on implementation of such a concept on personal data that can be characterized as either “By Me” or “About Me.”
- The paper also presents examples of how a Personal Data Store model could allow users to both protect and present their personal data to external applications, affording them greater control.
OECD. The 2013 OECD Privacy Guidelines. 2013. http://bit.ly/166TxHy.
- This report is indicative of the “important role in promoting respect for privacy as a fundamental value and a condition for the free flow of personal data across borders” played by the OECD for decades. The guidelines – revised in 2013 for the first time since being drafted in 1980 – are seen as “[t]he cornerstone of OECD work on privacy.”
- The OECD framework is built around eight basic principles for personal data privacy and security:
- Collection Limitation
- Data Quality
- Purpose Specification
- Use Limitation
- Security Safeguards
- Openness
- Individual Participation
- Accountability
Ohm, Paul. “Broken Promises of Privacy: Responding to the Surprising Failure of Anonymization.” UCLA Law Review 57, 1701 (2010). http://bit.ly/18Q5Mta.
- This article explores the implications of the “astonishing ease” with which scientists have demonstrated the ability to “reidentify” or “deanonmize” supposedly anonymous personal information.
- Rather than focusing exclusively on whether personal data is “anonymized,” Ohm offers five factors for governments and other data-handling bodies to use for assessing the risk of privacy harm: data-handling techniques, private versus public release, quantity, motive and trust.
Polonetsky, Jules and Omer Tene. “Privacy in the Age of Big Data: A Time for Big Decisions.” Stanford Law Review Online 64 (February 2, 2012): 63. http://bit.ly/1aeSbtG.
- In this article, Tene and Polonetsky argue that, “The principles of privacy and data protection must be balanced against additional societal values such as public health, national security and law enforcement, environmental protection, and economic efficiency. A coherent framework would be based on a risk matrix, taking into account the value of different uses of data against the potential risks to individual autonomy and privacy.”
- To achieve this balance, the authors believe that, “policymakers must address some of the most fundamental concepts of privacy law, including the definition of ‘personally identifiable information,’ the role of consent, and the principles of purpose limitation and data minimization.”
Shilton, Katie, Jeff Burke, Deborah Estrin, Ramesh Govindan, Mark Hansen, Jerry Kang, and Min Mun. “Designing the Personal Data Stream: Enabling Participatory Privacy in Mobile Personal Sensing”. TPRC, 2009. http://bit.ly/18gh8SN.
- This article argues that the Codes of Fair Information Practice, which have served as a model for data privacy for decades, do not take into account a world of distributed data collection, nor the realities of data mining and easy, almost uncontrolled, dissemination.
- The authors suggest “expanding the Codes of Fair Information Practice to protect privacy in this new data reality. An adapted understanding of the Codes of Fair Information Practice can promote individuals’ engagement with their own data, and apply not only to governments and corporations, but software developers creating the data collection programs of the 21st century.”
- In order to achieve this change in approach, the paper discusses three foundational design principles: primacy of participants, data legibility, and engagement of participants throughout the data life cycle.