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Archive for the ‘governance’ Category

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As Tom over at Humanosphere wrote a few days ago, there’s a cool initiative happening at Sheffield University that seeks to develop a global research agenda related to the post-2015 sustainable development goals process. (Disclaimer, I’m part of the steering committee.)

ID100: The Hundred Most Important Questions in International Development asks individuals and organizations from across policy, practice and academia to submit questions that address the world’s biggest environmental, political and socioeconomic problems. These will then be shortlisted down to a final set of 100 questions following a debate and voting process with representatives from development organizations and academia who will meet in July 2014. 

The final list of questions will be published as policy report and in a leading academic journal. More on the consultation methodology here. Similar crowdsourced priority-setting exercises have worked in biodiversity conservation, food security and other areas, and they have been instrumental in framing global research priorities for policy development and implementation.

Screen Shot 2014-03-07 at 3.36.06 AMAnyone can submit up to five questions related to key issues in international development that require more exploration. You are encouraged to involve colleagues in the formulation of these questions.

Please submit your questions by March 25th – and check the submission guidelines before formulating questions. More information on the project can be accessed on the ID100 website. Hashtag: #ID100.

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This is a guest post by Daniella Ben-Attar (@dbenattar) who consults for international development agencies, NGOs and corporations on areas relating to youth participation, governance, municipal capacity building, ICT4D and peace building.

by Daniella Ben-Attar

Youth in Mali with local authorities.

Youth in Mali with local authorities.

ICTs are increasingly being looked to as holding great promise for improving participatory governance and citizen engagement. Mobile phones have been a game-changer in this sphere, with nearly seven billion mobile-cellular subscriptions worldwide, including 89% penetration in the developing world. Youth are at the center of these developments, both as drivers and consumers of technological innovation.  This is particularly true in developing countries where the young generation is leading the way in the usage of technology to overcome social, political and economic exclusion to begin driving positive change in their communities. The largest cohort in history, youth aged 15-24 number more than 1.2 billion worldwide, with an estimated 87% living in developing countries.  They are almost twice as networked as the global population as a whole, with the ICT age gap more pronounced in least developed countries where young people are often three times more likely to be online than the general population.

The combination of the “youth bulge” and “mobile miracle” has great potential to enable new responses to the longstanding challenge of youth engagement in governance across the developing world. Young citizens are utilizing simple mobile technology to innovate new platforms, tools and mechanisms aiming to amplify their voices and influence government. Youth are being proactive to play a greater role in governance through mobile-based communication avenues, user-generated information, tools tracking government accountability, anti-corruption platforms, crowd-sourcing and more. This is a dramatic shift from the days when the only way to gain the attention of a government official was through slow and cumbersome bureaucratic processes and official meetings in government offices.

A Growing Youth-Local Government Disconnect

Ironically, the impact of these efforts appears to be more pronounced at the national level than at the local level of government. Indeed, ICTs seem to be strengthening communications between youth and central government instead of enhancing connections with the closest level of governance where young citizens can be resources for community development. Applications and innovations in cooperation with government that address local issues have largely been the product of national government bodies. Most youth-led initiatives have not been successful in securing local government partnership, limiting impact. A communications gap has widened between young citizens and their local governments, which are often staffed by individuals with far less digital experience than their youthful constituents. As a result, youth and their local leaders often seem to be speaking in different languages through different media.  Local government deficits in capacity and resources continue to exist as barriers, as well as the need for sensitization to youth engagement as a priority outcome of adopting and shaping ICT-enabled practices.

Most young people using technology as a way to influence governance will tell you a similar story. When expressing themselves through social media outlets and ICT-enabled mechanisms, it is usually the national political figures that are more attuned and responsive. Local leaders are far behind their national counterparts in ICT capacity and usage. National ministers and officials often use Twitter accounts, blogs, SMS and websites to engage with their citizens, who by default are largely young. While this is a positive development, it also elicits frustration from young people who feel that their voices are ignored or unheard by elder leaders at the local level where chances are greatest for tangible impact in their day-to-day lives.

President Kagame of Rwanda is a stark example.  Youth have described how the president directly interacted with young citizens via Twitter and addressed concerns relating to many issues, from police violence towards youth to business ideas for urban tourism.  No such possibilities existed for these same youth to approach the local authority with these locally-based needs.  Even more significant, Kagame merged the national ministries of Youth and ICT in 2012 and appointed a Minister of Youth and ICT.  This is a groundbreaking move both in terms of ICT and youth, with youth ministries commonly grouped with sports or culture. However, these extraordinary national developments are not reflected in the policy and practice of local government in Rwanda.

Digital mapping initiatives have been in the spotlight as a new youth-driven tool drawing attention to local issues often overlooked by government officials.  While communities are benefitting from these processes, youth leaders report that these maps often do not gain the attention of city hall. For example, Kenyan NGO Map Kibera has seen its maps utilized by national ministry committees, better equipped with the capacity and mindset to absorb digital data, while city council has not been responsive to ICT-based approaches. Young leaders in Kandy City, Sri Lanka are working to bridge the “youth-local government ICT gap” which they have identified as a major barrier in engaging youth in local development. These young leaders are training municipal officials in computer skills and creating new ICT platforms for citizen-local government interaction as part of a UN-HABITAT supported youth-led training and education program run by YES – City of Youth.

Building Local Government Capacity for ICT & Youth Engagement

Partnership with local government is viewed by stakeholders as a key missing ingredient in enabling governance technology applications to have tangible results at the community level. The importance of “closing the engagement loop” and early local government buy-in is emphasized time and again by stakeholders in the field as a vital lesson learned through pilot programs. Youth organizations like Youth Agenda and Sisi ni Amani have achieved successful governance results by engaging local leaders as partners from the preliminary stages, highlighting the benefits they can gain through mobile solutions that increase civic engagement, enhance service delivery, fight corruption and bridge between local government and citizens.

Bridging the youth-local government gap will require sensitizing local officials and encouraging them to see the advantages of “listening” to youth ICT platforms, to bring them to where the majority of youth are voicing their opinions, and enable them to take responsive actions. National governments should be encouraged to help local governments be better equipped to address youthful concerns at the local level through capacity building for both youth engagement and ICT4G.  This can be supported by integrating local ICT components in national ICT plans, or increased “decentralization” and integration of both youth and ICT strategies, bolstered by budgetary allocations and devolution of authority. When seeking to utilize ICT to deliver positive governance outcomes for young people, “local gov” must be part of the “ICT4Gov” equation.

This blog post draws on findings from a UN-HABITAT Report entitled “ICT, Urban Governance and Youth” co-authored by Daniella Ben-Attar and Tim Campbell.

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This is a cross post from Heather Leson, Community Engagement Director at the Open Knowledge Foundation. The original post appeared here on the School of Data site.

by Heather Leson

What is the currency of change? What can coders (consumers) do with IATI data? How can suppliers deliver the data sets? Last week I had the honour of participating in the Open Data for Development Codeathon and the International Aid Transparency Initiative Technical Advisory Group meetings. IATI’s goal is to make information about aid spending easier to access, use, and understand. It was great that these events were back-to-back to push a big picture view.

My big takeaways included similar themes that I have learned on my open source journey:

You can talk about open data [insert tech or OS project] all you want, but if you don’t have an interactive community (including mentorship programmes), an education strategy, engagement/feedback loops plan, translation/localization plan and a process for people to learn how to contribute, then you build a double-edged barrier: barrier to entry and barrier for impact/contributor outputs.

Currency

About the Open Data in Development Codeathon

At the Codathon close, Mark Surman, Executive Director of Mozilla Foundation, gave us a call to action to make the web. Well, in order to create a world of data makers, I think we should run aid and development processes through this mindset. What is the currency of change? I hear many people talking about theory of change and impact, but I’d like to add ‘currency’. This is not only about money, this is about using the best brainpower and best energy sources to solve real world problems in smart ways. I think if we heed Mark’s call to action with a “yes, and”, then we can rethink how we approach complex change. Every single industry is suffering from the same issue: how to deal with the influx of supply and demand in information. We need to change how we approach the problem. Combined events like these give a window into tackling problems in a new format. It is not about the next greatest app, but more about asking: how can we learn from the Webmakers and build with each other in our respective fields and networks?

Ease of Delivery

The IATI community / network is very passionate about moving the ball forward on releasing data. During the sessions, it was clear that the attendees see some gaps and are already working to fill them. The new IATI website is set up to grow with a Community component. The feedback from each of the sessions was distilled by the IATI – TAG and Civil Society Guidance groups to share with the IATI Secretariat.

In the Open Data in Development, Impact of Open Data in Developing Countries, and CSO Guidance sessions, we discussed some key items about sharing, learning, and using IATI data. Farai Matsika, with International HIV/Aids Alliance, was particularly poignant reminding us of IATI’s CSO purpose – we need to share data with those we serve.

Country edits IATI

One of the biggest themes was data ethics. As we rush to ask NGOs and CSOs to release data, what are some of the data pitfalls? Anahi Ayala Iaccuci of Internews and Linda Raftree of Plan International USA both reminded participants that data needs to be anonymized to protect those at risk. Ms. Iaccuci asked that we consider the complex nature of sharing both sides of the open data story – successes and failures. As well, she advised: don’t create trust, but think about who people are trusting. Turning this model around is key to rethinking assumptions. I would add to her point: trust and sharing are currency and will add to the success measures of IATI. If people don’t trust the IATI data, they won’t share and use it.

Anne Crowe of Privacy International frequently asked attendees to consider the ramifications of opening data. It is clear that the IATI TAG does not curate the data that NGOS and CSOs share. Thus it falls on each of these organizations to learn how to be data makers in order to contribute data to IATI. Perhaps organizations need a lead educator and curator to ensure the future success of the IATI process, including quality data.

I think that School of Data and the Partnership for Open Data have a huge part to play with IATI. My colleague Zara Rahman is collecting user feedback for the Open Development Toolkit, and Katelyn Rogers is leading the Open Development mailing list. We collectively want to help people become data makers and consumers to effectively achieve their development goals using open data. This also means also tackling the ongoing questions about data quality and data ethics.


Here are some additional resources shared during the IATI meetings.

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Back in May I participated in a discussion on if and how International Civil Society Organizations (ICSOs) are adapting to changes around them. Here’s my summary of the conversations: Can International Civil Society Organizations be nimble?

A final report from the meeting is ready (download Riding the Wave: A proposal for Boards and CEOs on how to prepare their organizations for disruptive change) and here’s a video summary:

I’m curious what other folks think about this topic and the analysis and recommendations in the report.

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This post was originally published on the Open Knowledge Foundation blog

A core theme that the Open Development track covered at September’s Open Knowledge Conference was Ethics and Risk in Open Development. There were more questions than answers in the discussions, summarized below, and the Open Development working group plans to further examine these issues over the coming year.

Informed consent and opting in or out

Ethics around ‘opt in’ and ‘opt out’ when working with people in communities with fewer resources, lower connectivity, and/or less of an understanding about privacy and data are tricky. Yet project implementers have a responsibility to work to the best of their ability to ensure that participants understand what will happen with their data in general, and what might happen if it is shared openly.

There are some concerns around how these decisions are currently being made and by whom. Can an NGO make the decision to share or open data from/about program participants? Is it OK for an NGO to share ‘beneficiary’ data with the private sector in return for funding to help make a program ‘sustainable’? What liabilities might donors or program implementers face in the future as these issues develop?

Issues related to private vs. public good need further discussion, and there is no one right answer because concepts and definitions of ‘private’ and ‘public’ data change according to context and geography.

Informed participation, informed risk-taking

The ‘do no harm’ principle is applicable in emergency and conflict situations, but is it realistic to apply it to activism? There is concern that organizations implementing programs that rely on newer ICTs and open data are not ensuring that activists have enough information to make an informed choice about their involvement. At the same time, assuming that activists don’t know enough to decide for themselves can come across as paternalistic.

As one participant at OK Con commented, “human rights and accountability work are about changing power relations. Those threatened by power shifts are likely to respond with violence and intimidation. If you are trying to avoid all harm, you will probably not have any impact.” There is also the concept of transformative change: “things get worse before they get better. How do you include that in your prediction of what risks may be involved? There also may be a perception gap in terms of what different people consider harm to be. Whose opinion counts and are we listening? Are the right people involved in the conversations about this?”

A key point is that whomever assumes the risk needs to be involved in assessing that potential risk and deciding what the actions should be — but people also need to be fully informed. With new tools coming into play all the time, can people be truly ‘informed’ and are outsiders who come in with new technologies doing a good enough job of facilitating discussions about possible implications and risk with those who will face the consequences? Are community members and activists themselves included in risk analysis, assumption testing, threat modeling and risk mitigation work? Is there a way to predict the likelihood of harm? For example, can we determine whether releasing ‘x’ data will likely lead to ‘y’ harm happening? How can participants, practitioners and program designers get better at identifying and mitigating risks?

When things get scary…

Even when risk analysis is conducted, it is impossible to predict or foresee every possible way that a program can go wrong during implementation. Then the question becomes what to do when you are in the middle of something that is putting people at risk or leading to extremely negative unintended consequences. Who can you call for help? What do you do when there is no mitigation possible and you need to pull the plug on an effort? Who decides that you’ve reached that point? This is not an issue that exclusively affects programs that use open data, but open data may create new risks with which practitioners, participants and activists have less experience, thus the need to examine it more closely.

Participants felt that there is not enough honest discussion on this aspect. There is a pop culture of ‘admitting failure’ but admitting harm is different because there is a higher sense of liability and distress. “When I’m really scared shitless about what is happening in a project, what do I do?” asked one participant at the OK Con discussion sessions. “When I realize that opening data up has generated a huge potential risk to people who are already vulnerable, where do I go for help?” We tend to share our “cute” failures, not our really dismal ones.

Academia has done some work around research ethics, informed consent, human subject research and use of Internal Review Boards (IRBs). What aspects of this can or should be applied to mobile data gathering, crowdsourcing, open data work and the like? What about when citizens are their own source of information and they voluntarily share data without a clear understanding of what happens to the data, or what the possible implications are?

Do we need to think about updating and modernizing the concept of IRBs? A major issue is that many people who are conducting these kinds of data collection and sharing activities using new ICTs are unaware of research ethics and IRBs and don’t consider what they are doing to be ‘research’. How can we broaden this discussion and engage those who may not be aware of the need to integrate informed consent, risk analysis and privacy awareness into their approaches?

The elephant in the room

Despite our good intentions to do better planning and risk management, one big problem is donors, according to some of the OK Con participants.  Do donors require enough risk assessment and mitigation planning in their program proposal designs? Do they allow organizations enough time to develop a well-thought-out and participatory Theory of Change along with a rigorous risk assessment together with program participants? Are funding recipients required to report back on risks and how they played out? As one person put it, “talk about failure is currently more like a ‘cult of failure’ and there is no real learning from it. Systematically we have to report up the chain on money and results and all the good things happening. and no one up at the top really wants to know about the bad things. The most interesting learning doesn’t get back to the donors or permeate across practitioners. We never talk about all the work-arounds and backdoor negotiations that make development work happen. This is a serious systemic issue.”

Greater transparency can actually be a deterrent to talking about some of these complexities, because “the last thing donors want is more complexity as it raises difficult questions.”

Reporting upwards into government representatives in Parliament or Congress leads to continued aversion to any failures or ‘bad news’. Though funding recipients are urged to be innovative, they still need to hit numeric targets so that the international aid budget can be defended in government spaces. Thus, the message is mixed: “Make sure you are learning and recognizing failure, but please don’t put anything too serious in the final report.” There is awareness that rigid program planning doesn’t work and that we need to be adaptive, yet we are asked to “put it all into a log frame and make sure the government aid person can defend it to their superiors.”

Where to from here?

It was suggested that monitoring and evaluation (M&E) could be used as a tool for examining some of these issues, but M&E needs to be seen as a learning component, not only an accountability one. M&E needs to feed into the choices people are making along the way and linking it in well during program design may be one way to include a more adaptive and iterative approach. M&E should force practitioners to ask themselves the right questions as they design programs and as they assess them throughout implementation. Theory of Change might help, and an ethics-based approach could be introduced as well to raise these questions about risk and privacy and ensure that they are addressed from the start of an initiative.

Practitioners have also expressed the need for additional resources to help them predict and manage possible risk: case studies, a safe space for sharing concerns during implementation, people who can help when things go pear-shaped, a menu of methodologies, a set of principles or questions to ask during program design, or even an ICT4D Implementation Hotline or a forum for questions and discussion.

These ethical issues around privacy and risk are not exclusive to Open Development. Similar issues were raised last week at the Open Government Partnership Summit sessions on whistle blowing, privacy, and safeguarding civic space, especially in light of the Snowden case. They were also raised at last year’s Technology Salon on Participatory Mapping.

A number of groups are looking more deeply into this area, including the Capture the Ocean Project, The Engine Room, IDRC’s research network, The Open Technology InstitutePrivacy InternationalGSMA, those working on “Big Data,” those in the Internet of Things space, and others.

I’m looking forward to further discussion with the Open Development working group on all of this in the coming months, and will also be putting a little time into mapping out existing initiatives and identifying gaps when it comes to these cross-cutting ethics, power, privacy and risk issues in open development and other ICT-enabled data-heavy initiatives.

Please do share information, projects, research, opinion pieces and more if you have them!

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This is a cross-post by Duncan Edwards from the Institute of Development Studies. Duncan and I collaborated on some sessions for the Open Development stream at September’s Open Knowledge Conference, and we are working on a few posts to sum up what we discussed there and highlight some lingering thoughts on open development and open data. This post was originally published on the Open Knowledge Foundation blog on October 21, 2013

by Duncan Edwards

I’ve had a lingering feeling of unease that things were not quite right in the world of open development and ICT4D (Information and communication technology for development), so at September’s Open Knowledge Conference in Geneva I took advantage of the presence of some of the world’s top practitioners in these two areas to explore the question: How does “openness” really effect change within development?

Inspiration for the session came from a number of conversations I’ve had over the last few years. My co-conspirator/co-organiser of the OKCon side event “Reality check: Ethics and Risk in Open Development,” Linda Raftree, had also been feeling uncomfortable with the framing of many open development projects, assumptions being made about how “openness + ICTs = development outcomes,” and a concern that risks and privacy were not being adequately considered. We had been wondering whether the claims made by Open Development enthusiasts were substantiated by any demonstrable impact. For some reason, as soon as you introduce the words “open data” and “ICT,” good practice in development gets thrown out the window in the excitement to reach “the solution”.

A common narrative in many “open” development projects goes along the lines of “provide access to data/information –> some magic occurs –> we see positive change.” In essence, because of the newness of this field, we only know what we THINK happens, we don’t know what REALLY happens because there is a paucity of documentation and evidence.

It’s problematic that we often use the terms data, information, and knowledge interchangeably, because:
Data is NOT knowledge.
Data is NOT information.
Information is NOT knowledge.
Knowledge IS what you know. It’s the result of information you’ve consumed, your education, your culture, beliefs, religion, experience – it’s intertwined with the society within which you live.

Data cake metaphor developed by Mark Johnstone.

Understanding and thinking through how we get from the “openness” of data, to how this affects how and what people think, and consequently how they MIGHT act, is critical in whether “open” actually has any additional impact.

At Wednesday’s session, panellist Matthew Smith from the International Development Research Centre (IDRC) talked about the commonalities across various open initiatives. Matthew argued that a larger Theory of Change (ToC) around how ‘open’ leads to change on a number of levels could allow practitioners to draw out common points. The basic theory we see in open initiatives is “put information out, get a feedback loop going, see change happen.” But open development can be sliced in many ways, and we tend to work in silos when talking about openness. We have open educational resources, open data, open government, open science, etc. We apply ideas and theories of openness in a number of domains but we are not learning across these domains.

We explored the theories of change underpinning two active programmes that incorporate a certain amount of “openness” in their logic. Simon Colmer from the Knowledge Services department at the Institute of Development Studies outlined his department’s theory of change of how research evidence can help support decision-making in development policy-making and practice. Erik Nijland from HIVOS presented elements of the theory of change that underpins the Making All Voices Count programme, which looks to increase the links between citizens and governments to improve public services and deepen democracy. Both of these ToCs assume that because data/information is accessible, people will use it within their decision-making processes.

They also both assume that intermediaries play a critical role in analysis, translation, interpretation, and contextualisation of data and information to ensure that decision makers (whether citizens, policy actors, or development practitioners) are able to make use of it. Although access is theoretically open, in practice even mediated access is not equal – so how might this play out in respect to marginalised communities and individuals?

What neither ToC really does is unpack who these intermediaries are. What are their politics? What are their drivers for mediating data and information? What is the effect of this? A common assumption is that intermediaries are somehow neutral and unbiased – does this assumption really hold true?

What many open data initiatives do not consider is what happens after people are able to access and internalise open data and information. How do people act once they know something? As Vanessa Herringshaw from the Transparency and Accountability Initiative said in the “Raising the Bar for ambition and quality in OGP” session, “We know what transparency should look like but things are a lot less clear on the accountability end of things”.

There are a lot of unanswered questions. Do citizens have the agency to take action? Who holds power? What kind of action is appropriate or desirable? Who is listening? And if they are listening, do they care?

Linda finished up the panel by raising some questions around the assumptions that people make decisions based on information rather than on emotion, and that there is a homogeneous “public” or “community” that is waiting for data/information upon which to base their opinions and actions.

So as a final thought, here’s my (perhaps clumsy) 2013 update on Gil Scott Heron’s 1970 song “The Revolution will not be televised”:

“The revolution will NOT be in Open data,
It will NOT be in hackathons, data dives, and mobile apps,
It will NOT be broadcast on Facebook, Twitter, and YouTube,
It will NOT be live-streamed, podcast, and available on catch-up
The revolution will not be televised”

Heron’s point, which holds true today, was that “the revolution” or change, starts in the head. We need to think carefully about how we get far beyond access to data.

Look out for a second post coming soon on Theories of Change in Open, and a third post on ethics and risk in open data and open development.

And if you’re interested in joining the conversation, \sign up to our Open Development mailing list.

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Bruce Lee explains why many open data and technology-led initiatives go wrong.

(See minute 1.14).

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About 15 years ago, I was at a regional management meeting where a newly hired colleague was introduced. The guy next to me muttered “Welcome to the Titanic.”

In the past 20 years, we’ve seen the disruption of the record, photo, newspaper, and other industries. Though music, photos, and news continue to play a big role in people’s lives, the old ‘owners’ of the space were disrupted by changes in technology and new expectations from consumers. Similar changes are happening in the international civil society space, and organizations working there need to think more systematically about what these changes mean.

I spent last week with leadership from a dozen or so international civil society organizations (ICSOs) thinking about what is disrupting our space and strategizing about how to help the space, including our organizations, become more resilient and adaptive to disruption. Participants in the meeting came from several types of organizations (large INGOs doing service delivery and policy work, on-line organizing groups, social enterprises, think tanks, and big campaigning organizations), both new and old, headquartered and/or founded in both the “North” and the “South.”

We approached discussions from the premise that, like music, photos, and news; our sector does have value and does serve an important function. The world is not a perfect place, and government and the private sector need to be balanced and kept in check by a strong and organized “third sector.” However, many ICSOs are dinosaurs whose functions may be replaced by new players and new ways of working that better fit the external environment.

Changes around and within organizations are being prompted by a number of converging factors, including new technology, global financial shifts, new players and ways of working, and new demands from “beneficiaries,” constituencies, and donors. All of these involve shifting power. On top of power shifts, an environmental disaster looms (because we are living beyond the means of the planet), and we see civil society space closing in many contexts while at the same time organized movements are forcing open space for civic uprising and citizen voice.

ICSOs need to learn how to adapt to the shifting shape and context of civil society, and to work and collaborate in a changing ecosystem with new situations and new players. This involves:

  • Detecting and being open to changes and potential disruptors
  • Preparing in a long-term, linear way by creating more adaptive, iterative and resilient organizations
  • Responding quickly and nimbly to disruption and crises when they hit

Key elements of preparing for and navigating disruption are:

  • Maintaining trust and transparency – both internally and externally
  • Collective action
  • Adaptability
  • Being aware of and able to analyze and cope with power shifts

Organization cannot prepare for every specific disruption or crisis, and the biggest crises and shocks come out of nowhere. ICSOs should however become more adaptive and agile by creating built-in responsiveness. We surfaced a number of ideas for getting better at this:

  • Networking/Exchange: actively building networks, learning across sectors, engaging and working with non-traditional partners, bringing in external thinkers and doers for exchange and learning
  • Trend spotting and constant monitoring: watching and participating in spaces where potential disruptions are springing up (for example, challenge funds, contest and innovation prizes); exit interviews to understand why innovative staff are leaving, where they are going, and why; scanning a wide range of sources (staff, people on the ground, traditional media, social media, political analysts) including all ICSO’s audiences – eg., donors, supporters, communities
  • Predicting. Keeping predictable shocks on the radar (hurricane season, elections) and preparing for them, scenario planning as part of the preparatory phase
  • Listening: Ensuring that middle level, often unheard parts of the organization are listened to and that there are open and fluid communication lines between staff and middle and upper management; listening to customers, users, beneficiaries, constituencies; basically listening to everyone
  • Confident humility: Being humble and open, yet also confident, systematic and not desperate/chaotic
  • Meta-learning: Finding systematic ways to scan what is happening and understand it; learning from successes and failures at the ‘meta’ and the cross-sector level not just the organizational or project level
  • Slack time: Giving staff some slack for thinking, experimenting and reflecting; establishing a system for identifying what an organization can stop doing to enable staff to have slack time to think and be creative and try new things
  • Training. Ensuring that staff have skills to do strategic decision making, monitoring, scenario planning
  • Decentralized decision-making. Allow local pods and networks to take control of decision-making rather than having all decisions weighed in on by everyone or taking place at the top or the center; this should be backed by policies and protocols that enable quick decision making at the local level and quick communication across the organization
  • Trust. Hiring staff you can trust and trusting your staff (human resources departments need strengthening in order to do this well; they need to better understand the core business and what kind of staff an organization needs in these new times)

Culture, management, and governance changes are all needed to improve an organization’s ability to adapt. Systems need to be adjusted so that organizations can be more flexible and adaptive. Organizational belief systems and values also need to shift. Trying out adaptive actions and flexible culture in small doses to develop an organization’s comfort level and confidence and helping to amass shared experience of acting in a new way can help move an organization forward. Leadership should also work to identify innovation across the organization, highlight it, and scale it, and to reward staff who take risk and experiment rather than punishing them.

These changes are very difficult for large, established organizations. Staff and management tend to be overworked and spread thin as it is, managing an existing workload and with little “slack time” to manage change processes. In addition, undesignated funds are shrinking, meaning that organizations have little funding to direct towards new areas or for scanning and preparing, testing and learning. Many organizations are increasingly locked into implementing projects and programs per a donor’s requirements and there are few resources to strategize and focus on organizational adaptation and change. Contractual commitments and existing promises and community partnerships can make it difficult for ICSOs to stop doing certain programs in order to dedicate resources to new areas. The problem is usually not a shortage of innovative ideas and opportunities, but rather the bandwidth to explore and test them, and the systems for determining which ideas are most likely to succeed so that scarce resources can be allocated to them.

Despite all the challenges, the organizations in the room were clear that ICSOs need to change and disrupt themselves, because if they don’t, someone else will. We profiled three types of organizations: the conservative avoider, the opportunistic navigator, and the active disruptor, and determined that the key to survival for many ICSOs will be “dialing up the pain of staying the same and reducing the pain of changing.”

What might an adaptive organization look like?

  • Focused on its mission, not its traditional means of achieving the mission (get across the water in the best way possible, don’t worry if it’s via building a bridge or taking a boat or swimming)
  • Not innovating for the sake of innovation or disrupting for the sake of it – accompanying innovation and disruption with longer-term and systematic follow through
  • Periodically updating its mission to reflect the times
  • Piloting, gaining experience, monitoring, evaluating, building evidence and learning iteratively and at the meta-level from trends and patterns
  • Sub-granting to new, innovative players and seeding new models
  • Open, in the public domain, supporting others to innovate, decentralized, networked, flexible, prepared for new levels of transparency
  • Systematically discovering new ways of working and new partners, testing them, learning and mainstreaming them
  • Keeping its ear to the ground
  • Learning to exit and say no in order to free up slack time to experiment and try new things

Many “dinosaur” organizations are adopting a head-in-the-sand approach, believing that they can rely on their age, their hierarchical systems and processes, or their brand to carry them through the current waves of change. This is no longer enough, and we can expect some of these organizations to die off. Other organizations are in the middle of an obvious shift where parts of the organization are pushing to work under new rules but other parts are not ready. This internal turmoil, along with the overstretched staff, and ineffective boards in some cases, make it difficult to deal with external disruption while managing internal change.

Newer organizations and those that are the closest to the ground seem to have the best handle on disruption. They tend to be more adaptive and nimble, whereas those far from the ground can be insulated from external realities and less aware of the need for ISCOs to change. Creating a “burning platform” can encourage organizational change and a sense of urgency, however, this type of change effort needs to be guided by a clear and positive vision of why change is needed, where change is heading, and why it will be beneficial to achieving an organization’s mission.

After our week of intense discussions, the group felt we still had not answered the question: Can ISCOs be nimble? As in any ecosystem, as the threats and problems to civil society shift and change, a wide array of responses from a number of levels, players and approaches is necessary. Some will not be fit or will not adapt and will inevitably die off. Others will shift to occupy a new space. Some will swallow others up or replace them. Totally new ones will continue to arise. For me, the important thing in the end is that the problems that civil society addresses are dealt with, not that individual organizations maintain their particular position in the ecosystem.

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Here’s a recap of my panel talk at the Engineers Without Borders, Canada, Annual Policy Forum. (A summary of the wider discussions on Open Government and Community and Economic Development at the Forum is here)

Slide01Open data are having some impact as seen in 4 key areas (according to what I heard at July’s International Open Government Data Conference). These are:

  • economic growth/entrepreneurship
  • transparency, accountability and governance
  • improved resource allocation and provision of services
  • connecting data dots and telling stories the public needs to know

Open data should be part of the public’s right to information, not a service that government can decide whether to provide or not. Open government should include open attitudes, open ways of being, not only open data and use of technology. It should be inclusive and seek to engage those who do not normally participate, as well as those who are already active. It should go further than data about public services and also encompass those aspects that may be uncomfortable and politically charged.

Slide04

Opening data is only a first step – and there are still big gaps. ‘Open’ does not automatically mean accessible, useful, relevant or accountable. Although new ICTs offer huge potential, focusing too much on technologies and data can marginalize a range of voices from the current discussion about (and implementation of) open government initiatives and processes. Much about these processes is currently top down and focused at the international and national levels, or sometimes district level. Community level data would be a huge step towards local accountability work

Slide06We can address the gaps. First we need to understand, acknowledge and design for the barriers and/or challenges in each particular environment, including the barriers of ICT access for some groups; e.g:

  • lack of connectivity and electricity
  • cost of devices, cost of connection
  • lack of time and resources to participate
  • low education levels, low capacity to interpret data
  • power and culture, apathy, lack of incentives and motivation, lack of interest and/or fatalism, disempowerment
  • poor capacity and/or lack of interest by duty bearers/governments (or particular individuals within government) to respond to citizen demand for services or transparency/accountability

We also need to support:

  • consultations with and engagement of citizens in different places, different sectors, economic levels, etc., from the very beginning of the open government process
  • better understanding of what is important to citizens and communities
  • generation of awareness and demand, better local ownership, expectations of responsive government
  • champions within local and national government, strengthened capacity and motivation to collect and share data; strengthened coordination
  • space for dialogue and discussion among citizens, communities, civil society organizations and governments

Slide10Government responsiveness matters. A lot. So when working in open government we need to ensure that if there are ways to input and report, that there is also responsiveness, willingness on government side and the right attitude(s) or it will not succeed.

Open Data/Open Government portals are not enough. I’ve heard that donors know more about the open government portal in Kenya than Kenyan NGOs, Kenyan media and Kenyan citizens.  It’s important to work with skilled intermediaries, infomediaries and civil society organizations who have a transparency mandate to achieve bigger picture, social motivation, large-scale awareness and education, and help create demand from public. But these intermediaries need to strive to be as objective and unbiased as possible. If there is no response to citizen demand, the initiative is sunk. You may either go back to nothing, increase apathy, or find people using less peaceful approaches.

Great tech examples exist! But…. how to learn from them, adapt them or combine them to address the aforementioned barriers? Initiatives like Huduma, U-Report, I Paid a Bribe have gotten great press. We heard from Ugandan colleagues at the Open Knowledge Festival that people will use SMS and pay for it when the information they get is relevant; but we still need to think about who is being left out or marginalized and how to engage them.

Slide08We need to also consider age-old (well, 1970s) communication for development (C4D) and ‘educación popular’ approaches. New ICT tools can be added to these in some cases as well. For example, integrating SMS or call-in options make it possible for radio stations to interact more dynamically with listeners. Tools like FrontlineSMS Radio allow tracking, measuring and visualization of listener feedback.  The development of ‘critical consciousness’ and critical thinking should be a key part of these processes.

Existing successful social accountability tools, like community scorecardsparticipatory budget advocacysocial auditsparticipatory videoparticipatory theater and community mapping have all been used successfully in accountability and governance work and may be more appropriate tools in some cases than Internet and mobile apps to generate citizen engagement around open data.

Combining new ICTs with these well-established approaches can help take open data offline and bring community knowledge and opinions online, so that open data is not strictly a top-down thing and so that community knowledge and processes can be aggregated, added to or connected back to open data sets and more widely shared via the Internet (keeping in mind a community’s right also to not have their data shared).

A smart combination of information and communication tools – whether Internet, mobile apps, posters, print media, murals, song, drama, face-to-face, radio, video, comics, community bulletin boards, open community fora or others – and a bottom-up, consultative, ‘educación popular’ approach to open data could help open data reach a wider group of citizens and equip them not only with information but with a variety of channels through which to participate more broadly in the definition of the right questions to ask and a wider skill set to use open data to question power and push for more accountability and positive social change. Involved and engaged media or “data journalists” can help to bring information to the public and stimulate a culture of more transparency and accountability. Responsiveness and engagement of government and opportunities for open dialogue and discussion among various actors in a society are also key. Community organizing will remain a core aspect of successful civic participation and accountability efforts.

[Photo credits: (1) Phone charging in a community with limited electricity, photo by youth working with the Youth Empowerment through Arts and Media (YETAM) program in Senegal; (2) Youth training session during YETAM project Cameroon, photo by me (3) Gaps in open data and open government work, diagram by Liza Douglas, Plan International USA; (4) Local government authority and communities during discussions in Cameroon, photo by me; (5) Youth making a map of their community in Cameroon, photo by Ernest Kunbega]

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policy forum

This past Monday I had the opportunity to join Engineers without Borders (EWB) in Calgary, Canada, at their Annual Policy Forum on Global Development to discuss “How can open government contribute to community and economic development?”

Morning panels covered some examples of open government initiatives from Finland, Ghana and Canada. In the afternoon we heard about some of the challenges with open data, open government and the International Aid Transparency Initiative. Table discussions followed both of the panels. The group was a mix of Canadian and African government representatives, people from organizations and groups working in different countries on open government and open data initiatives, and young people who are connected with EWB. The session was under Chatham House Rule in order to encourage frank conversation.

Drawing from such documents as the Open Government Partnership’s Open Government Declaration, Harlan Yu and David G. Robinson’s “The New Ambiguity of “Open Government,” Beth Noveck’s What’s in a Name? Open Gov and Good Gov and Nathaniel Heller, A Working Definition of ‘Open Government’, the following definition of Open Government was used to frame the discussions.

EWB Definition of Open Government

Below (in a very-much-longer-than-you-are-supposed-to-write-in-a-blogpost summary) are the highlights and points I found interesting and useful as related to Open Development, Open Data, Open Government and the International Aid Transparency Initiative (IATI)

1.  Participation thresholds need to be as low as possible for people to participate and engage in open government or open data initiatives. You need to understand well what engagement tools are most useful or comfortable for different groups. In some places, to engage the public you can use tools such as etherpad, wiki platforms, google docs, open tools and online collaboration spaces. In other places and with other populations, regardless of what country, you may be more successful with face-to-face methods or with traditional media like television and radio, but these need to be enhanced with different types of feedback methods like phone calls or surveys or going house to house so that your information is not only traveling one way. Community organizing skills are key to this work, regardless of whether the tools are digital or not.

2.  Literacy remains a huge challenge hindering access to information and citizen engagement in holding government accountable in many countries. This is why face-to-face engagement is important, as well as radio and more popular or broad-based communication channels. One participant asked “how can you make open government a rural, rather than an urban only, phenomenon?” This question resonated for participants from all countries.

3.  Language is still a critical issue. Language poses a big challenge for these kinds of initiatives, from the grassroots level to the global level, within and among countries, for citizens, governments, and anyone trying to share or collect data or information. It was noted that all the countries who have published data to IATI are publishing in English. All the IATI Standards are in English, as is the entire support system for IATI. As one participant noted, this begs the question of who the information in IATI is actually designed for and serving, and who are the expected users of it. Open data initiatives should consider the implications of language they publish in, both politically and practically.

4.  Open data can serve to empower the already empowered. As one speaker noted, “the idea that everyone has the potential to make use of open data is simply not true.” Access to digital infrastructure and educational resource may be missing, meaning that many do not have the ability to access, interpret or use data for their own purposes. Governments can also manipulate data and selectively release data that serves their own interests. Some questioned government motives, citing the example of a government that released “data” saying its unemployment rate was 10% when “everyone knew this to be false, and people grumbled but we did not feel empowered to challenge that statement.” Concern was expressed over the lack of an independent body or commission in some countries to oversee open data and open government processes. Some did not trust the government bodies who were currently in charge of collecting and opening information, saying that due to politics, they would never release any information that made their party or their government look bad.

5.  Privacy rights can be exploited if data is opened without data protection laws and effort to build capacity around how to make certain data anonymous. Citizens may also not be aware of what rights are being violated, so this should also be addressed.

6.  Too much open data discussion takes place without a power analysis, as one participant commented, making some of the ideas around open data and open government somewhat naïve. “Those who have the greatest stake will be the most determined to push their point of view and to make sure it prevails.”

7.  Open data needs to become open data 2.0. According to one participant, open data is still mostly one-way information delivery. In some cases there isn’t even any delivery – information is opened on a portal but no one knows it’s there or what it refers to or why it would be useful. When will open data, open government and open aid become more of a dialogue? When will data be released that answers questions that citizens have rather than the government deciding what it will release? The importance of working with community groups to strengthen their capacity to ask questions and build critical consciousness to question the data was emphasized. A counter point was that government is not necessarily there to start collecting information or creating data sets according to public demand. Governments collect certain data to help them function.

8.  Intermediaries working on open government should be careful of real or perceived bias. Non-profits have their own agendas, and ‘open data’ and ‘open information’ is not immune to being interpreted in non-objective ways. Those working on civic engagement initiatives need to be careful that they are not biased in their support for citizen initiatives. One presenter who works on a platform that encourages citizens to be involved in petitioning new laws for contemplation in Parliament said “Our software is open source so that anyone can set up a similar process to compete with us if they feel we are biased towards one or another type of agenda.”

9.  Technology-based engagement tools change who is participating. Whether in Finland, Canada, Ghana or Malawi, it’s critical to think about reaching those who are not active already online, those who are not the typical early adopters. To reach a broader public, one speaker noted “We are going to remote places, doing events in smaller towns and cities to see how people want to influence and take part in this. Making sure the website is accessible and understandable.”

10. Technological platforms are modifying how political parties and democratic processes operate. This may or may not be a good thing. Normally priorities arise and are discussed within political parties. Will people now bypass the party process and use ‘direct democracy’ channels if they are passionate about an issue but do not want to enter into negotiation around it? Will this weaken political processes or longer standing democratic processes? One speaker considered this change to be positive. People are not happy with being able to vote every 4 years and they want opportunities to participate in between elections cycles and direct voice in how priorities are decided. Others questioned whether bypassing official processes can lead to less participation and more apathy overall on national issues. Some questioned whether within fairly long-standing democracies, open data will have any real impact, considering existing levels of apathy and the lack of political participation.

11. Strong information, statistical, monitoring and evaluation systems are critical for open data and open government processes and to ensure more effective management of development results. This is still a challenge for some countries that need to review their mechanisms and improve their tools and processes for data collection and dissemination. If there is no data, or no current data, there is not much point in opening it. In addition, there are capacity and technical competency challenges within institutions in some countries. One participant mentioned a lack of current government geological information about gold and oil deposits that weakens government capacity to negotiate with the private sector extraction industry and ensure partnerships and earnings will contribute to national development. In addition more evidence is needed on the impact, use, and outcomes of open data. At the moment it’s quite difficult to say with any real authority what the outcomes and impact of open data and open government have been.

12. IATI (International Aid Transparency Initiative) needs more partners. Government representatives noted that they are opening their data, but they can only open the data they possess. In order for data on aid to be useful, more data is needed, especially that of NGOs who are implementing programs. Not many NGOs have published their information to the IATI standard at this point. “The really interesting thing will be when we can start mashing up and mapping out the different kinds of information,” as one speaker noted, “for example, this is the goal of the Open Aid Partnership. It will involve combining information from the donor, development indicators from the World Bank, and country information, and this will open up amazing possibilities once this is all geo-coded.” There are reporting challenges related to IATI and open government data, however, because at times countries and NGOs do not see the benefits of reporting – it feels like just one more top-down administrative burden. There are also issues with donor governments reporting their committed intentions and amounts, recipient governments reporting back, and communications with citizens on both sides (donor and recipient countries). One example that was reported to be enjoying some success was the multi-donor budget support initiative in Ghana, where development partners and government work together to establish development indicators and commitments. If the government delivers on the indicators, the development partners will then provide them with the funding. Development partners can also earmark funding to particular areas if there is government agreement.

13. We need more accountability towards ‘beneficiaries’.Currently many of these initiatives are perceived as being focused on donors and donor publics. As one participant noted, “the interesting thing is less about government and more about getting regular people involved in these processes. When you engage the public you’ll engage government leaders in thinking they will need to change to respond to what citizens are asking for.” Another noted that the essential issue is the link between transparency/accountability and citizens and their own governments. In addition, as one participant asked, “How can you strengthen capacity among citizens to ask the right questions about the data that’s being opened?” For example, citizens may ask about the number of schools being built, but not ask about the quality of education being provided. Public education was a strong focus of discussions around citizen engagement during the policy forum.

14. Should citizens be consulted on everything? however, was one big question. The public at large may not understand the ramifications of its own deep misunderstandings on particular issues and may be inputting from a viewpoint that lacks scientific evidence or fact. “It’s one thing to have an opinion about whether your child should be able to drink energy drinks before age 16, it’s another to input about technical programs like the best policy for green energy,” commented one group.

15. Can citizens really have greater participation if government is still in control of data? was another big question. An example was given of an open consultative process that became unwieldy for a local government, which then shut down the consultation process and changed the nature of the documents to ‘administrative’ and therefore no longer open. Others asked why governments pat themselves on the back over being part of the Open Government Partnership yet they do not have Freedom of Information Acts (FOIA) or they prosecute those who open data in alternative ways, such as Bradley Manning and Aaron Swartz.

16. If citizens don’t get a response from government (or if they don’t like the response, or feel it’s biased or manipulated), apathy and cynicism will increase. It’s important to make sure that ‘open government’ is not just a box that gets ticked off, but rather a long-term change in mentality of those in power and deeper expectations and efforts by citizens for openness and participation in conversations of national importance.

The conclusion was that Open Government is somewhat of a paradox, rooted in aims that are not necessarily new. Open Government strives to enable leaders in their communities to create change and transform their lives and those of people in their communities. It is a complex process that involves many actors and multiple conflicting goals and interests. It’s also something new that we are all learning about and experimenting with, but we are very impatient to know what works and what the impact is. In the room, the feeling was one of ‘radical pragmatism,’ as one participant put it. Open Government is a big idea that represents a big change. It’s something that can transform communities at the global level and there is a great deal of hope and excitement around it. At the same time, we need to acknowledge the challenges associated with it in order to address them and move things forward.

I’ll do a follow up post with the points I made during the panel as this post is clearly way too too long already. Kudos if you are still reading, and a huge thanks to the organizers and participants in the EWB policy forum.

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