“Open data”—the push to make public information available to, and usable by, the public—has found many friends in the past few years. In May, President Obama ordered most government data open, announcing “open and machine-readable” would be “the new default for government information.” Companies now build themselves around public data, and some cities, too, regularly publish their statistics.
But progress remains piecemeal—not all governments publish their data in a usable format, or at all—and open data’s success depends on implementation.
Now the cause is getting an expert advocacy organization. The Knight Foundation announced late Monday that it will create an Open Data Institute in the U.S. with an initial grant of $250,000. If successful, the organization could bring about the popular use of government data.
Thirteen national Open Data Institutes came into being yesterday, in fact. They will all adopt and adapt the charter of the first Open Data Institute (ODI), founded in the U.K. by Sir Tim Berners-Lee, the inventor of the World Wide Web, and Sir Nigel Shadbolt, a pioneer in artificial intelligence. The U.K. ODI coordinates the efforts of business and government around public data, helping to “unlock supply” and “[generate] demand” around civic information. Part of the United Kingdom’s commitment to developing its government technology in-house, the U.K. ODI was founded in 2013 with a £10 million, five-year grant from the British government.
The U.S. Open Data Institute will be led by Waldo Jaquith, an American technologist known for leading the State Decoded project. As Jaquith described it, the U.S. institute will be an experiment. The Knight Foundation’s grant will pay for its existence for about eight months, theoretically long enough to see whether an organizational model created in the U.K. makes sense in the U.S.
And it might not make sense. Calling on Tuesday from the U.K. ODI’s first annual summit in London, Jaquith stressed how the U.S. ODI might fail.
“A perfectly reasonable outcome is failure,” he told me. But he also outlined a strategy that the U.S. ODI will quickly try.
“I have a theory that what needs to be done is a lot of on-the-ground work, a lot of community-building,“ Jaquith said. “We will be playing matchmaker.” He envisions the American ODI as a node between the U.S. government—at the local, state, and federal level—and the countless companies and non-profits who might use its data. He also imagines it connecting individual technologists and public servants, vouching for the work of scraggly-looking programmers to mayoral offices.
While the Open Data Institute hasn’t started its work yet ("the check won’t clear ’til December," Jaquith said), Jaquith sketched two specific areas where he thought a coordinated open data strategy could help.
First, “restaurant health inspection data should be in Yelp.” Yelp has established a simple format for health inspection data, but only two cities currently export to it. Many municipalities could use the same piece of software to store their restaurant health records, he said. And that piece of software should then export to, if not the Yelp standard, then another simple and open one.