New paper by Henry Sauermann and Chiara Franzoni: “Crowd-based knowledge production is attracting growing attention from scholars and practitioners. One key premise is that participants who have an intrinsic “interest” in a topic or activity are willing to expend effort at lower pay than in traditional employment relationships. However, it is not clear how strong and sustainable interest is as a source of motivation. We draw on research in psychology to discuss important static and dynamic features of interest and derive a number of research questions regarding interest-based effort in crowd-based projects. Among others, we consider the specific versus general nature of interest, highlight the potential role of matching between projects and individuals, and distinguish the intensity of interest at a point in time from the development and sustainability of interest over time. We then examine users’ participation patterns within and across 7 different crowd science projects that are hosted on a shared platform. Our results provide novel insights into contribution dynamics in crowd science projects. Moreover, given that extrinsic incentives such as pay, status, self-use, or career benefits are largely absent in these particular projects, the data also provide unique insights into the dynamics of interest-based motivation and into its potential as a driver of effort.”
20 Innovations that Mattered in 2013
New Guide from GovLoop: “The end of the year means two things: setting unrealistic New Year’s resolutions and endless retrospectives. While we can’t force you to put down the cake and pick up a carrot, we can help you to do your job better by highlighting some of the biggest and best innovations to come out of government in the last 365 days.
The past year brought us the Interior Department’s Instagram feed and Colorado’s redesigned website. It also brought us St. Louis’ optimized data analytics that make their city safer and North Carolina’s iCenter that adopted a “try before you buy” policy.
All of these new technologies and tactics saved time and resources, critical outcomes in the current government landscape where budget cuts are making each new purchase risky.
But these were not the only buzzworthy projects for government technology in 2013. In this end-of-year issue, GovLoop analyzed the 20 best innovations in government in four different categories:
- Mobile Apps Movers and Shakers?
- Big Data Dynamos
- Social Media Mavericks
- Website Wonders
We also asked two of the most innovative Chief Information Officers in the country to don some Google Glass’ In a year where the government shutdown and sequestration brought progress to a screeching halt, many agencies were able to rise above the inauspicious environment and produce groundbreaking and innovative programs.
For instance, when the horrible bombings brought terror to the finish line of the Boston Marathon, the local police department sprang into action. They immediately mobilized their forces on the ground. But then they did something else, too. The Boston Police Department took to Twitter. The social media team was informative, timely and, accurate. The BPD flipped the script on emergency media management. They innovated in a time of crisis and got people the information they needed in a timely and appropriate manner.
We know that oftentimes it is hard to see through the budget cuts and government shutdowns, but government innovation is all around us. Our goal with this guide is to showcase programs that are not only making a difference but demonstrate risk and reward….”
Building tech-powered public services
New publication by Sarah Bickerstaffe from IPPR (UK): “Given the rapid pace of technological change and take-up by the public, it is a question of when not if public services become ‘tech-powered’. This new paper asks how we can ensure that innovations are successfully introduced and deployed.
Can technology improve the experience of people using public services, or does it simply mean job losses and a depersonalised offer to users?
Could tech-powered public services be an affordable, sustainable solution to some of the challenges of these times of austerity?
This report looks at 20 case studies of digital innovation in public services, using these examples to explore the impact of new and disruptive technologies. It considers how tech-powered public services can be delivered, focusing on the area of health and social care in particular.
We identify three key benefits of increasing the role of technology in public services: saving time, boosting user participation, and encouraging users to take responsibility for their own wellbeing.
In terms of how to successfully implement technological innovations in public services, five particular lessons stood out clearly and consistently:
Could tech-powered public services be an affordable, sustainable solution to some of the challenges of these times of austerity?
This report looks at 20 case studies of digital innovation in public services, using these examples to explore the impact of new and disruptive technologies. It considers how tech-powered public services can be delivered, focusing on the area of health and social care in particular.
We identify three key benefits of increasing the role of technology in public services: saving time, boosting user participation, and encouraging users to take responsibility for their own wellbeing.
In terms of how to successfully implement technological innovations in public services, five particular lessons stood out clearly and consistently:
- User-based iterative design is critical to delivering a product that solves real-world problems. It builds trust and ensures the technology works in the context in which it will be used.
- Public sector expertise is essential in order for a project to make the connections necessary to initial development and early funding.
- Access to seed and bridge funding is necessary to get projects off the ground and allow them to scale up.
- Strong leadership from within the public sector is crucial to overcoming the resistance that practitioners and managers often show initially.
- A strong business case that sets out the quality improvements and cost savings that the innovation can deliver is important to get attention and interest from public services.
The seven headline case studies in this report are:
- Patchwork creates an elegant solution to join up professionals working with troubled families, in an effort to ensure that frontline support is truly coordinated.
- Casserole Club links people who like cooking with their neighbours who are in need of a hot meal, employing the simplest possible technology to grow social connections.
- ADL Smartcare uses a facilitated assessment tool to make professional expertise accessible to staff and service users without years of training, meaning they can carry out assessments together, engaging people in their own care and freeing up occupational therapists to focus where they are needed.
- Mental Elf makes leading research in mental health freely available via social media, providing accessible summaries to practitioners and patients who would not otherwise have the time or ability to read journal articles, which are often hidden behind a paywall.
- Patient Opinion provides an online platform for people to give feedback on the care they have received and for healthcare professionals and providers to respond, disrupting the typical complaints process and empowering patients and their families.
- The Digital Pen and form system has saved the pilot hospital trust three minutes per patient by avoiding the need for manual data entry, freeing up clinical and administrative staff for other tasks.
- Woodland Wiggle allows children in hospital to enter a magical woodland world through a giant TV screen, where they can have fun, socialise, and do their physiotherapy.”
The Brainstorm Begins: Initial Ideas for Evolving ICANN
“The ICANN Strategy Panel on Multistakeholder Innovation (MSI Panel) is underway working to curate a set of concrete proposals for ways that the Internet Corporation for Assigned Names & Numbers (ICANN) could prototype new institutional arrangements for the 21st century. The Panel is working to identify how ICANN can open itself to more global participation in its governance functions. Specifically, the MSI Panel is charged with:
- Proposing new models for international engagement, consensus-driven policymaking and institutional structures to support such enhanced functions; and
- Designing processes, tools and platforms that enable the global ICANN community to engage in these new forms of participatory decision-making.
To help answer this charter, the MSI Panel launched an “Idea Generation” or ideation platform, designed to brainstorm with the global public on how to evolve the way ICANN could operate given the innovations in governance happening across the world.
We’re now 3 weeks in to this Idea Generation stage – taking place online here: thegovlab.ideascale.com – and we wanted to share with you what the Panel and The GovLab has heard so far regarding what tools, technologies, platforms and techniques ICANN could learn from or adapt to help design an innovative approach to problem-solving within the Domain Name System going forward.
These initial ideas begin to paint a picture of what 21st century coordination of a shared global commons might involve. These brainstorms all point to certain core principles the Panel believes provide the groundwork for an institution to legitimately operate in the global public interest today. These principles include:
- Openness – Ensuring open channels as well as very low or no barriers to meaningful participation.
- Transparency – Providing public access to information and deliberation data.
- Accessibility – Developing simple and legible organizational communications.
- Inclusivity and Lack of Domination – Ensuring access to global participation and that no one player, entity or interest dominates processes or outcomes.
- Accountability – Creating mechanisms for the global public to check institutional power.
- Effectiveness – Improving decision-making through greater reliance on evidence and a focus on flexibility and agility.
- Efficiency – Streamlining processes to better leverage time, resources and human capital.
With these core principles as the backdrop, the ideas we’ve heard so far roughly fall within the following categories…”
See also thegovlab.ideascale.com
Why This Company Is Crowdsourcing, Gamifying The World's Most Difficult Problems
FastCompany: “The biggest consultancy firms–the McKinseys and Janeses of the world–make many millions of dollars predicting the future and writing what-if reports for clients. This model is built on the idea that those companies know best–and that information and ideas should be handed down from on high.
But one consulting house, Wikistrat, is upending the model: Instead of using a stable of in-house analysts, the company crowdsources content and pays the crowd for its time. Wikistrat’s hundreds of analysts–primarily consultants, academics, journalists, and retired military personnel–are compensated for participating in what they call “crowdsourced simulations.” In other words, make money for brainstorming.
According to Joel Zamel, Wikistrat’s founder, approximately 850 experts in various fields rotate in and out of different simulations and project exercises for the company. While participating in a crowdsourced simulation, consultants are are paid a flat fee plus performance bonuses based on a gamification engine where experts compete to win extra cash. The company declined revealing what the fee scale is, but as of 2011 bonus money appears to be in the $10,000 range.
Zamel characterizes the company’s clients as a mix of government agencies worldwide and multinational corporations. The simulations are semi-anonymous for players; consultants don’t know who their paper is being written for or who the end consumer is, but clients know which of Wikistrat’s contestants are participating in the brainstorm exercise. Once an exercise is over, the discussions from the exercise are taken by full-time employees at Wikistrat and converted into proper reports for clients.
“We’ve developed a quite significant crowd network and a lot of functionality into the platform,” Zamel tells Fast Company. “It uses a gamification engine we created that incentivizes analysts by ranking them at different levels for the work they do on the platform. They are immediately rewarded through the engine, and we also track granular changes made in real time. This allows us to track analyst activity and encourages them to put time and energy into Wiki analysis.” Zamel says projects typically run between three and four weeks, with between 50 and 100 analysts working on a project for generally between five and 12 hours per week. Most of the analysts, he says, view this as a side income on top of their regular work at day jobs but some do much more: Zamel cited one PhD candidate in Australia working 70 hours a week on one project instead of 10 to 15 hours.
Much of Wikistrat’s output is related to current events. Although Zamel says the bulk of their reports are written for clients and not available for public consumption, Wikistrat does run frequent public simulations as a way of attracting publicity and recruiting talent for the organization. Their most recent crowdsourced project is called Myanmar Moving Forward and runs from November 25 to December 9. According to Wikistrat, they are asking their “Strategic community to map out Myanmar’s current political risk factor and possible futures (positive, negative, or mixed) for the new democracy in 2015. The simulation is designed to explore the current social, political, economic, and geopolitical threats to stability–i.e. its political risk–and to determine where the country is heading in terms of its social, political, economic, and geopolitical future.”…
Open Data in the United States
This MapStory shows the growth of Open Data legislation and policies in the United States:
Google Global Impact Award Expands Zooniverse
Press Release: “A $1.8 million Google Global Impact Award will enable Zooniverse, a nonprofit collaboration led by the Adler Planetarium and the University of Oxford, to make setting up a citizen science project as easy as starting a blog and could lead to thousands of innovative new projects around the world, accelerating the pace of scientific research.
The award supports the further development of the Zooniverse, the world’s leading ‘citizen science’ platform, which has already given more than 900,000 online volunteers the chance to contribute to science by taking part in activities including discovering planets, classifying plankton or searching through old ship’s logs for observations of interest to climate scientists. As part of the Global Impact Award, the Adler will receive $400,000 to support the Zooniverse platform.
With the Google Global Impact Award, Zooniverse will be able to rebuild their platform so that research groups with no web development expertise can build and launch their own citizen science projects.
“We are entering a new era of citizen science – this effort will enable prolific development of science projects in which hundreds of thousands of additional volunteers will be able to work alongside professional scientists to conduct important research – the potential for discovery is limitless,” said Michelle B. Larson, Ph.D., Adler Planetarium president and CEO. “The Adler is honored to join its fellow Zooniverse partner, the University of Oxford, as a Google Global Impact Award recipient.”
The Zooniverse – the world’s leading citizen science platform – is a global collaboration across several institutions that design and build citizen science projects. The Adler is a founding partner of the Zooniverse, which has already engaged more than 900,000 online volunteers as active scientists by discovering planets, mapping the surface of Mars and detecting solar flares. Adler-directed citizen science projects include: Galaxy Zoo (astronomy), Solar Stormwatch (solar physics), Moon Zoo (planetary science), Planet Hunters (exoplanets) and The Milky Way Project (star formation). The Zooniverse (zooniverse.org) also includes projects in environmental, biological and medical sciences. Google’s investment in the Adler and its Zooniverse partner, the University of Oxford, will further the global reach, making thousands of new projects possible.”
Map of Government Innovation Labs
New publication by Parsons DESIS Lab: “There is a growing perception that the state’s ability to provide various forms of public service can be enhanced through public-private partnerships, the use of new technologies, as well as various strategies for increased public participation. Such new approaches to provide better services for individuals and communities require breaking the established routines and traditional structures of government, and rethinking the opposition between government bureaucracies and community actors. The good news is that new kinds of collaboration are emerging. Such partnerships are characterized by horizontal practices such as co-governance, co-design, or co-production where citizens, experts, and governments work closely, together, to provide better public services. In the United States and across the world we can observe efforts to promote radical innovations in the public sector followed by the creation of different types of “authorizing environments” that foster these experiments….
…A Government Innovation Lab is a specific type of Public Innovation Place characterized by a direct connection with the public sector and created to tackle complex challenges that more traditional governmental structures seek to resolve. Government Innovation Labs experiment with and propose innovative public services and policies, while at the same time, try to reform and change the way government operates.”
Infographic: Preparing for Constituent 2020
Pat Fiorenza in the GovLoop: “The way we engage with government is quickly changing. We use modern and emerging technology in nearly every aspect of our lives, and we expect these services to be available from our government. Our latest infographic helps you define your agency’s IT roadmap to help you prepare for constituent 2020.
Having an effective IT plan is your first step to meet the complex demands of your agency. Our latest infographic shares with you a checklist to get you started in creating your agency’s IT roadmap, preparing you for the 2020 constituent. The infographic includes ten questions challenging you to think about your IT strategy, some of these questions include:
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What is the problem we are trying to solve? What is our IT roadmap for future adoption?
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Have we gained support by core stakeholders and users?
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How have we engaged with each business unit? Are we aware of the needs of each unit?
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Is this system operable with existing technology? What kind of existing technology may I be able to leverage with the investment?
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Have we identified the key metrics we must track?
Government's Crowdsourcing Revolution
John M. Kamensky in Governing: “In a recent report for the IBM Center for the Business of Government, Brabham says that an important distinction between crowdsourcing and other forms of online participation is that crowdsourcing “entails a mix of top-down, traditional, hierarchical process and a bottom-up, open process involving an online community.”
Crowdsourcing in the public sector can be done within government, among employees as a way to surface ideas — such as the New York City government’s “Simplicity” initiative — or it can be done by nonprofit groups in ways that influence government operations. For example, a transportation advocacy group in New York City has created a site where citizens can report “near miss” accidents, which are then mapped to determine patterns. The idea is that, while the city government already maps accidents that have happened, hazardous traffic zones can be detected and resolved faster by mapping near-misses without waiting for a large number of actual accidents.
Brabham offers a strategic view of crowdsourcing and when it is useful to address public problems. His report also identifies four specific approaches, describing which is most useful for a given category of problem:
• Knowledge discovery and management. This approach is best for information-gathering and cataloguing problems through an online community, such as the reporting of earth tremors or potholes to a central source. This approach could also be used to report conditions of parks or hiking trails or for cataloging public art projects as have been done in several cities across the country.
• Distributed human-intelligence tasking: This approach is most useful when human intelligence is more effective than computer analysis. It involves distributing “micro-tasks” that require human intelligence to solve, such as transcribing handwritten historical documents into electronic files. For example, when the handwritten 1940 census records were publicly released in 2012, the National Archives catalyzed the electronic tagging of more than 130 million records so they could be searchable online. More than 150,000 people volunteered.
• Broadcast search: This approach is most useful when an agency is attempting to find creative solutions to problems. It involves broadcasting a problem-solving challenge widely on the Internet and offering an award for the best solution. NASA, for example, offered a prize for an algorithm to predict solar flares. The federal government sponsors a contest and awards Web platform, Challenge.gov, that various federal agencies can use to post their challenges. To date, hundreds of diverse challenges have been posted, with thousands of people proposing solutions.
• Peer-vetted creative production: This approach is most useful when an agency is looking for innovative ideas that must meet a test of taste or market support. It involves an online community that both proposes possible solutions and is empowered to collectively choose among them. For example, the Utah Transit Authority sponsored the Next Stop Design project, allowing citizens to design and vote on an ideal bus-stop shelter. Nearly 3,200 people participated, submitting 260 high-quality architectural renderings, and there were more than 10,000 votes leading to a final selection….”