“Government Entrepreneur” is Not an Oxymoron


Mitchell Weiss in Harvard Business Review Blog: “Entrepreneurship almost always involves pushing against the status quo to capture opportunities and create value. So it shouldn’t be surprising when a new business model, such as ridesharing, disrupts existing systems and causes friction between entrepreneurs and local government officials, right?
But imagine if the road that led to the Seattle City Council ridesharing hearings this month — with rulings that sharply curtail UberX, Lyft, and Sidecar’s operations there — had been a vastly different one.  Imagine that public leaders had conceived and built a platform to provide this new, shared model of transit.  Or at the very least, that instead of having a revolution of the current transit regime done to Seattle public leaders, it was done with them.  Amidst the acrimony, it seems hard to imagine that public leaders could envision and operate such a platform, or that private innovators could work with them more collaboratively on it — but it’s not impossible. What would it take? Answer: more public entrepreneurs.
The idea of ”public entrepreneurship” may sound to you like it belongs on a list of oxymorons right alongside “government intelligence.” But it doesn’t.  Public entrepreneurs around the world are improving our lives, inventing entirely new ways to serve the public.   They are using sensors to detect potholes; word pedometers to help students learn; harnessing behavioral economics to encourage organ donation; crowdsourcing patent review; and transforming Medellin, Colombia with cable cars. They are coding in civic hackathons and competing in the Bloomberg challenge.  They are partnering with an Office of New Urban Mechanics in Boston or in Philadelphia, co-developing products in San Francisco’s Entrepreneurship-in-Residence program, or deploying some of the more than $430 million invested into civic-tech in the last two years.
There is, however, a big problem with public entrepreneurs: there just aren’t enough of them.  Without more public entrepreneurship, it’s hard to imagine meeting our public challenges or making the most of private innovation. One might argue that bungled healthcare website roll-outs or internet spying are evidence of too much activity on the part of public leaders, but I would argue that what they really show is too little entrepreneurial skill and judgment.
The solution to creating more public entrepreneurs is straightforward: train them. But, by and large, we don’t.  Consider Howard Stevenson’s definition of entrepreneurship: “the pursuit of opportunity without regard to resources currently controlled.” We could teach that approach to people heading towards the public sector. But now consider the following list of terms: “acknowledgement of multiple constituencies,” “risk reduction,” “formal planning,” “coordination,” “efficiency measures,” “clearly defined responsibility,” and “organizational culture.” It reads like a list of the kinds of concepts we would want a new public official to know; like it might be drawn from an interview evaluation form or graduate school syllabus.  In fact, it’s from Stevenson’s list of pressures that pull managers away from entrepreneurship and towards administration.  Of course, that’s not all bad. We must have more great public administrators.  But with all our challenges and amidst all the dynamism, we are going to need more than analysts and strategists in the public sector, we need inventors and builders, too.
Public entrepreneurship is not simply innovation in the public sector (though it makes use of innovation), and it’s not just policy reform (though it can help drive reform).  Public entrepreneurs build something from nothing with resources — be they financial capital or human talent or new rules — they didn’t command. In Boston, I worked with many amazing public managers and a handful of outstanding public entrepreneurs.  Chris Osgood and Nigel Jacob brought the country’s first major-city mobile 311 app to life, and they are public entrepreneurs.   They created Citizens Connect in 2009 by bringing together iPhones on loan together with a local coder and the most under-tapped resource in the public sector: the public.  They transformed the way basic neighborhood issues are reported and responded to (20% of all constituent cases in Boston are reported over smartphones now), and their model is now accessible to 40 towns in Massachusetts and cities across the country.  The Mayor’s team in Boston that started-up the One Fund in the days after the Marathon bombings were public entrepreneurs.  We built the organization from PayPal and a Post Office Box, and it went on to channel $61 million from donors to victims and survivors in just 75 days. It still operates today….
It’s worth noting that public entrepreneurship, perhaps newly buzzworthy, is not actually new. Elinor Ostrom (44 years before her Nobel Prize) observed public entrepreneurs inventing new models in the 1960s. Back when Ronald Reagan was president, Peter Drucker wrote that it was entrepreneurship that would keep public service “flexible and self-renewing.” And almost two decades have passed since David Osborne and Ted Gaebler’s “Reinventing Government” (the then handbook for public officials) carried the promising subtitle: “How the Entrepreneurial Spirit is Transforming the Public Sector”.  Public entrepreneurship, though not nearly as widespread as its private complement, or perhaps as fashionable as its “social” counterpart (focussed on non-profits and their ecosystem), has been around for a while and so have those who practiced it.
But still today, we mostly train future public leaders to be public administrators. We school them in performance management and leave them too inclined to run from risk instead of managing it. And we communicate often, explicitly or not, to private entrepreneurs that government officials are failures and dinosaurs.  It’s easy to see how that road led to Seattle this month, but hard see how it empowers public officials to take on the enormous challenges that still lie ahead of us, or how it enables the public to help them.”

The GovLab Index: Privacy and Security


Please find below the latest installment in The GovLab Index series, inspired by the Harper’s Index. “The GovLab Index: Privacy and Security examines the attitudes and concerns of American citizens regarding online privacy. Previous installments include Designing for Behavior ChangeThe Networked Public, Measuring Impact with Evidence, Open Data, The Data Universe, Participation and Civic Engagement and Trust in Institutions.
Globally

  • Percentage of people who feel the Internet is eroding their personal privacy: 56%
  • Internet users who feel comfortable sharing personal data with an app: 37%
  • Number of users who consider it important to know when an app is gathering information about them: 70%
  • How many people in the online world use privacy tools to disguise their identity or location: 28%, or 415 million people
  • Country with the highest penetration of general anonymity tools among Internet users: Indonesia, where 42% of users surveyed use proxy servers
  • Percentage of China’s online population that disguises their online location to bypass governmental filters: 34%

In the United States
Over the Years

  • In 1996, percentage of the American public who were categorized as having “high privacy concerns”: 25%
    • Those with “Medium privacy concerns”: 59%
    • Those who were unconcerned with privacy: 16%
  • In 1998, number of computer users concerned about threats to personal privacy: 87%
  • In 2001, those who reported “medium to high” privacy concerns: 88%
  • Individuals who are unconcerned about privacy: 18% in 1990, down to 10% in 2004
  • How many online American adults are more concerned about their privacy in 2014 than they were a year ago, indicating rising privacy concerns: 64%
  • Number of respondents in 2012 who believe they have control over their personal information: 35%, downward trend for 7 years
  • How many respondents in 2012 continue to perceive privacy and the protection of their personal information as very important or important to the overall trust equation: 78%, upward trend for seven years
  • How many consumers in 2013 trust that their bank is committed to ensuring the privacy of their personal information is protected: 35%, down from 48% in 2004

Privacy Concerns and Beliefs

  • How many Internet users worry about their privacy online: 92%
    • Those who report that their level of concern has increased from 2013 to 2014: 7 in 10
    • How many are at least sometimes worried when shopping online: 93%, up from 89% in 2012
    • Those who have some concerns when banking online: 90%, up from 86% in 2012
  • Number of Internet users who are worried about the amount of personal information about them online: 50%, up from 33% in 2009
    • Those who report that their photograph is available online: 66%
      • Their birthdate: 50%
      • Home address: 30%
      • Cell number: 24%
      • A video: 21%
      • Political affiliation: 20%
  • Consumers who are concerned about companies tracking their activities: 58%
    • Those who are concerned about the government tracking their activities: 38%
  • How many users surveyed felt that the National Security Association (NSA) overstepped its bounds in light of recent NSA revelations: 44%
  • Respondents who are comfortable with advertisers using their web browsing history to tailor advertisements as long as it is not tied to any other personally identifiable information: 36%, up from 29% in 2012
  • Percentage of voters who do not want political campaigns to tailor their advertisements based on their interests: 86%
  • Percentage of respondents who do not want news tailored to their interests: 56%
  • Percentage of users who are worried about their information will be stolen by hackers: 75%
    • Those who are worried about companies tracking their browsing history for targeted advertising: 54%
  • How many consumers say they do not trust businesses with their personal information online: 54%
  • Top 3 most trusted companies for privacy identified by consumers from across 25 different industries in 2012: American Express, Hewlett Packard and Amazon
    • Most trusted industries for privacy: Healthcare, Consumer Products and Banking
    • Least trusted industries for privacy: Internet and Social Media, Non-Profits and Toys
  • Respondents who admit to sharing their personal information with companies they did not trust in 2012 for reasons such as convenience when making a purchase: 63%
  • Percentage of users who say they prefer free online services supported by targeted ads: 61%
    • Those who prefer paid online services without targeted ads: 33%
  • How many Internet users believe that it is not possible to be completely anonymous online: 59%
    • Those who believe complete online anonymity is still possible: 37%
    • Those who say people should have the ability to use the Internet anonymously: 59%
  • Percentage of Internet users who believe that current laws are not good enough in protecting people’s privacy online: 68%
    • Those who believe current laws provide reasonable protection: 24%

FULL LIST at http://thegovlab.org/the-govlab-index-privacy-and-trust/

Open Government: Building Trust and Civic Engagement


Gavin Newsom and Zachary Bookman in the Huffington Post: “Daily life has become inseparable from new technologies. Our phones and tablets let us shop from the couch, track how many miles we run, and keep in touch with friends across town and around the world – benefits barely possible a decade ago.
With respect to our communities, Uber and Lyft now shuttle us around town, reducing street traffic and parking problems. Adopt-a-Hydrant apps coordinate efforts to dig out hydrants after snowstorms, saving firefighters time when battling blazes. Change.org, helps millions petition for and effect social and political change.
Yet as a sector, government typically embraces technology well-behind the consumer curve. This leads to disheartening stories, like veterans waiting months or years for disability claims due to outdated technology or the troubled rollout of the Healthcare.gov website. This is changing.
Cities and states are now the driving force in a national movement to harness technology to share a wealth of government information and data. Many forward thinking local governments now provide effective tools to the public to make sense of all this data.
This is the Open Government movement.
For too long, government information has been locked away in agencies, departments, and archaic IT systems. Senior administrators often have to request the data they need to do their jobs from system operators. Elected officials, in turn, often have to request data from these administrators. The public remains in the dark, and when data is released, it appears in the form of inaccessible or incomprehensible facts and figures.
Governments keep massive volumes of data, from 500 page budget documents to population statistics to neighborhood crime rates. Although raw data is a necessary component of Open Government, for it to empower citizens and officials the data must be transformed into meaningful and actionable insights. Governments must both publish information in “machine readable” format and give people the tools to understand and act on it.
New platforms can transform data from legacy systems into meaningful visualizations. Instant, web-based access to this information not only saves time and money, but also helps government make faster and better decisions. This allows them to serve their communities and builds trust with citizens.
Leading governments like Palo Alto have begun employing technology to leverage these benefits. Even the City of Bell, California, which made headlines in 2010 when senior administrators siphoned millions of dollars from the general fund, is now leveraging cloud technology to turn a new page in its history. The city has presented its financial information in an easily accessible, interactive platform at Bell.OpenGov.com. Citizens and officials alike can see vivid, user generated charts and graphs that show where money goes, what services are offered to residents, and how much those services cost.
In 2009, San Francisco became an early adopter of the open data movement when an executive order made open and machine-readable the default for our consolidated government. That simple order spurred an entirely new industry and the City of San Francisco has been adopting apps like the San Francisco Heat Vulnerability Index and Neighborhood Score ever since. The former identifies areas vulnerable to heat waves with the hope of better preparedness, while the latter provides an overall health and sustainability score, block-by-block for every neighborhood in the city. These new apps use local, state, federal, and private data sets to allow residents to see how their neighborhoods rank.
The California State Lands Commission, responsible for the stewardship of the state’s lands, waterways, and natural resources, is getting in on the Open Government movement too. The Commission now publishes five years of expense and revenue data at CAStateLands.opengov.com (which just launched today!). California residents can now see how the state generates nearly half a billion dollars in revenue from oil and gas contracts, mineral royalties, and leasing programs. The State can now communicate how it manages those resources, so that citizens understand how their government works for them.
The Open Government movement provides a framework for improved public administration and a path for more trust and engagement. Governments have been challenged to do better, and now they can.”

Potholes and Big Data: Crowdsourcing Our Way to Better Government


Phil Simon in Wired: “Big Data is transforming many industries and functions within organizations with relatively limited budgets.
Consider Thomas M. Menino, up until recently Boston’s longest-serving mayor. At some point in the past few years, Menino realized that it was no longer 1950. Perhaps he was hobnobbing with some techies from MIT at dinner one night. Whatever his motivation, he decided that there just had to be a better, more cost-effective way to maintain and fix the city’s roads. Maybe smartphones could help the city take a more proactive approach to road maintenance.
To that end, in July 2012, the Mayor’s Office of New Urban Mechanics launched a new project called Street Bump, an app that allows drivers to automatically report the road hazards to the city as soon as they hear that unfortunate “thud,” with their smartphones doing all the work.
The app’s developers say their work has already sparked interest from other cities in the U.S., Europe, Africa and elsewhere that are imagining other ways to harness the technology.
Before they even start their trip, drivers using Street Bump fire up the app, then set their smartphones either on the dashboard or in a cup holder. The app takes care of the rest, using the phone’s accelerometer — a motion detector — to sense when a bump is hit. GPS records the location, and the phone transmits it to an AWS remote server.
But that’s not the end of the story. It turned out that the first version of the app reported far too many false positives (i.e., phantom potholes). This finding no doubt gave ammunition to the many naysayers who believe that technology will never be able to do what people can and that things are just fine as they are, thank you. Street Bump 1.0 “collected lots of data but couldn’t differentiate between potholes and other bumps.” After all, your smartphone or cell phone isn’t inert; it moves in the car naturally because the car is moving. And what about the scores of people whose phones “move” because they check their messages at a stoplight?
To their credit, Menino and his motley crew weren’t entirely discouraged by this initial setback. In their gut, they knew that they were on to something. The idea and potential of the Street Bump app were worth pursuing and refining, even if the first version was a bit lacking. Plus, they have plenty of examples from which to learn. It’s not like the iPad, iPod, and iPhone haven’t evolved considerably over time.
Enter InnoCentive, a Massachusetts-based firm specializing in open innovation and crowdsourcing. The City of Boston contracted InnoCentive to improve Street Bump and reduce the amount of tail chasing. The company accepted the challenge and essentially turned it into a contest, a process sometimes called gamification. InnoCentive offered a network of 400,000 experts a share of $25,000 in prize money donated by Liberty Mutual.
Almost immediately, the ideas to improve Street Bump poured in from unexpected places. This crowd had wisdom. Ultimately, the best suggestions came from:

  • A group of hackers in Somerville, Massachusetts, that promotes community education and research
  • The head of the mathematics department at Grand Valley State University in Allendale, MI.
  • An anonymous software engineer

…Crowdsourcing roadside maintenance isn’t just cool. Increasingly, projects like Street Bump are resulting in substantial savings — and better government.”

Can NewsGenius make annotated government documents more understandable?


at E Pluribus Unum: “Last year, Rap Genius launched News Genius to help decode current events. Today, the General Service Administration (GSA) announced that digital annotation service News Genius is now available to help decode federal government Web projects:

“The federal government can now unlock the collaborative “genius” of citizens and communities to make public services easier to access and understand with a new free social media platform launched by GSA today at the Federal #SocialGov Summit on Entrepreneurship and Small Business,” writes Justin Herman, federal social media manager.

“News Genius, an annotation wiki based on Rap Genius now featuring federal-friendly Terms of Service, allows users to enhance policies, regulations and other documents with in-depth explanations, background information and paths to more resources. In the hands of government managers it will improve public services through citizen feedback and plain language, and will reduce costs by delivering these benefits on a free platform that doesn’t require a contract.”

This could be a significant improvement in making complicated policy documents and regulations understandable to the governed. While plain writing is indispensable for open government and mandated by law and regulation, the practice isn’t exactly uniformly practiced in Washington.

If people can understand more about what a given policy, proposed rule or regulation actually says, they may well be more likely to participate in the process of revising it. We’ll see if people adopt the tool, but on balance, that sounds like a step ahead.”

Randomized control trials (RCTs): interesting, but a marginal tool for governments


ODI Researcher Philipp Krause at BeyondBudgets: “Randomized control trials (RCTs) have had a great decade. The stunning line-up of speakers who celebrated J-PAL’s tenth anniversary in Boston last December gives some indication of just how great. They are the shiny new tool of development policy, and a lot of them are pretty cool. Browsing through J-PAL’s library of projects, it’s easy to see how so many of them end up in top-notch academic journals.
So far, so good. But the ambition of RCTs is not just to provide a gold-standard measurement of impact. They aim to actually have an impact on the real world themselves. The scenario goes something like this: researchers investigate the effect of an intervention and use the findings to either get out of that mess quickly (if the intervention doesn’t work) or scale it up quickly (if it does). In the pursuit of this impact-seeker’s Nirvana, it’s easy to conflate a couple of things, notably that an RCT is not the only way to evaluate impact; and evaluating impact is not the only way to use evidence for policy. Unfortunately, it is now surprisingly common to hear RCTs conflated with evidence-use, and evidence-use equated with the key ingredient for better public services in developing countries. The reality of evidence use is different.
Today’s rich countries didn’t get rich by using evidence systematically. This is a point that we recently discussed at a big World Bank – ODI conference on the (coincidental?) tenth anniversary of the WDR 2004. Lant Pritchett made it best when describing Randomistas as engaging in faith-based activity: nobody could accuse the likes of Germany, Switzerland, Sweden or the US of achieving human development by systematically scaling up what works.
What these countries do have in spades is people noisily demanding stuff, and governments giving it to them. In fact, some of the greatest innovations in providing health, unemployment benefits and pensions to poor people (and taking them to scale) happened because citizens seemed to want them, and giving them stuff seemed like a good way to shut them up. Ask Otto Bismarck. It’s not too much of a stretch to call this the history of public spending in a nutshell….
The bottom line is governments s that care about impact have plenty of cheaper, timelier and more appropriate tools and options available to them than RCTs. That doesn’t mean RCTs shouldn’t be done, of course. And the evaluation of aid is a different matter altogether, where donors are free to be as inefficient about evidence-basing as they wish without burdening poor countries.
But for governments the choice of how to go about using systematic evidence is theirs to make. And it’s a tough capability to pick up. Many governments choose not to do it, and there’s no evidence that they suffer for it. It would be wrong for donors to suggest to low-income countries that RCTs are in any way critical for their public service capability. Better call them what they are: interesting, but marginal.”

Sinkhole of bureaucracy


First article in a Washington Post series “examining the failures at the heart of troubled federal systems” by David A. Fahrenthold: “The trucks full of paperwork come every day, turning off a country road north of Pittsburgh and descending through a gateway into the earth. Underground, they stop at a metal door decorated with an American flag.

Behind the door, a room opens up as big as a supermarket, full of five-drawer file cabinets and people in business casual. About 230 feet below the surface, there is easy-listening music playing at somebody’s desk.
This is one of the weirdest workplaces in the U.S. government — both for where it is and for what it does.
Here, inside the caverns of an old Pennsylvania limestone mine, there are 600 employees of the Office of Personnel Management. Their task is nothing top-secret. It is to process the retirement papers of the government’s own workers.
But that system has a spectacular flaw. It still must be done entirely by hand, and almost entirely on paper.

The employees here pass thousands of case files from cavern to cavern and then key in retirees’ personal data, one line at a time. They work underground not for secrecy but for space. The old mine’s tunnels have room for more than 28,000 file cabinets of paper records.
This odd place is an example of how hard it is to get a time-wasting bug out of a big bureaucratic system.
Held up by all that paper, work in the mine runs as slowly now as it did in 1977….”
See also Data mining. The old-fashioned way: View the full graphic.

Index: Privacy and Security


The Living Library Index – inspired by the Harper’s Index – provides important statistics and highlights global trends in governance innovation. This installment focuses on privacy and security and was originally published in 2014.

Globally

  • Percentage of people who feel the Internet is eroding their personal privacy: 56%
  • Internet users who feel comfortable sharing personal data with an app: 37%
  • Number of users who consider it important to know when an app is gathering information about them: 70%
  • How many people in the online world use privacy tools to disguise their identity or location: 28%, or 415 million people
  • Country with the highest penetration of general anonymity tools among Internet users: Indonesia, where 42% of users surveyed use proxy servers
  • Percentage of China’s online population that disguises their online location to bypass governmental filters: 34%

In the United States

Over the Years

  • In 1996, percentage of the American public who were categorized as having “high privacy concerns”: 25%
    • Those with “Medium privacy concerns”: 59%
    • Those who were unconcerned with privacy: 16%
  • In 1998, number of computer users concerned about threats to personal privacy: 87%
  • In 2001, those who reported “medium to high” privacy concerns: 88%
  • Individuals who are unconcerned about privacy: 18% in 1990, down to 10% in 2004
  • How many online American adults are more concerned about their privacy in 2014 than they were a year ago, indicating rising privacy concerns: 64%
  • Number of respondents in 2012 who believe they have control over their personal information: 35%, downward trend for 7 years
  • How many respondents in 2012 continue to perceive privacy and the protection of their personal information as very important or important to the overall trust equation: 78%, upward trend for seven years
  • How many consumers in 2013 trust that their bank is committed to ensuring the privacy of their personal information is protected: 35%, down from 48% in 2004

Privacy Concerns and Beliefs

  • How many Internet users worry about their privacy online: 92%
    • Those who report that their level of concern has increased from 2013 to 2014: 7 in 10
    • How many are at least sometimes worried when shopping online: 93%, up from 89% in 2012
    • Those who have some concerns when banking online: 90%, up from 86% in 2012
  • Number of Internet users who are worried about the amount of personal information about them online: 50%, up from 33% in 2009
    • Those who report that their photograph is available online: 66%
      • Their birthdate: 50%
      • Home address: 30%
      • Cell number: 24%
      • A video: 21%
      • Political affiliation: 20%
  • Consumers who are concerned about companies tracking their activities: 58%
    • Those who are concerned about the government tracking their activities: 38%
  • How many users surveyed felt that the National Security Association (NSA) overstepped its bounds in light of recent NSA revelations: 44%
  • Respondents who are comfortable with advertisers using their web browsing history to tailor advertisements as long as it is not tied to any other personally identifiable information: 36%, up from 29% in 2012
  • Percentage of voters who do not want political campaigns to tailor their advertisements based on their interests: 86%
  • Percentage of respondents who do not want news tailored to their interests: 56%
  • Percentage of users who are worried about their information will be stolen by hackers: 75%
    • Those who are worried about companies tracking their browsing history for targeted advertising: 54%
  • How many consumers say they do not trust businesses with their personal information online: 54%
  • Top 3 most trusted companies for privacy identified by consumers from across 25 different industries in 2012: American Express, Hewlett Packard and Amazon
    • Most trusted industries for privacy: Healthcare, Consumer Products and Banking
    • Least trusted industries for privacy: Internet and Social Media, Non-Profits and Toys
  • Respondents who admit to sharing their personal information with companies they did not trust in 2012 for reasons such as convenience when making a purchase: 63%
  • Percentage of users who say they prefer free online services supported by targeted ads: 61%
    • Those who prefer paid online services without targeted ads: 33%
  • How many Internet users believe that it is not possible to be completely anonymous online: 59%
    • Those who believe complete online anonymity is still possible: 37%
    • Those who say people should have the ability to use the Internet anonymously: 59%
  • Percentage of Internet users who believe that current laws are not good enough in protecting people’s privacy online: 68%
    • Those who believe current laws provide reasonable protection: 24%

Security Related Issues

  • How many have had an email or social networking account compromised or taken over without permission: 21%
  • Those who have been stalked or harassed online: 12%
  • Those who think the federal government should do more to act against identity theft: 74%
  • Consumers who agree that they will avoid doing business with companies who they do not believe protect their privacy online: 89%
    • Among 65+ year old consumers: 96%

Privacy-Related Behavior

  • How many mobile phone users have decided not to install an app after discovering the amount of information it collects: 54%
  • Number of Internet users who have taken steps to remove or mask their digital footprint (including clearing cookies, encrypting emails, and using virtual networks to mask their IP addresses): 86%
  • Those who have set their browser to disable cookies: 65%
  • Number of users who have not allowed a service to remember their credit card information: 73%
  • Those who have chosen to block an app from accessing their location information: 53%
  • How many have signed up for a two-step sign-in process: 57%
  • Percentage of Gen-X (33-48 year olds) and Millennials (18-32 year olds) who say they never change their passwords or only change them when forced to: 41%
    • How many report using a unique password for each site and service: 4 in 10
    • Those who use the same password everywhere: 7%

Sources

Charities Try New Ways to Test Ideas Quickly and Polish Them Later


Ben Gose in the Chronicle of Philanthropy: “A year ago, a division of TechSoup Global began working on an app to allow donors to buy a hotel room for victims of domestic violence when no other shelter is available. Now that app is a finalist in a competition run by a foundation that combats human trafficking—and a win could mean a grant worth several hundred thousand dollars. The app’s evolution—adding a focus on sex slaves to the initial emphasis on domestic violence—was hardly accidental.
Caravan Studios, the TechSoup division that created the app, has embraced a new management approach popular in Silicon Valley known as “lean start-up.”
The principles, which are increasingly popular among nonprofits, emphasize experimentation over long-term planning and urge groups to get products and services out to clients as early as possible so the organizations can learn from feedback and make changes.
When the app, known as SafeNight, was still early in the design phase, Caravan posted details about the project on its website, including applications for grants that Caravan had not yet received. In lean-start-up lingo, Caravan put out a “minimal viable product” and hoped for feedback that would lead to a better app.
Caravan soon heard from antitrafficking organizations, which were interested in the same kind of service. Caravan eventually teamed up with the Polaris Project and the State of New Jersey, which were working on a similar app, to jointly create an app for the final round of the antitrafficking contest. Humanity United, the foundation sponsoring the contest, plans to award $1.8-million to as many as three winners later this month.
Marnie Webb, CEO of Caravan, which is building an array of apps designed to curb social problems, says lean-start-up principles help Caravan work faster and meet real needs.
“The central idea is that any product that we develop will get better if it lives as much of its life as possible outside of our office,” Ms. Webb says. “If we had kept SafeNight inside and polished it and polished it, it would have been super hard to bring on a partner because we would have invested too much.”….
Nonprofits developing new tech tools are among the biggest users of lean-start-up ideas.
Upwell, an ocean-conservation organization founded in 2011, scans the web for lively ocean-related discussions and then pushes to turn them into full-fledged movements through social-media campaigns.
Lean principles urge groups to steer clear of “vanity metrics,” such as site visits, that may sound impressive but don’t reveal much. Upwell tracks only one number—“social mentions”—the much smaller group of people who actually say something about an issue online.
After identifying a hot topic, Upwell tries to assemble a social-media strategy within 24 hours—what it calls a “minimum viable campaign.”
“We do the least amount of work to get something out the door that will get results and information,” says Rachel Dearborn, Upwell’s campaign director.
Campaigns that don’t catch on are quickly scrapped. But campaigns that do catch on get more time, energy, and money from Upwell.
After Hurricane Sandy, in 2012, a prominent writer on ocean issues and others began pushing the idea that revitalizing the oyster beds near New York City could help protect the shore from future storm surges. Upwell’s “I (Oyster) New York” campaign featured a catchy logo and led to an even bigger spike in attention.

‘Build-Measure-Learn’

Some organizations that could hardly be called start-ups are also using lean principles. GuideStar, the 20-year-old aggregator of financial information about charities, is using the lean approach to develop tools more quickly that meet the needs of its users.
The lean process promotes short “build-measure-learn” cycles, in which a group frequently updates a product or service based on what it hears from its customers.
GuideStar and the Nonprofit Finance Fund have developed a tool called Financial Scan that allows charities to see how they compare with similar groups on various financial measures, such as their mix of earned revenue and grant funds.
When it analyzed who was using the tool, GuideStar found heavy interest from both foundations and accounting firms, says Evan Paul, GuideStar’s senior director of products and marketing.
In the future, he says, GuideStar may create three versions of Financial Scan to meet the distinct interests of charities, foundations, and accountants.
“We want to get more specific about how people are using our data to make decisions so that we can help make those decisions better and faster,” Mr. Paul says….


Lean Start-Up: a Glossary of Terms for a Hot New Management Approach

Build-Measure-Learn

Instead of spending considerable time developing a product or service for a big rollout, organizations should consider using a continuous feedback loop: “build” a program or service, even if it is not fully fleshed out; “measure” how clients are affected; and “learn” by improving the program or going in a new direction. Repeat the cycle.

Minimum Viable Product

An early version of a product or service that may be lacking some features. This approach allows an organization to obtain feedback from clients and quickly determine the usefulness of a product or service and how to improve it.

Get Out of the Building

To determine whether a product or service is needed, talk to clients and share your ideas with them before investing heavily.

A/B Testing

Create two versions of a product or service, show them to different groups, and see which performs best.

Failing Fast

By quickly realizing that a product or service isn’t viable, organizations save time and money and gain valuable information for their next effort.

Pivot

Making a significant change in strategy when the early testing of a minimum viable product shows that the product or service isn’t working or isn’t needed.

Vanity Metrics

Measures that seem to provide a favorable picture but don’t accurately capture the impact of a product. An example might be a tally of website page views. A more meaningful measure—or an “actionable metric,” in the lean lexicon—might be the number of active users of an online service.
Sources: The Lean Startup, by Eric Ries; The Ultimate Dictionary of Lean for Social Good, a publication by Lean Impact”

The Unwisdom of Crowds




Anne Applebaum on why people-powered revolutions are overrated in the New Republic: “..Yet a successful street revolution, like any revolution, is never guaranteed to leave anything positive in its aftermath—or anything at all. In the West, we often now associate protests with progress, or at least we assume that big crowds—the March on Washington, Paris in 1968—are the benign face of social change. But street revolutions are not always progressive, positive, or even important. Some replace a corrupt tyranny with violence and a political vacuum, which is what happened in Libya. Ukraine’s own Orange Revolution of 2004–2005 produced a new group of leaders who turned out to be just as incompetent as their predecessors. Crowds can be bullying, they can become violent, and they can give rise to extremists: Think Tehran 1979, or indeed Petrograd 1917.
The crowd may not even represent the majority. Because a street revolution makes good copy, and because it provides great photographs, we often mistakenly confuse “people power” with democracy itself. In fact, the creation of democratic institutions—courts, legal systems, bills of rights—is a long and tedious process that often doesn’t interest foreign journalists at all. Tunisia’s ratification of a new constitution earlier this year represented the most significant achievement of the Arab Spring to date, but the agonizing negotiations that led up to that moment were hard for outsiders to understand—and not remotely telegenic
Equally, it is a dangerous mistake to imagine that “people power” can ever be a substitute for actual elections. On television, a demonstration can loom larger than it should. In both Thailand and Turkey, an educated middle class has recently taken to the streets to protest against democratically elected leaders who have grown increasingly corrupt and autocratic, but who might well be voted back into office tomorrow. In Venezuela, elections are not fair and the media is not free, but the president is supported by many Venezuelans who still have faith in his far-left rhetoric, however much his policies may be damaging the country. Demonstrations might help bring change in some of these countries, but if the change is to be legitimate—and permanent—the electorate will eventually have to endorse it.
As we often forget, some of the most successful transitions to democracy did not involve crowds at all. Chile became a democracy because its dictator, Augusto Pinochet, decided it would become one. In early 1989, well before mass demonstrations in Prague or Berlin, the leaders of the Polish opposition sat down at a large round table with their former jailers and negotiated their way out of communism. There are no spectacular photographs of these transitions, and many people found them unsatisfying, even unjust. But Chile and Poland remain democracies today, not least because their new leaders came to power without any overt opposition from the old regime.
It would be nice if these kinds of transitions were more common, but not every dictator is willing to smooth the path toward change. For that reason, the post-revolutionary moment is often more important than the revolution itself, for this is when the emotion of the mob has to be channeled rapidly—immediately—into legitimate institutions. Not everybody finds this easy. In the wake of the Egyptian revolution, demonstrators found it difficult to abandon Tahrir Square. “We won’t leave because we have to make sure this country is set on the right path,” one protester said at the time. In fact, he should already have been at home, back in his neighborhood, perhaps creating the grassroots political party that might have given Egyptians a real alternative to the Muslim Brotherhood…”