Arizona State University (ASU) is a core member of the Alliance for Innovation (AFI), and houses the administrative offices of the AFI at the College of Public Programs. The AFI brings together leading city and county managers who have an appetite for innovation. It serves as a platform for local governments who are passionate about nurturing an innovative culture and building better communities throughout the US and Canada. The Alliance maintains a loyal membership of approximately 400 local governments who employ more than 9,000 employees who take advantage of AFI on-line and in-person services. It hosts two annual conferences every year – Transforming Local government (TLG) which features case studies of the most innovative programs introduced in member governments and the BIG Ideas event where a select group of 100 “thought leaders” come together in a provocative venue to explore emerging issues facing local communities. It operates with another strategic partner, the International City County Manager Association (ICMA), the on-line Knowledge Network which currently has more than 35,000 local government users that provide content, create groups of interest and query one another about best practices. AFI also has a robust learning program through regular webinars and regional workshops. The AFI network can be mobilized to test out innovations that arise from the research, provide seek feedback on research outcomes, and even in the securing of complementary resources. The AFI will also serve as a valuable conduit for disseminating the findings from the research project.
I will be speaking at the National Association of State Chief Information Officers (NASCIO) Leadership Summit on Oct 25, 2012 in San Diego, California. My talk will draw on my book, Intrapreneurship: Managing Ideas within Your Organization, and focus on how to lead through collaboration.
For more details on the event, please click here: -- NASCIO 2012 Leadership Summit
To have me speak at your event, please send me an email
I will be giving two talks to the Project Management Institute's Phoenix Chapter. Both talks will be on Leveraging Intrapreneurship towards Organizational Change: A Focus on Process Management. The first talk will take place on August 15 @ Dave and Busters (Desert Ridge-North Valley), and the second talk on August 16 @ Doubletree Suites (44th Street and Van Buren-South Valley). The talk will be based on my recent book, Intrapreneurship: Managing Ideas Within Your Organization. If you are in the Phoenix metropolitan area, please stop by.
I have just completed the first draft of my report on the Challenge.gov platform. This paper has been a few months in the making and builds on my recent work in community intelligence platforms, citizen apps, and innovation in the public sector. To receive a copy of the report, please send me an email.
Challenge.Gov: Landscape Analysis and Implications from the Citizen and Agency Perspective
To solve complex social and policy challenges we need to broaden the conversations, involve more minds and talent, and collaborate effectively and efficiently. Traditionally, public agencies have felt the burden to tackle challenges by relying on their own internal intellectual capital or through structured contracting with external partners. Seldom could an individual citizen share his or her talent, expertise, and skills with a public agency directly. Today, public agencies are becoming more participatory, inclusive, and transparent in how they engage with citizens as well as with each other. Challenge.gov is the crowdsourcing platform for US federal agencies that seek to engage citizens, leverage collective intelligence, and tackle complex social and technical challenges. In this paper we report on an exploratory landscape analysis of the competitions run on Challege.gov. We interviewed citizens who took part in competitions on Challenge.gov as well as public managers and government executives to understand their motivations, experiences, lessons learned, and future plans. Drawing on these interviews, we arrive at a set of actionable guidelines presented through implications to improve the state of competitions hosted by Challenge.gov.
Acknowledgments: This project was made possible through funding received from the IBM Center for the Business of Government. Tim Moon and Akshay Bhagwatwar served as research associates for the project. I am grateful to the assistance provided by Eric Park and Lauren Bulka during the project. I also thank all solution contributors to challenges and public managers who designed challenges that participated in our interviews. All errors and omissions are solely my responsibility. I acknowledge the thoughtful discussion and comments from participants at the NSF Workshop on Participatory Challenge Platforms with a Public Intent. The views represented in this paper are our own, and do not represent official positions of IBM, any of its affiliates, or the NSF.
Information technologies have a critical role to play in advancing sustainability of our organizations, communities, cities, and nations. In the recent issue of PM Magazine (Vol. 94, No. 5, June 2012), Joe Schilling, Associate Director of the Metropolitan Institute, have a piece that looks at how local sustainability planning and the creative use of information technologies to build sustainable living spaces. Please click here to read the article.
Akshay Bhagwatwar (Kelley School of Business, Indiana University) and I have a paper accepted at the Eighteenth Americas Conference on Information Systems (AMCIS), to be held in Seattle, Washington, August 9-12, 2012. This paper builds on our ongoing work in policy informatics, citizen apps, and design of participatory platforms.
Community Intelligence Platforms: The Case of Open Government
The focus on collaborative and participatory governance has led to interest in studying how ‘intelligence’ in citizen communities can be leveraged towards creating robust solutions for complex social and policy problems. In this paper, we present four models that uncover the process of leveraging community intelligence. We analyze multiple case studies that capture the varying roles of citizens and public agencies in the problem-solving process. Employing Arnstein’s (1969) ladder of citizen participation as an analytical tool, we outline the strengths and weaknesses of each model, and suggest design recommendations for the development of participatory platforms for open government.
I enjoyed my recent visit to Toronto. I had the privilege of addressing a sold-out crowd at the Rotman School of Management, University of Toronto. If your organization is interested in having me come by and talk about my recent book, Intrapreneurship: Managing Ideas Within Your Organization (University of Toronto Press, 2011) please send me an email. See below for a brief excerpt from my talk at the Rotman School of Management.
Developer: John Schimmel
Bio: John is currently an adjunct faculty member at the NYU Interactive Telecommunications Program. He focuses on teaching courses on assistive technology design for the disabled and web programming. His background is in tech hacking, with a focus on web development (code/design/engineer).
App in Focus: Access Together
Federal Citizen App Program: FCC and the Knight Foundation Apps for Communities
Recognition: Runner Up and Most Replicable
Description of the App: Users open Access Together via their mobile phone’s web browser to check-in to places, and are prompted to answer a series of accessibility questions. The information provided on the app is primarily crowd-sourced, and provides individuals with accessibility restrictions with invaluable information.
Who is the App Intended to Serve: Citizens seeking to provide and view accessibility information about their community.
Why was the app developed: Access Together started in Spring 2011. The app idea was sparked at the New York Hall of Science during a discussion about human abilities and accessibility information in the city. Simultaneously, Foursquare released their location API, allowing individuals to query their system for information (venues). The timing was ideal to integrate accessibility needs because of the ability of the new API. John learned of challenge.gov through Twitter, and was interested in it due to his development background. The combination of accessibility and needs information along with the API could contribute additional, useful data as well as pave the way for future challenges. John thought, “Why not just build it?” so he started app development with a friend (designer).
The app challenge did provide motivation, but it was seen as more of an opportunity to present their app to an audience. The challenge did not start the development of the app, but helped motivate them to get the app project completed for the challenge deadline.
How was the availability of the app communicated to potential users: John shares information about his app to networks accessible to him such as his Facebook network. He also tries to directly contact the organizations he thinks will benefit from his app, and those he would also be interested in working with.
Advice for other developers/Lessons Learned: Using the data available from the government is the motivation behind the challenge. However, developers should not just focus on the provided data, but look towards integrating the data with the community involved and making it engaging. Don’t just make a client to access the data, but make it so that people can engage and interact with it. That was the appeal of this challenge. The only real challenge they faced was their data, as they created it from scratch. They had to create some accessibility data initially to make the app presentable and usable.
Issues of Privacy: Only issue was people with an “older mindset.” Individuals log in using a Google account or Foursquare account, but from there the user may to choose to stay anonymous, use their first name, or use a display name. This way the user’s identification is protected. Some people like to gain recognition by associating a name, but some people don’t want to be known, particularly when giving a negative review. Few concerns were raised regarding privacy so it didn’t need to be addressed.
What recommendations do you have for government agencies that are trying to incentivize the creation of citizen apps and the leveraging of open data programs:
- Having a monetary prize is good, but not sufficient. Provide a way for developers to create closer relationships with the organizations and other pertinent stakeholders. The idea would be to help developers find more resources to continue the project, or to potentially find someone to sustain/hand the project off to if the developer needs to move on to something. In place of money, you could find government organizations that might have some need or interest in the applications. If they want to have government involved, then try to build it into a sustainable program with people involved who keep the ball rolling instead of making it a quick hack competition with a cash prize. If the people involved aren’t pushing it then it won’t go anywhere.
- Increased advertising. There were a lot of false endings when the competition was supposed to end in July, but was pushed back to November due to lack of submissions. They could’ve pushed a little harder in terms of marketing by going to their target people like posting on Hacker News.
After the competition: The app got picked up by a few news sites focused on disability and accessibility, but during that time it didn’t have all the features it does now. John tries to tweet the FCC from time to time wondering if they’ll engage with Access Together more, but no response so far. He has also pursued engaging the city government, but he needs to create a 501c3 (non-profit) for this. However, he would rather be a sustainable business corporation. For now, he uses his networks on Facebook and direct contact.
What do you plan on doing next with the Access Together app, and your interest in app development for tackling social and technical problems: Used the prize money to spend 2 months to further enhance the app. The challenge now is to build an audience, adding new features to the mobile and desktop version, and making it more useful. He didn’t want to walk away when the project was over since he believes this can become something more. John has been in contact with 2 different organizations with similar apps. One organization is in Berlin, Germany called Wheelmap.org, and the other is AccessMap. He plans to meet with them to figure out how to combine their data into one accessible system because they share a common goal and the data is bigger than the individual apps.
Our second profile of developers who have contributed apps to federal challenges. The first profile was on Brad Larson.
Bio: Curtis Chang is the CEO and founder of Consulting Within Reach (CWR), a firm that works predominately with nonprofits and government agencies. He maintains expertise in the realm of social entrepreneurship and innovation, writing for both the Skoll Foundation’s Social Edge and Stanford Social Innovation Review.
App in Focus: Homeless SCC
Federal Citizen App Program: FCC and Knight Foundation Apps for Communities Challenge
Recognition: 2nd Prize
Description of the App: Frontline agency staff members during the referral process enter the profile of a client which then matches them to a provider that best serves their needs. The application shares useful information on how to reach service providers, up to date services available, while also tracking all referrals made. Ultimately, it streamlines the process for homeless referrals, and captures useful information for service providers and government agencies to better collaborate.
Who is the App Intended to Serve: The target audience for the Homeless SCC app is frontline staff assisting the homeless, as well as the government and philanthropic agencies.
Why was the app developed: The motivation for the app stemmed from the widespread recognition that many of the most challenging social issues are complex, constantly changing, and often have duplication. The organizations serving the County’s homeless had little data compiled, and furthermore had little idea what others were doing. The app emerged as a response to the understanding that the public sectors and these organizations need a rational way to better collaborate; having data is essential to planning and collaborating effectively. CWR developed the app with funding from private sources with an interest in homelessness. CWR is a private entity, therefore although they conduct work seeking to improve and address challenges in society, they must also think about how to cover development costs.
How was the availability of the app communicated to potential users: CWR worked with the County, who endorsed the application but did not mandate its usage. There was no real incentive for usage. To these ends, the consulting firm produced and conducted several presentations, individual reach-outs/visits, and mobilized a ‘sales team’. This was gauged as partially successful.
What were the key lessons learned during the development of the app: 1) There is a need for someone (e.g. a foundation, influencer, etc) or public agency with a big stick or a big carrot, or even better both with the authority to mandate and build urgency to ultimately spur usage of the application. 2) The amount of work it took to publicize and market the app is not seen as the best method moving forward. The consulting firm itself ate the cost of these efforts. It is not a sustainable process to have the developers themselves hitting the pavement. 3) The technology was the easiest part, building a coalition and getting the app in the hands of users is challenging. Public agencies should provide support and access to their networks for diffusing apps into communities. 4) Public agencies should do more to stay involved with the app developers after competitions so as to learn from their efforts, support them, and work on future iterations of the app.
What recommendations do you have for government agencies that are trying to incentivize the creation of citizen apps and the leveraging of open data programs:
- Cash-prizes very important. Usually these apps have been developed out of some cause-motivation or low-budget gig. Nice to have development costs covered by prize winnings.
- Follow-up motivation and commitment on the part of federal agencies to publicize and market these apps.
- Federal programs need to market the apps submitted, as app developers are looking at this as a viable marketing platform.
- Don’t put property rights on the apps developed for the competition. Too much burden.
- Public agencies who collaborate foundations to develop challenges is seen as attractive.
- As a consulting firm, they target competitions where a suitable app is already developed. Developing an app for a particular competition is pretty risky.
What do you plan on doing next with the Homeless SCC app, and your interest in app development for tackling social and technical problems: The Homeless SCC app model has already been replicated in Northern California and its outdoor youth programs. In this case, organizations and programs are mandated to use the app. In addition, Santa Clara County has expressed interest in developing a similar application for networking local church services for recently released prisoners.