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Peacekeeping Week 6 Hacking for Diplomacy

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Stanford University
Stanford University

Peacekeeping Week 6 Hacking for Diplomacy

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H4P “Assessing the effectiveness of Peacekeeping Forces” Christos Makridis, Shira McKinlay, Amanda Parker Weekly Interviews: 4 on skype and 6 on phone Our team is working with the Pol-Mil Bureau to developing: (i) an enabling tool for aggregating key qualitative insights in real-time, and (ii) a systematic and standardized framework for evaluating whether the funds the U.S. provides for bilateral support are helping to achieve the desired outcomes. “OK, I absolutely love this!”
Weekly Customer Discovery Hypotheses • Decision-makers want accessible information that can be condensed to a series of graphs • Buy-in requires empowering the “intermediary” personnel to make their work more efficient and effective for feeding info up the org ladder • Most of the data needed to make this reality is available, but currently in awkward and hard to access formats Experiments • We developed a revised report and shared it with additional key partners and stakeholders • We developed a mock-up application with the information that could be inputted in lieu of the content-heavy Trip Reports Results • Refined metrics and outputs • Socialized the concept for our new data framework • Tentative technology solution that applies an already existing platform
Mission Model Canvas *Proof of concept in priority area, followed by Evaluation, adjustment and global implementation Beneficiaries Mission AchievementMission Budget/Costs Buy-In/Support Deployment Value PropositionKey Activities Key Resources Key Partners -GPOI manager -APRRP manager -OSD Humanitarian assistance managers -Stabilization Ops PK manager OSD -PKO stability & Humanitarian Asst. -M&E Contractors -UNDPKO Head of Department *Analytical assessment to justify appropriate funding & allocation *Helps fulfill XO and policy priority *Effective and efficient deployment of resources *Provides situational awareness for training *Provides reliability indicator as to data. *Ease of data collection *Saves time and resources *Addresses recognized UN deficiency & adhere to mandate *UN DPKO *Administrators of All Partners Access Network (APAN) *US Inst. Of Peace *Regional Orgs (Global combatant center) *DOD Contractors *Local Governments *Peacekeepers *World Bank (in partnership with UN DKPO) *Chief of Peace Operations Capacity Building Division. *Director of the Office of Programs and Initiatives *Deputy Assistant Secretary/Assistant Secretary Pol-Mil * Identify breadth of the data * Determine type of data & need for prog. eval. * Work w/ agency to improve data sharing *Program participants *APAN knowledge master *Other agency data teams for sharing & possible site expansion *Software engineering *Possible augmentation to existing APAN Help-Desk *Systematic process for program evaluation that becomes automated and routine for every bilateral transfer and partnership *Improved reliability of collated information
Media NGOs UN DPKO Congress Exec NSC Pol-Mil Bureau GPOI Directors SHA DOD M&E Contractors Interagency COCOMS Partner Nation Country Team PK Troopers IO Bureau
Work flow Inputters Peace Star D.C. PK Cohort (e.g., PM in DOS & OSD in DOD) Users Considerations 1. People 2. Funding 3. Product 4. Time
Buy-in (Graphical) Asst. Sec Dep. Asst. Sec. Director of PM Programs & Initiatives Chief of Peace Operations Capacity Building Decision memo Outline briefing Stakeholders: COCOMS & Embassies
Buy-in (Narrative) Assistant Secretary From a high-level organizations perspective, the secretary understands that, while cables and trip reports still serve a purpose, they have become restrictive, time consuming, and burdensome. The reporting requirements affect employee engagement and morale, and they do not even serve their intent of aggregating information (since there is no efficient storage capabilities nor a means of converting the text to data). By introducing a comprehensive data architecture, we also address a need on their end over the desire to be perceived as innovative and data-driven (rather than subjective). Director of PM Programs and Initiatives We take the stress out of large-scale evaluation of programs and initiatives by introducing a greater role for data and an automated data collection strategy. Whereas previously many resources (often hidden) are allocated towards collecting information, we lighten the load so that more efforts can be allocated towards auditing partner countries and focusing on large scale strategy (e.g., how to better coordinate efforts with UN). We also allow the analysis to take place real-time, rather than waiting many days for a report to arrive. We make submitting data via the PeaceStar mobile app straightforward and quick. Chief of Peacekeeping Operations & Capacity Building We directly influence how information flows into her office. One of the major challenges is consolidating and synchronizing efforts. If we can make her job easier—that is, helping employees better coordinate and access information—that is less time she needs to allocate towards calling people on the phone, checking into projects, and, more generally, investing political capital to acquire information that would otherwise be in the hands of a few. We also make her role easier by empowering employees to add information in any part of the supply chain, helping them see how they can influence the end outcomes.
Get-Keep-Grow - Ensure that the hand-off is implemented properly - Small wins with attainable and explicit goals - Improve the product functionality at a proportional rate as their problem is changing - Show how the product can solve more of their problems - Talk to more people to build referrals - Monitor inputs and ensure that the system is sufficiently adaptable - Advertise success stories of the technology and what it enabled users to achieve - Create interagency bridges so tech can cross agencies - Word of mouth sharing Viral loop
Value Canvas (PKO Program Director) Jane, mid 40s, 15+ yrs exp in gov, savvy Gain Creators • Clear reports with easily assembled information • Improved allocation of resources • Likelihood of self sufficiency in TCCs (avoids misallocation) Products and Services • Established metrics to determine inputs • Data assembled in accessible and concise report Pain Relievers • Information to advocate for funding located in a centralized hub • Reduces burdens on staff to manually seek out information and track down specific people Gains • Clear reports to justify funding • Fulfills executive policy priorities • Capacity building in TCCs Pains • Inadequate information to advocate for funding • Lack of resources (e.g., funds / expertise) Customer Jobs • Allocate finite resources • Direct information into platform
Value Canvas (M&E Contractors) Joe, development experience, data expertise or field experience (retired military) Gain Creators • Clear reports with easily assembled information Products and Services • Established metrics to link inputs and outputs • Data assembled in accessible and concise report Pain Relievers • Fewer resources to complete reports • Reliability of information built into quantitative analysis Gains • Easy to assemble and reliable information • Less time and effort to report for accurately assessing programs Pains • Difficult to determine reliable information • Lack of resources (e.g., funds / expertise) Customer Jobs • Provides inputs for completing reports
Value Canvas (UN DPKO) Jeff, contractor, retired military, early 50s, impatient w/ bureaucratic processes Gain Creators • Easy to use non-technical platform with accurate and clear assessment of mandate compliance Products and Services • Data assembled in easy formats • Established metrics linking inputs to outputs Pain Relievers • Resources will be directed in a more efficient way • Improved decision-making reduces casualties and improves morale with participating countries • Increases stability and country sustainability in the long-run Gains • Properly monitoring missions raises support and transparency • Allows for greater focus on missions most likely to succeed, as well as avoid catastrophes Pains • Misdirected resources • Lack of resources (e.g., funds / expertise) • Political instability Customer Jobs • Provides inputs for assessing compliance with UN mandates
The PeaceStar Metrics: A Sample Report
The PeaceStar Metrics: A Sample Report
The PeaceStar Metrics: A Sample Report
The PeaceStar Metrics: A Sample Report
PeaceStar Mobile
PeaceStar Mobile
PeaceStar Mobile
PeaceStar Mobile
PeaceStar Mobile
PeaceStar Mobile

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Peacekeeping Week 6 Hacking for Diplomacy

  • 1. H4P “Assessing the effectiveness of Peacekeeping Forces” Christos Makridis, Shira McKinlay, Amanda Parker Weekly Interviews: 4 on skype and 6 on phone Our team is working with the Pol-Mil Bureau to developing: (i) an enabling tool for aggregating key qualitative insights in real-time, and (ii) a systematic and standardized framework for evaluating whether the funds the U.S. provides for bilateral support are helping to achieve the desired outcomes. “OK, I absolutely love this!”
  • 2. Weekly Customer Discovery Hypotheses • Decision-makers want accessible information that can be condensed to a series of graphs • Buy-in requires empowering the “intermediary” personnel to make their work more efficient and effective for feeding info up the org ladder • Most of the data needed to make this reality is available, but currently in awkward and hard to access formats Experiments • We developed a revised report and shared it with additional key partners and stakeholders • We developed a mock-up application with the information that could be inputted in lieu of the content-heavy Trip Reports Results • Refined metrics and outputs • Socialized the concept for our new data framework • Tentative technology solution that applies an already existing platform
  • 3. Mission Model Canvas *Proof of concept in priority area, followed by Evaluation, adjustment and global implementation Beneficiaries Mission AchievementMission Budget/Costs Buy-In/Support Deployment Value PropositionKey Activities Key Resources Key Partners -GPOI manager -APRRP manager -OSD Humanitarian assistance managers -Stabilization Ops PK manager OSD -PKO stability & Humanitarian Asst. -M&E Contractors -UNDPKO Head of Department *Analytical assessment to justify appropriate funding & allocation *Helps fulfill XO and policy priority *Effective and efficient deployment of resources *Provides situational awareness for training *Provides reliability indicator as to data. *Ease of data collection *Saves time and resources *Addresses recognized UN deficiency & adhere to mandate *UN DPKO *Administrators of All Partners Access Network (APAN) *US Inst. Of Peace *Regional Orgs (Global combatant center) *DOD Contractors *Local Governments *Peacekeepers *World Bank (in partnership with UN DKPO) *Chief of Peace Operations Capacity Building Division. *Director of the Office of Programs and Initiatives *Deputy Assistant Secretary/Assistant Secretary Pol-Mil * Identify breadth of the data * Determine type of data & need for prog. eval. * Work w/ agency to improve data sharing *Program participants *APAN knowledge master *Other agency data teams for sharing & possible site expansion *Software engineering *Possible augmentation to existing APAN Help-Desk *Systematic process for program evaluation that becomes automated and routine for every bilateral transfer and partnership *Improved reliability of collated information
  • 4. Media NGOs UN DPKO Congress Exec NSC Pol-Mil Bureau GPOI Directors SHA DOD M&E Contractors Interagency COCOMS Partner Nation Country Team PK Troopers IO Bureau
  • 5. Work flow Inputters Peace Star D.C. PK Cohort (e.g., PM in DOS & OSD in DOD) Users Considerations 1. People 2. Funding 3. Product 4. Time
  • 6.
  • 7. Buy-in (Graphical) Asst. Sec Dep. Asst. Sec. Director of PM Programs & Initiatives Chief of Peace Operations Capacity Building Decision memo Outline briefing Stakeholders: COCOMS & Embassies
  • 8. Buy-in (Narrative) Assistant Secretary From a high-level organizations perspective, the secretary understands that, while cables and trip reports still serve a purpose, they have become restrictive, time consuming, and burdensome. The reporting requirements affect employee engagement and morale, and they do not even serve their intent of aggregating information (since there is no efficient storage capabilities nor a means of converting the text to data). By introducing a comprehensive data architecture, we also address a need on their end over the desire to be perceived as innovative and data-driven (rather than subjective). Director of PM Programs and Initiatives We take the stress out of large-scale evaluation of programs and initiatives by introducing a greater role for data and an automated data collection strategy. Whereas previously many resources (often hidden) are allocated towards collecting information, we lighten the load so that more efforts can be allocated towards auditing partner countries and focusing on large scale strategy (e.g., how to better coordinate efforts with UN). We also allow the analysis to take place real-time, rather than waiting many days for a report to arrive. We make submitting data via the PeaceStar mobile app straightforward and quick. Chief of Peacekeeping Operations & Capacity Building We directly influence how information flows into her office. One of the major challenges is consolidating and synchronizing efforts. If we can make her job easier—that is, helping employees better coordinate and access information—that is less time she needs to allocate towards calling people on the phone, checking into projects, and, more generally, investing political capital to acquire information that would otherwise be in the hands of a few. We also make her role easier by empowering employees to add information in any part of the supply chain, helping them see how they can influence the end outcomes.
  • 9. Get-Keep-Grow - Ensure that the hand-off is implemented properly - Small wins with attainable and explicit goals - Improve the product functionality at a proportional rate as their problem is changing - Show how the product can solve more of their problems - Talk to more people to build referrals - Monitor inputs and ensure that the system is sufficiently adaptable - Advertise success stories of the technology and what it enabled users to achieve - Create interagency bridges so tech can cross agencies - Word of mouth sharing Viral loop
  • 10. Value Canvas (PKO Program Director) Jane, mid 40s, 15+ yrs exp in gov, savvy Gain Creators • Clear reports with easily assembled information • Improved allocation of resources • Likelihood of self sufficiency in TCCs (avoids misallocation) Products and Services • Established metrics to determine inputs • Data assembled in accessible and concise report Pain Relievers • Information to advocate for funding located in a centralized hub • Reduces burdens on staff to manually seek out information and track down specific people Gains • Clear reports to justify funding • Fulfills executive policy priorities • Capacity building in TCCs Pains • Inadequate information to advocate for funding • Lack of resources (e.g., funds / expertise) Customer Jobs • Allocate finite resources • Direct information into platform
  • 11. Value Canvas (M&E Contractors) Joe, development experience, data expertise or field experience (retired military) Gain Creators • Clear reports with easily assembled information Products and Services • Established metrics to link inputs and outputs • Data assembled in accessible and concise report Pain Relievers • Fewer resources to complete reports • Reliability of information built into quantitative analysis Gains • Easy to assemble and reliable information • Less time and effort to report for accurately assessing programs Pains • Difficult to determine reliable information • Lack of resources (e.g., funds / expertise) Customer Jobs • Provides inputs for completing reports
  • 12. Value Canvas (UN DPKO) Jeff, contractor, retired military, early 50s, impatient w/ bureaucratic processes Gain Creators • Easy to use non-technical platform with accurate and clear assessment of mandate compliance Products and Services • Data assembled in easy formats • Established metrics linking inputs to outputs Pain Relievers • Resources will be directed in a more efficient way • Improved decision-making reduces casualties and improves morale with participating countries • Increases stability and country sustainability in the long-run Gains • Properly monitoring missions raises support and transparency • Allows for greater focus on missions most likely to succeed, as well as avoid catastrophes Pains • Misdirected resources • Lack of resources (e.g., funds / expertise) • Political instability Customer Jobs • Provides inputs for assessing compliance with UN mandates
  • 13. The PeaceStar Metrics: A Sample Report
  • 14. The PeaceStar Metrics: A Sample Report
  • 15. The PeaceStar Metrics: A Sample Report
  • 16. The PeaceStar Metrics: A Sample Report