Challenge Design Workshop(s)
The Global Knowledge Initiative
Facilitated by:
I
Unpacking the Development Challenge
What is the Market Failure we seek to address and why does it persist?
Identify 2-4 reasons why or barriers that is keeping the market failure in place.
Challenge/�Market Failure
Considering
Program Design
Options
Worksheet
What are the Market Failures we see?
Problem Framing
Identify 2-4 bright spots that is a signal of change?
Start
Clarifying Value, Objectives, Outcomes
Data, Insights, Learning
Design or Ideas
Recognition
Engagement, Collaboration or Capacity
Early Stage Solutions
Late Stage Solutions
Dissemination/�Impact
Risk and Investment
High
Low
Number of Solutions
Low
High
Competition Sponsor Primary Objective
Potential Outcomes of Incentive Challenges
Viable system shifts with Incentive Competitions!
6
What are the Objectives are you trying to achieve with the program?
Objective Setting
Prioritized Objectives
Considering
Program Design
Options
Worksheet
What is the Value we are trying to create across different levels in the system?
Value Identification
For Society:
For the Network:
Solver Teams:
For the donor or sponsor:
Value Addition
Considering
Program Design
Options
Worksheet
For individuals:
II
SOLVERS, INCENTIVES AND REWARDS
Who are the solver participant segments that that is best placed to take action/solve? Who will be eligible?
Participant Targeting
Target Participants
Considering
Program Design
Options
Worksheet
What motivates the target participants? What rewards would incent participation and action?
Motivations & Incentives
Participant Motivation
Considering
Program Design
Options
Worksheet
NON-FINANCIAL
What rewards do we have access to that would be meaningful to achieve objectives and incentivize solvers
Motivations & Incentives
FINANCIAL
Controllable
Rewards
Considering
Program Design
Options
Worksheet
III
SOLUTION SELECTION
Incentive challenges can catalyze innovation and so much more…
Services
Products
Systems
GKI | 2021
Spaces
Innovation can be used to describe some things that are needed to drive systems change: but what else might you want to incentivize?
Shifts that cause Systems Change: FSG Six Conditions of Systems Change
Policies: Government, institutional, and organizational rules, regulations, and priorities that guide the entity’s own and others’ actions.
Practices: Espoused activities of institutions, coalitions, networks, and other entities targeted to improving social and environmental progress. Also within the entity, the procedures, guidelines or informal shared habits that comprise their work.
Resource Flows: How money, people, knowledge, information, and other assets such as infrastructure are allocated and distributed.
Relationships & Connections: Quality of connections and communication occurring among actors in the system, especially among those with differing histories and viewpoints.
Power Dynamics: The distribution of decision-making power, authority, and both formal and informal influence among individuals and organizations.
Mental Models: Habits of thought – deeply held beliefs and assumptions and taken-for-granted ways of operating that influence how we think, what we do, and how we talk.
Source: FSG Evaluating System Change Efforts. Where to Start. Webinar February 2020
Policies
Practices
Resource Flows
Relationships & Connections
Power Dynamics
Mental Models
Structural Change
Relational/ Transactional
Transformational
What is the “solution” or “action” we seek?
Solutions Scan
Type of Solutions
Considering
Program Design
Options
Worksheet
What are the attributes of viable or successful solution? (either already in the market or needed)
Solutions Criteria
Criteria for Judging
Considering
Program Design
Options
Worksheet
Who is best placed to validate the solutions?
Credible Judges
Credibile Judges
Considering
Program Design
Options
Worksheet
Program Phasing
How many phases will you construct? And what is the purpose of each?
What stage gates make sense for this model
Selection Phases
Concept Note Intake
Full Application Intake
Eligibility Screen I
Eligibility Screen II
Concept Note Review
Break
Full Application Review
Break
In-Person Interview
Partnership Planning
Design Phase
While you can run a competition without partners, they are more effective with partners.
Sponsoring Partners
Invests financial resources, provides expertise and networks, guides strategic direction, and identifies new opportunities for programming and investment.
Resource Partners
A partner who commits to supporting the overall program objective and aligns their existing efforts or co-invests in new activities (the investment can be in-kind).
PARTNERSHIP ARRANGEMENTS
There are numerous partnership types and arrangements you can integrate into your prize competition:
Partnership Arrangements
IV
Competition Planning
Solver Targeting
Outreach and communications strategy:
How do you want the public to engage with your prize:
Campaign approach:
Solution Collection
METHOD OF COLLECTING IDEAS
Judging and Selection
What is your evaluation criteria?
How are you addressing program and institutional goals (ie gender inclusivity, sustainability, environmental impact)?
How would you like to conduct your judging process?
Awards-Incentives
Financial: Purse Distribution Considerations
Financial: Prize Size Considerations
Non-Financial incentives (directly provided, outsourced or networked):
Acceleration and Other Value-Add Rewards
Critical or Optional? To what extent are acceleration activities critical to helping competition winners achieve the strategic objective?
Juncture and Duration? At what point in time and for how long should acceleration activities take place?
Award Terms and Management? How will acceleration activities become part of or separate from the awards? Acceleration activities can operate as part of awards if written into the terms, can be an additional and/or optional set of activities that complement the award, or can operate as an independent set of activities.
Access? What will trigger winners’ access to acceleration activities? Will decisions about who receives acceleration support be made on an individual case-by-case basis or for an entire cohort of winners? Is there differentiated support based on the stage of innovation or geography? Will costs be covered by a portion of the award, through cost-share, or through additional funding from USAID or Partners?
V
Other Implementation Considerations
PRIZE PROCESSES AND TIMELINES
| Ideation, Recognition, Engagement/ Delivery | Ideation, Recognition | Point Solution | Point Solution | Point Solution, Engagement/ Delivery |
Application Process | Single application submission process. | Concept note + select few invited to submit full application. | Concept note + select few invited to submit full application. Finalists invited to testing/ prototype (can design multiple testing stages). | Concept note + select few invited to full intake. Application + semi-finalists invited to testing. Finalist refinement + finalists final testing. | Concept note + select few invited to full intake application. Semi-finalist testing + finalist refinement + final testing + paired partner implementation. |
Length of Intake/ Evaluation/ Testing | 1 – 3 months | 1-6 months | 6-21 months | 6-21 months | 12-24 months |
Funding Stages Options | Full prize purse delivered at program conclusion | Full prize purse delivered at program conclusion | Some seed funding after full intake to encourage prototype development. Final purse delivered at program end. | Some seed funding after full intake to encourage prototype development. Final purse delivered at program conclusion. | Some seed funding after full intake to encourage prototype development. Additional funding to support implementation tweaks. Final purse delivered based on the most successful field implementation |
Various Models
BUDGET
A prize budget should address the following:
Prize Budget Elements
MONITORING & EVALUATION
Monitoring and Evaluation revisits the technical design question of “what does success or an ideal outcome look like?” and answers if the prize and solution(s) contributed to that goal
Desired Outcome | Example Short-Term Metric | Example Longer-Term Metric |
Attract new actors to field or context (engagement) | % of participants (and winners) who have never previously worked in given field or context | % of participants continuing to work in field or context after life of prize |
Build global communities to foster collaboration (engagement) | # of participants, # of countries represented | # of new partnerships (formal or informal) among participants continuing after life of prize |
Develop specific, needed technologies or solutions (innovation or technical area) | % improvement in performance by winning solution/technology over previous standard | # of people that access solution or technology *Plus specific impact measures of solution/technology |
Stimulate markets | $ value of product sold or delivered during course of prize | % increase in consumption and/or production of product or service *Plus specific impact measures of access to product or service |
Monitoring and Evaluation
Determining your program goals for the innovation in turn influence your intellectual property considerations:
What are program goals:
Who is paying for the innovation?
Who is distributing the innovation?
Once you determine your program goals, various Intellectual Property arrangements are available to you
Sample Intellectual Property regimes:
Engage your RLA and OAA in the process
➲ We can share sample language for all Intellectual Property scenarios!
Intellectual Property
TIMELINE
Some considerations in developing the timeline for implementing the prize:
Timeline and Workplan
Date
Must Dos
Resources
Public Launch and Landing Page
Full Call & Platform
Recruitment and Approvals
Eligibility, Judging & Selection and Award Preparation
Winner Announcement & Disbursement
Phase
VII
Other Resources
External Resources