The Masses are Critical: What Institution-Backed Mass Collaboration Has Taught Us About Solving Complex Problems

Mass collaboration, a process which taps into the creative capacity of the multitudes to engage in complex problem spaces, has unique benefits for institutions concerned with engaging large numbers of individuals. Recent experience with government -convened hackathons has generated insights into the methods and instruments utilized to design effective mass collaboration efforts.

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1. THE MASSES ARE CRITICAL What Institution-Backed Mass Collaboration Has Taught Us About Solving Complex Problems
3. Significant advances in communication technologies in the last two decades have opened possibilities for institutions to engage the masses in ways which were no doubt impossible for Jefferson to imagine nearly two-hundred years ago, and the public is eagerly seizing these opportunities. Beyond simply sharing information, for example, people have arranged crowdsourcing and crowdfunding endeavors to coordinate the information and resources of vast numbers of participants spontaneously and quickly. Yet beyond coordination, today’s technological capability allows for the creation of spaces in which the energies of the multitudes are augmented through collaborative engagement. Examples of such mass collaborations include Wikipedia, wiki communities and open platform development, all of which are becoming increasingly commonplace. Indeed, mass collaborative work is rapidly becoming the norm for an increasing segment of the population. With the rising awareness of the inherent complexity of a variety of social, economic and environmental problems which do not respect human-created boundaries, the question is often asked: how can the talents, perspectives and energies of the a greater number and diversity of people be channeled in a collaborative endeavor both to understand and address today’s challenges? Given the increasing availability of technology and the developing cultural milieu, institutions are uniquely positioned to leverage and to lead such collaborations. Just in the last year, governmental agencies played a leading role in the field of mass collaboration by convening two of the most significant recent hackathon efforts globally: the International Space Apps Challenge and the National Day of Civic Hacking, discussed in detail below. Hackathons emerged in the mid to late 2000s and represent one possible form of mass collaboration, taking the shape of rapid prototyping events where large numbers of technologists and others use their expertise to address pressing issues, often through the creation of technological solutions such as mobile phone applications. Mass collaborations are often technology-enabled, however, they need not always produce new technologies. They could deal with advancing thinking in a field of endeavor, producing new forms of art or co-creating collective action plans. Examples may include charettes or participatory budgeting which engage large numbers of people. SecondMuse’s experiences in technology-focused endeavors provide a lens through which to reflect on mass collaboration in general. INTRODUCTION 3
4. Addressing challenges through a mass collaborative effort, as compared to, say, a small research team, has the potential to catalyze a massive infusion of creativity and stimulate a variety of approaches to solutions. In this light, mass collaboration is appropriate when solving problems with a degree of complexity that requires multiple perspectives. These are often instances which require innovative understanding not only of potential solutions but also of the problems themselves. Thus, a collaborative process itself is often helpful to build shared understanding of a particular issue among multiple institutions and individuals. This requires that the problem or challenge be relevant to the convening institution, yet also of deep interest to the public. Mass collaboration, typically vast in its geography and participation, is especially beneficial when various players have distinct and, though not always readily observable, complementary resources. If, for example, one agency has valuable datasets, another has an engaged community following, and a third has a robust digital platform, they can combine those resources in support of the mass collaboration. Also, when the work of solving a challenge can be distributed among several teams, mass collaboration can more effectively leverage larger numbers of participants and thus bring, in addition to a wider variety of expertise, perspectives and backgrounds, the elements of efficiency and distributed experimentation. As far as the specific scale implied by “mass”, most of the experiences drawn from for this document are cases in which hundreds or thousands of individuals were involved. Mass collaboration should be distinguished from cooperative or coordinated methods and approaches to engage masses of individuals such as crowdfunding and crowdsourcing, since these often lack the co-creative element embedded in any collaboration. This co-creative element entails an iterative process in which ideas are shared, built upon, and reformulated. Crowdsourcing may, at best, aggregate ideas, but it does not entail any iteratively creative process. Another oft-touted approach to open innovation is innovation inducement prizes, such as NASA’s Centennial Challenges and DARPA’s Grand Challenges. This approach typically involves a government agency selecting a challenge and carefully crafting a question and context before putting out a call for novel solutions, the best of which win prizes. Mass collaboration takes a slightly different tactic, effectively integrating open innovation into the asking of the question itself, and then inviting thinking external to the context of the problem to solve the problem. Ideas are thus re-formed within every step of the process in a mass collaboration. More recent experience in this space also indicates ways in which these ideas, which become prototypes, can be scaled into viable products or services. WHEN IS A MASS COLLABORATION 4 APPROACH APPROPRIATE?
5. An early example of a mass collaborative endeavor is Random Hacks of Kindness (RHoK), which formed in 2009. RHoK was initially developed in collaboration with Google, Microsoft, Yahoo!, NASA and the World Bank (and later HP) as a volunteer mobilization effort to build technology that would enable communities to respond better to crises such as natural disasters. Over several years, the RHoK volunteer community grew and experimented with self organization. The RHoK community leveraged technology to address global challenges through both sustained engagement and periodic hackathon sprints. Experience with RHoK led to other targeted mass collaboration opportunities such as Code4Country (an example of 21st century diplomacy designed to build bonds between the U.S. and Russia through a collaborative weekend of tech development in support of government transparency), a WaterHackathon, the Central American Domestic Violence Hackathon and collaborations convened by the World Bank to address targeted development challenges. The International Space Apps Challenge and the National Day of Civic Hacking built upon these experiences and are illustrated in the following brief case studies. International Space Apps Challenge Bolstered by learning from their engagement with RHoK, in 2012, NASA and SecondMuse led an initiative that eventually included the involvement of over 400 partner institutions to join in a new mission: tapping into collective genius across the globe to solve challenges focused on improving life on Earth and in space more quickly and effectively. Preparation for the events included a great deal of work defining challenges, identifying available datasets and considering how best to leverage the energy and interests of the public to solve the challenges. Structure The organizers (NASA and SecondMuse) structured the Space Apps collaboration as a centrally led global effort composed of independent local events. This gave participants a contextualized personal experience that could also be networked across nations, cultures and disciplines. Space Apps prioritized a bottom-up community creation model that empowered all of the participants to connect with each other around the challenges and projects they worked on. The organizers invested in and mentored specially- selected local leads. These, in turn, engaged and supported their local participants. Such a coordinated yet distributed approach enabled the event to build on local strengths and to scale on minimal resources without losing a common vision. Local teams found their own partners, raised their own support and shaped their own unique challenge focuses. As a result, each local team approached its event with a different perspective, giving it a flavor unique to its culture and experience. Just as the construction and maintenance of the International Space Station is an intentionally international endeavor, the Space Apps Challenge similarly engaged the development of unified global teams. These were created using a matchmaking system. Full time dispatch staff manned digital channels to help build global teams based on interest and experience, and networking challenge leads from different nations encouraged global perspectives where work was “handed” around the globe as the sun rose and set on different countries, 5 WHAT CAN MASS COLLABORATION LOOK LIKE?
6. allowing teams to advance much further during the limited timeframe. For example, a team would form using the matchmaking system, formulate a collective plan via online conference, and then subsets of the team would implement the plan in their respective locations, each morning building upon the accomplishments of the subset working before them. Examples of Projects Several local teams approached their events with different perspectives, giving them a flavor unique to their culture and experience. For example, in Port- au-Prince, Haiti, high school students built simulators to explore and experience sustainable living. Jakarta, Indonesia, held satellite events in outlying villages where they judged projects over the phone. Kathmandu, Nepal, focused on engaging extremely low-income students with science, technology, engineering and mathematics. Toronto, Canada, engaged 150 primary school students in a parallel youth-focused challenge. In Athens, Greece, a team developed a modular spinach greenhouse designed to survive the harsh Martian climate. Thanks to the global matchmaking system, collaboration could occur across projects. The Growers Nation project sought to cultivate unused land in UK for local gardening, and the Pineapple Project to improve agricultural planning in Africa and South America. Jointly led by London- and San Francisco-based project managers, teams in Dominican Republic, UK, US, Chile and Kenya, as well as a number of virtual participants, collaborated to draw upon NASA satellite data to develop a unified agricultural, climate and topography database. These teams then built two apps: one for matching rural farmers to locally-suitable tropical fruit varieties and the other to help communities find land for community gardening. Pineapple Project went on to get awards at the USAID Food Security hackathon and Growers Nation is an ongoing funded effort by the UK Met Office. Communication Technology Developing a virtual community requires the right technology. Internet-based tools permitted communication, data-sharing and the exchange of ideas within and across Space Apps locations spanning the globe. Large and small IRC and Skype chat groups, for example, allowed for instant dissemination of information across the globe. Live streaming video allowed participants worldwide “virtual windows” into each other’s cities, making Space Apps a truly worldwide engagement for everyone. These tools also resulted in one-third of the final project submissions coming from teams that included at least one virtual member. Engaging the Masses The first Space Apps Challenge took place in 2012, in 25 locations around the world. In 2013, that number increased more than threefold with quadruple the number of attendees to include over 9,000 global citizens, making it the largest hackathon to date. Over 400 organizations participated, including six US federal agencies. Altogether, the event engaged approximately 60,000 person-hours of effort dedicated to addressing 58 challenges. Outcome Over the course of a few days, individuals collaborated to create software, hardware and data visualization innovations resulting in 770 solutions. Roughly fifteen times more mobile apps were developed over the course of the weekend than NASA itself had ever published. In addition, the event generated a great deal of enthusiasm and investment in exploration, thereby strengthening a community of explorers. In addition, the Challenge marked a shift in the way NASA interacts with the public and conducts its mission. Instead of limiting exploration and discovery to the governmental engineer, scientist, or astronaut, all citizens are empowered to contribute to a mission greater than themselves. Strong interest on the part of institutions as well as the development of an enthusiastic international community has paved the way for a third event which is intended for 2014. 6
7. National Day of Civic Hacking Inspired by the success of the first International Space Apps Challenge in 2012, SecondMuse and several partners wanted to see how mass collaboration could go beyond the scope of NASA’s mission. How could it be used to solve the challenges of the nation – for communities and their governments at all levels? Within weeks of the first Space Apps Challenge in 2012, conversations between SecondMuse and the White House Office of Science and Technology Policy highlighted potential for mass collaboration to further implement the President’s Innovation Agenda and promote open government, digital strategy and open data initiatives. Code for America, Innovation Endeavors and Random Hacks of Kindness joined SecondMuse as members of the leadership team to oversee the initiative. After months of planning, which included careful challenge definition and cataloging available data resources, National Day of Civic Hacking took place on the weekend of June 1-2, 2013. Structure Similar to the International Space Apps Challenge, the team structured National Day as highly decentralized, allowing local organizers and participants to engage in diverse ways of their own design. The national strategy and operational leadership were tightly led, giving cohesion to the national initiative while allowing the decentralized events to flourish and engage with each other through a common platform, brand, organizational strategy and overall approach. Engaging the Masses National Day, like Space Apps only two months before, pushed the envelope to become the largest mass collaboration in history. Over 11,000 citizens representing government, businesses, nonprofits and individuals participated in more than 95 civic hacking events in 83 cities across the United States. The effort engaged approximately 150,000 person- hours dedicated to civic tech work over the weekend alone and stimulated interest to engage in similar endeavors in several other countries as well. Using self-reported wage rates, these hours were valued at approximately $11 million. Examples of Projects National Day demonstrated that public and private investment in civic hacking initiatives is an effective means to spark innovation and foster economic growth. Local innovators used federal and local data to develop a myriad of solutions to 31 federal challenges as well as numerous state and local government challenges. Projects utilizing federal data included Urban Fruit.ly, an urban forager app out of Los Angeles, and a Consumer Financial Protection Bureau complaint data visualization intended to aid businesses in understanding their markets. Projects that leveraged local data included Keep Austin Fed from Austin, TX, to coordinate food donations for those in need; and Parks, Trails, and Waterways Mapping from Akron, OH, which leveraged state parks data to engage prospective users. Examples of Collaborations Civic hacking has value both for its outputs, such as apps, and also for the collaborations it stimulates. National Day motivated many new, strong collaborations. As examples, the Technology Association of Georgia coordinated the planning of seven diverse events across the state, and the organizers from Rockaway Beach, NY, and Tulsa, OK, connected through OpenFEMA to identify needs and create tools for emergency search and rescue efforts. Some of the strongest civic hacks were those that engaged a diversity of people with different backgrounds, perspectives and expertise. As an example, two educators attended the Portland event to pitch Oyster, a career guidance project. They connected with developers who had no education background but were able to look at Oyster with a keen eye for technical detail, resulting in a great deal of growth and learning that put the two educators on the path to creating their own startup. Scaling Many hackathons are criticized for a lack of follow- through on development of promising prototypes. National Day addressed this with the Innovation Pipeline, an acceleration initiative organized by 7
8. SecondMuse and Intel, the headlining sponsor of National Day. Of the hundreds of projects created or associated with National Day, dozens were taken through a three stage interview process which considered social impact and viability, among other things. Six projects were ultimately selected for a six month mentorship, support and acceleration program. For example, at the Minneapolis National Day event, a team of five individuals met for the first time and created MSPBus.org, an app for tracking Minneapolis buses. Their project gained local traction, and the team was selected for the Innovation Pipeline whose mentorship, advice and support have led to the transformation of MSPBus.org into a startup called OMG Transit. OMG Transit seeks to create unique value in the transit application space across the world by providing multi-modal directions augmented by user-generated travel data. The design being tested for the 2013 Innovation Pipeline can be refined and scaled for future civic hacking initiatives to help bridge the gap between the hackathon event and the creation of sustainable products or services. National Day of Civic Hacking will take place again in 2014, and will be integrated with the Innovation Pipeline process from the beginning to provide an end-to-end innovation process for high-potential civic technology solutions. 8
9. Sustained engagement in mass collaboration over the past few years has yielded significant learning around some of the processes, briefly outlined below, that have proven most effective for engaging citizens and generating meaningful collaboration. Landscape Analysis A landscape analysis is the first step, revealing any past attempts to mobilize broad participation to address similar challenges: who has tried this before, what has succeeded, and what has failed? Stakeholder Engagement Each collaborative relationship serves as a brick in the foundation of a strong mass collaboration initiative. Involving stakeholders at the early stages in co- creation, taking an inclusive and transparent approach and actively incorporating feedback and input allow for collaborative vision building, leading to greater ownership and resulting impact. Learning what each actor can contribute and hopes to gain from the process helps leverage diverse talents and resources to accelerate collective progress. Strategic Design In any mass collaboration there are points where the collective participants should be free to direct the nature and course of the collaboration, as well as intervals where a robust structure or facilitation is necessary. Strategic design refers to a systematic and intentional approach toward process, entailing the creation of a flexible framework that will support the stakeholders and participants in addressing the challenges put forward while balancing the objectives of the organizers and the needs of the community. Effectively, that involves: • Identification of motivations and needs of the participants themselves and the development of a clear shared-value proposition that will empower them conceptually to take ownership of the challenges. • A detailed plan for creation and execution of the collaboration, from enumeration of the roles and responsibilities of all actors—organizing entities on down to participants themselves—to a clear timeline of milestones, deliverables and guidelines on tools and methods of engagement at each stage of the process. • A long-term view from the outset, with focus on ensuring commitments to follow-up or avenues for implementation are in order to facilitate impact and maintain credibility for future engagements. • A process for active monitoring of the community and the progress of the collaboration, enabling organizers to know when facilitation or curation is needed to redirect, focus or narrow the scope of a collaboration A Collaborative Ethos Many initiatives attempting to harness the power of the masses inadvertently disincentivize the very collaboration they seek to foster. Developing a collaborative ethos means expressly designing the initiative to incentivize collaboration and openness, to tap into intrinsic sources of motivation and to value the power of collective action. One example of this is the design of prizing. Whereas high dollar prizes 9 HOW CAN A MASS COLLABORATION PROCESS UNFOLD?
10. 10 can draw significant media attention and interest from those seeking to win such prizes, it also disincentivizes any collaboration between teams. When the focus of the design is on having an impact, teams tend to help each other out, and there is a more widespread cross- fertilization of ideas. Challenge Definition Effective collaboration requires well-defined challenges. Defining challenges is often a collaborative process which involves facilitating shared understanding between subject matter experts, who deeply grasp the context of a challenge but may lack experience with relevant tools, and the participants (designers, technologists and creative thinkers of all varieties) who need a deepened understanding of that context to bring their external thinking, creativity and technical knowledge to bear on a solution. The experience of SpaceApps and National Day demonstrated that engaging partners early in the challenge definition process increases everyone’s level of commitment. Once defined, challenges must be rigorously reviewed and refined with the specific dynamics of the mass collaboration in mind. It is also important to ensure all necessary data are available, so that challenges are accessible to the participants, and solution-prototyping is accelerated. Toolbox When collaboration involves interaction among diverse networks of citizens, government agencies, non-profits, corporations and other stakeholders who may be geographically distributed around the globe, the communication methods and tools used by the entire community must be carefully considered. Soliciting input from target participants in building the toolbox, including the nature of any digital presence, can be very effective in identifying tools that are already in use by the community and require minimal effort to put in place for a new collaboration. Execution Execution includes outreach to the intended participants, engaging in the collaboration itself over the defined period, as well as compiling and sharing the resulting ideas, solutions or data. The execution of the collaborative event itself, whether a short term physical gathering or a few weeks of intensive virtual work, is a peak of activity in the cycle of the overall mass collaboration. However the completion of the event is far from the close of the collaboration. In fact, the most critical work is still to come. Scaling Scaling entails implementation of the results of the collaboration into viable products and/or services. It may involve follow-up commitments from a diversity stakeholders beyond the organizers themselves. The implementation end-game should be planned from the outset, however, so that opportunities can be thoroughly explored, potential partners prepared for the work to come, and the plans publicized to participants. Such forethought sets the initiative up for success by defining clear avenues for development when the influx of creative prototypes and ideas occurs. Knowing the collaboration is purposeful and that the organizers are planning paths to impact will result in a higher level of engagement from participants and stakeholders alike throughout the duration of the mass collaboration.
11. In addition to the learning about relevant processes, the last few years of engagement in mass collaboration initiatives, as well as the more recent outcomes of Space Apps and National Day of Civic Hacking, highlight a set of clear benefits and challenges institutions in the public sector can expect from a mass collaboration experience. The following are some of the benefits: Engages Citizens Institution-driven mass collaborations directly enable increased civic participation and knowledge-building about the institution’s mission. Through collaboration, participants increase the quality and impact of their contributions. Incentivizes Use of Government Data As institutions push to make data available to the public, mass collaboration can increase the usefulness of that data by creating products from it, as well as inform and streamline future data collection processes. Increases Transparency Engaging citizens in the process of addressing public concerns educates them about the work done by institutions and advances efforts to meet public expectations of transparency. Increases Efficiency Mass collaboration requires some up-front work to create a framework for action, but once in place, this framework enables more effective community engagement with governmental and non- governmental agencies, increasing the efficiency of addressing challenges and implementing solutions in a short time frame. Sources Ideas Widely Engaging people from a variety of sources allows agencies to tap into a broad diversity of creative thought and energy. Complemented with a structured curation process, this diversity of inputs can be a sustained source of innovation for addressing challenges. Engages Private Sector Innovation Processes Mass collaborations enable agencies to experiment with processes commonly attributed to the private sector like rapid-prototyping and consumer-focused design in a low-cost, low-risk environment with high potential for reward. Increases Ownership of Outcomes When people have engaged in a collaborative process of problem solving, they naturally have a greater stake in the outcome. Put simply, larger numbers engaged in the process increases the sense of community ownership. Also, when spearheading new policies or initiatives, the support of a knowledgeable community can be an important factor in long-term success. Improves Awareness of Issues Engaging the populace in addressing challenges of public concern increases awareness of the issues and develops an active citizenry. As a result, governmental 11 WHAT ARE SOME BENEFITS AND CHALLENGES OF MASS COLLABORATION?
12. 12 and non-governmental efforts to address challenges are bolstered by improved public perception and license to operate. Saves Money By providing data and structures to the public and allowing them to build and iterate on plans and prototypes, mass collaboration gives agencies a chance to harness the power of open innovation with minimal time and funds. Harnesses Cognitive Surplus The advent of online tools allowing for distributed collaboration enables citizens to use their free time incrementally toward constructive activities, amplifying small time investments by each individual into vast creative endeavors. Through spearheading mass collaborations, institutions can directly impact the investment of thousands of individual effort hours by citizens across the country toward constructive projects that benefit local communities and the nation. Although the benefits can be significant, agencies planning to lead mass collaborations should be aware of the following challenges: Investing Time & Effort A mass collaboration is most effective when it is not a one-time event. From the up-front investment in building a collaboration of supporting partner organizations, creating a robust framework for action, developing the necessary tools and defining the challenges presented, to the event aftermath and investment in implementation and scaling of the most promising results, a substantial amount of time is required to secure long term commitment and strong relationships. Forging an Institution-Community Relationship The relationship between convening body and mass collaboration participants is rarely static. Throughout the course of most engagements, the power dynamic between the organization providing the frameworks and challenges and the groupings of individuals responding to the call to action can shift dramatically as the community incorporates the endeavor into their collective identity. Sustainability- minded conveners should embrace these changes, as they are the fundamental building blocks for self- sustaining mass collaboration communities. Once a firmly entrenched collective identity and sense of ownership have been successfully transferred to mass collaboration participants, the convening organization can fully tap into the collective genius of the masses, as they will now be working together based on trust and shared vision. In the absence of community ownership, organizers will often find themselves needing to routinely increase the time, energy and resources needed to keep their initiative moving forward as well as battle against volunteer fatigue, diminished productivity and substandard overall output. Focusing Follow-Up Turning a massive infusion of creative ideas, concepts and prototypes into concrete solutions requires a process of focused follow-up. Separating the wheat from the chaff and then nurturing the most promising seeds to fruition is a process requiring time, discrete skills, insight and, depending upon the nature of the solutions being scaled, support from external organizations representing a variety of sectors and disciplines. Understanding ROI Any resource-intensive endeavor where only a few of numerous resulting products actually ever see the light of day demands deep consideration of what constitutes a reasonable return on investment. For mass collaborations, this means an initial understanding of the potential tangible and intangible outcomes and a frank assessment of whether those outcomes meet the needs the of the collaborators.
13. Much remains to be learned about mass collaboration and how institutions can use this approach to open innovation effectively. Many institutions have learned how to arrange hackathons as rapid- prototyping events typically focused on software and app development where teams of individuals collaborate under the aegis of an inter-institutional framework. While powerful in their own right and stimulating meaningful action across a wide spectrum of citizens, these are often events with as yet unrealized systemic impact potential. To this end, the next frontier includes effectively engaging large numbers in a collaborative process over a longer term in a way that is more deeply and effectively integrated into the operation of institutions. This will require learning about expanding mass community enthusiasm and identity development through time. It will also require developing institutional capacity to respond and adapt to a rapidly changing landscape of collaborative ideas and products. Along these lines, we must learn how to reduce the risk (actual or perceived) of commitment to the implementation of the products of mass collaboration beyond just the event. For institutions to utilize responsibly the output of mass collaborations, the paradigm has to shift from a limited focus on events and marketing activities to include the demanding work of community building. Much also needs to be learned about how better to incorporate the co-creative element in the mass collaborative process. Experience with hackathons has demonstrated how collaboration can occur between institutions or among team members focused on a particular challenge. However, the degree to which collaboration occurs between these teams, for example, which could include spanning states or even countries in the world, can still be expanded. SpaceApps demonstrated an advancement in co- creation with its matchmaking system and is planning adjustments to include more variables which will enable more effective formation of global teams in future events. Technological developments in the last century have enabled relationships among individuals and institutions to blossom into a rich and complex tapestry. Advances in crowdsourcing have demonstrated how multitudes of individuals may be enabled to coordinate their efforts to contribute to a common goal. Advances in mass collaboration via hackathons have demonstrated that these same multitudes can not only contribute but co-create solutions to advance a general aim. Yet, the co- creative potential of the human race to address its complex challenges has yet to be fully tapped. In the years to come, it is only by engaging in an iterative process of learning that institutions will be able to foster communities in which individuals feel empowered to collaborate toward the creation of a better world. 13 WHAT IS THE NEXT FRONTIER FOR MASS COLLABORATION?
14. SecondMuse is a firm that specializes in using collaboration to solve complex problems. We believe in working closely with our clients to design the strategies, find the partners and organize the effort needed for real, sustainable solutions. Our work spans the public and private sector for clients that include Google, Intel, Rio Tinto, Nike, Nestle, NASA, USAID, US Department of State, and the World Bank. We have extensive experience in the design and implementation of multi-stakeholder initiatives that have engaged hundreds of client organizations simultaneously throughout the world to solve public-good challenges. With a team based in North America, Europe, Central America, Australia and Asia, SecondMuse has become internationally known for delivering cutting-edge innovations, partnerships and solutions. Our work has been highlighted by UN Secretary-General Ban Ki-moon, Former US Secretary of State Hillary Clinton, and has won numerous awards including the World Bank’s Sustainable Development Project of the Year and Harvard’s Top Innovations in American Government Award. ABOUT SECONDMUSE 14