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for more information. The America COMPETES Reauthorization Act of 2010 (COMPETES) provides prize authority to the head of each federal agency. In 2017, COMPETES was amended with the passage of the American Innovation and Competitiveness Act of 2017.
+ The America COMPETES Reauthorization Act of 2010 (COMPETES) provides prize authority to the head of each federal agency. In 2017, COMPETES was amended with the passage of the American Innovation and Competitiveness Act of 2017.
- As described in the M-10-11 memo "Guidance on the Use of Challenges and Prizes to Promote Open Government" several considerations are applicable when determining the authority under which a prize competition may be conducted at an agency. These considerations and approaches may include direct statutory to conduct prizes, grants and cooperative agreements, procurement authority, other transaction authority, or partnership authority. As described in the M-10-11 memo "Guidance on the Use of Challenges and Prizes to Promote Open Government" several considerations are applicable when determining the authority under which a prize competition may be conducted at an agency. These considerations and approaches may include direct statutory to conduct prizes, grants and cooperative agreements, procurement authority, other transaction authority, or partnership authority. The America COMPETES Reauthorization Act of 2010 (COMPETES) and the American Innovation and Competitiveness Act (AICA) require the White House Office of Science and Technology Policy to produce a biennial report to Congress on the activities carried out under these authorities. This report highlights how government agencies use prize competitions and challenges (PC&Cs) and crowdsourcing and citizen science (CCS) activities to engage with members of the public to innovate, drive scientific discovery, and solve important problems. Reporting on related activities conducted under other authorities is voluntary and also included. If you’re a federal employee with a great idea or public solver who wants to share your expertise, the Challenge.Gov team is here to support you. Contact team@Challenge.Gov, sign up for our newsletter, or follow us on social media: Twitter @ChallengeGov, Facebook @ChallengeGov. If you’re a federal employee with a great idea or public solver who wants to share your expertise, the Challenge.Gov team is here to support you. Contact team@Challenge.Gov, sign up for our newsletter, or follow us on Facebook @ChallengeGov.
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From 040b461db4e19f4c0233ccee0d1364f0e401de90 Mon Sep 17 00:00:00 2001
From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com>
Date: Thu, 11 Jul 2024 08:22:57 -0500
Subject: [PATCH 04/47] Update resources.md
Updated first link on the list for consistency
---
pages/toolkit/resources.md | 2 +-
1 file changed, 1 insertion(+), 1 deletion(-)
diff --git a/pages/toolkit/resources.md b/pages/toolkit/resources.md
index 034e2eccf..4a78590c9 100644
--- a/pages/toolkit/resources.md
+++ b/pages/toolkit/resources.md
@@ -9,7 +9,7 @@ title: Toolkit - Resources
White House, Office of Management and Budget (OMB), and Government-Wide Guidance
-
-
-
Who are you?
-My name is Tim K. Mackey, and I am the co-founder and CEO of [S-3 Research LLC](https://www.s-3.io/). I’m essentially a researcher-turned-entrepreneur with the help of the U.S. government through the SUD Startup Challenge award and the [NIDA Small Business Innovation Research (SBIR) program](https://sbir.nih.gov/nida/index). I am also a current associate professor at UC San Diego where I teach and research on global health, health technology, and public policy. +My name is Tim K. Mackey, and I am the co-founder and CEO of [S-3 Research LLC](https://www.s-3.io/){:target="_blank"}. I’m essentially a researcher-turned-entrepreneur with the help of the U.S. government through the SUD Startup Challenge award and the [Small Business Innovation Research (SBIR) program](https://nida.nih.gov/funding/small-business-innovation-research-sbir-technology-transfer-sttr-programs){:target="_blank"}. I am also a current associate professor at UC San Diego where I teach and research on global health, health technology, and public policy. **What is the name of your company, where is it located, and what does it “do”?** @@ -50,11 +50,11 @@ My background is primarily academic, though I also worked over a decade in the p **What inspired you to focus on Substance Use Disorders?** -The scourge of the opioid epidemic and its toll on society is real and acute. I’ve been studying illegal sales of drugs online my whole career, and when the opioid epidemic hit, we saw a flood of diversion go online. I was inspired first as a Master’s student at UC San Diego when I went to a graduate seminar where a woman named Francis Haight talked about the tragedy of losing her teenage son, Ryan Haight, when he purchased Vicodin online and overdosed. Subsequently, [Federal legislation was passed in his name](https://www.congress.gov/110/plaws/publ425/PLAW-110publ425.pdf) to make it illegal to sell controlled substances online. From that point on, I decided that fighting illegal online sales of drugs would be one of my core goals as a researcher. +The scourge of the opioid epidemic and its toll on society is real and acute. I’ve been studying illegal sales of drugs online my whole career, and when the opioid epidemic hit, we saw a flood of diversion go online. I was inspired first as a Master’s student at UC San Diego when I went to a graduate seminar where a woman named Francis Haight talked about the tragedy of losing her teenage son, Ryan Haight, when he purchased Vicodin online and overdosed. Subsequently, [Federal legislation "Ryan Haight Online Pharmacy Consumer Protection Act of 2008"](https://www.congress.gov/110/plaws/publ425/PLAW-110publ425.pdf){:target="_blank"} was passed to make it illegal to sell controlled substances online. From that point on, I decided that fighting illegal online sales of drugs would be one of my core goals as a researcher. **How did you hear about NIDA’s SUD Startup Challenge and why did you decide to apply?** -We heard about the challenge after participating in the HHS 2017 Opioid Code-a-Thon after being invited to form a team by a colleague formally at the U.S. Centers for Disease Control and Prevention. We were chosen as a finalist but didn’t win one of the three prizes, however, this gave us the opportunity to learn about the Challenge award and we applied.
+We heard about the challenge after participating in the HHS 2017 Opioid Code-a-Thon after being invited to form a team by a colleague formally at the U.S. Centers for Disease Control and Prevention. We were chosen as a finalist but didn’t win one of the three prizes, however, this gave us the opportunity to learn about the Challenge award and we applied.
FUTURE
**What has transpired for you and your company since winning the competition?** -We’ve gone on an exciting journey from winning the Challenge, starting up our company, submitting our fast track SBIR Phase I & II proposal, getting it awarded, finishing up our Phase I and the [NIH I-Corps program](https://sbir.cancer.gov/programseducation/icorps), and now going through the transition to a possible Phase II. It has been a wild ride, including several published papers, visits to key stakeholders (including staffers on the Hill and the White House Drug Czar), some great media coverage, and lots of pitch sessions. Through it all, our interdisciplinary team of public health professionals, computer scientists, policy wonks, and researchers have explored many other issues involving illicit trade on the Internet (including wildlife trafficking, other fake goods, and as mentioned, fake COVID-19 treatments). The HHS Code-a-thon and competition was just the start, and we are certain the journey will continue to be both challenging and exciting. +We’ve gone on an exciting journey from winning the Challenge, starting up our company, submitting our fast track SBIR Phase I & II proposal, getting it awarded, finishing up our Phase I and the [NIH I-Corps program](https://sbir.cancer.gov/programseducation/icorps){:target="_blank"}, and now going through the transition to a possible Phase II. It has been a wild ride, including several published papers, visits to key stakeholders (including staffers on the Hill and the White House Drug Czar), some great media coverage, and lots of pitch sessions. Through it all, our interdisciplinary team of public health professionals, computer scientists, policy wonks, and researchers have explored many other issues involving illicit trade on the Internet (including wildlife trafficking, other fake goods, and as mentioned, fake COVID-19 treatments). The HHS Code-a-thon and competition was just the start, and we are certain the journey will continue to be both challenging and exciting. **Have you successfully competed for NIDA Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) Funding? Or any other federal funding?** @@ -111,4 +111,4 @@ Keep going with your ideas and innovation. Though we’ve had success with the c **Is there anything else that you’d like to share that we haven’t asked you?** -I just want to express my thanks to all the people at the NIH and specifically the NIDA SBIR program. They are the reason why our innovation is being translated into something that will directly impact people’s lives, and hopefully, help bring an end to this terrible opioid epidemic.
\ No newline at end of file +I just want to express my thanks to all the people at the NIH and specifically the NIDA SBIR program. They are the reason why our innovation is being translated into something that will directly impact people’s lives, and hopefully, help bring an end to this terrible opioid epidemic.
From a27a43c00e5f9deaf8e41d5f58a95b86cc0a8cf8 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 11 Jul 2024 14:03:22 -0500 Subject: [PATCH 08/47] Update 2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md Typo fix --- ...2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md b/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md index 116b4e0ad..da486d710 100644 --- a/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md +++ b/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md @@ -78,7 +78,7 @@ Dr. Koustova really encouraged us to put in the hard work of following a format **Can you share any stories of how your winning solution has affected someone’s life for the better?** -Our solution protects consumers, but we rarely get to see the fruits of our labor as we pass on our surveillance results to law enforcement and regulators to take action. That said, we are doing quite a bit of work now on fake and counterfeit COVID-19 products being sold online,(["COVID-19 scam reports, by the numbers"](https://www.consumer.ftc.gov/blog/2020/04/covid-19-scam-reports-numbers){:target="_blank"}). We know that our efforts will help address one part of this pandemic, and we hope our solution ensures that the public is not harmed or scammed at this critical time for all of us. +Our solution protects consumers, but we rarely get to see the fruits of our labor as we pass on our surveillance results to law enforcement and regulators to take action. That said, we are doing quite a bit of work now on fake and counterfeit COVID-19 products being sold online, (["COVID-19 scam reports, by the numbers"](https://www.consumer.ftc.gov/blog/2020/04/covid-19-scam-reports-numbers){:target="_blank"}). We know that our efforts will help address one part of this pandemic, and we hope our solution ensures that the public is not harmed or scammed at this critical time for all of us.FUTURE
From c7f4efc37bd0aa6a6a6661ec02c74a91e024a704 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 11 Jul 2024 14:18:20 -0500 Subject: [PATCH 09/47] Update 2020-07-22-federal-crowdsourcing-community-responds-to-the-covid-19-emergency.md Updated links throughout --- ...nity-responds-to-the-covid-19-emergency.md | 22 +++++++++---------- 1 file changed, 11 insertions(+), 11 deletions(-) diff --git a/_posts/2020-07-22-federal-crowdsourcing-community-responds-to-the-covid-19-emergency.md b/_posts/2020-07-22-federal-crowdsourcing-community-responds-to-the-covid-19-emergency.md index 0cc53e1b7..f38141d00 100644 --- a/_posts/2020-07-22-federal-crowdsourcing-community-responds-to-the-covid-19-emergency.md +++ b/_posts/2020-07-22-federal-crowdsourcing-community-responds-to-the-covid-19-emergency.md @@ -13,7 +13,7 @@ author: Pierce McManus image: /assets/netlify-uploads/gettyimages-1220844647.jpg image_alt_text: Frontline medical workers --- -On January 31, 2020, the Secretary of Health and Human Services (HHS) **[declared a public health emergency](https://www.hhs.gov/about/news/2020/01/31/secretary-azar-declares-public-health-emergency-us-2019-novel-coronavirus.html)** for the entire United States to aid the nation’s healthcare community in responding to the 2019 novel coronavirus (COVID-19). +On January 31, 2020, the Secretary of Health and Human Services (HHS) declared a public health emergency for the entire United States to aid the nation’s healthcare community in responding to the 2019 novel coronavirus (COVID-19). In the weeks that followed, federal agencies and citizen-solvers alike heeded the call to fight the spread of this deadly disease, support healthcare workers on the frontline, and treat those stricken with COVID-19, through a vast number of rapidly scaled crowdsourcing and open innovation programs. @@ -24,16 +24,16 @@ In today’s blog post, we examine how the Department of Defense (DoD), the Depa margin-bottom: 1rem; ">Department of Defense (DoD) -In early April, the Army launched the **[xTech COVID-19 Ventilator Challenge](https://www.arl.army.mil/xtechsearch/competitions/covid-19-ventilator-challenge.html)**, issuing a call to innovators across the country to develop a low-cost, readily manufacturable emergency ventilator. The service sought a mid-size model that was not as large and expensive as those found in hospitals, but still capable of providing support longer than ambulatory transport versions. In part one of this fast-tracked, two-phase competition, innovators were asked to submit brief documentation and a short video that outlined the proposed technology, its technical viability, human and clinical risk factors, and how quickly it could be produced. +In early April, the Army launched the [xTech COVID-19 Ventilator Challenge](https://www.xtech.army.mil/competition/covid-19-ventilator-challenge/){:target="_blank"}, issuing a call to innovators across the country to develop a low-cost, readily manufacturable emergency ventilator. The service sought a mid-size model that was not as large and expensive as those found in hospitals, but still capable of providing support longer than ambulatory transport versions. In part one of this fast-tracked, two-phase competition, innovators were asked to submit brief documentation and a short video that outlined the proposed technology, its technical viability, human and clinical risk factors, and how quickly it could be produced. -Proposals that made it to the second round were awarded $5,000 each, with authors invited to virtually pitch concepts before an xTech COVID-19 panel of Army, medical, and manufacturing experts. On May 12, less than six weeks after the start of the competition, the Army announced the selection of **[five winning entries](https://www.arl.army.mil/xtechsearch/competitions/covid-19-ventilator-challenge.html)**, each receiving $100,000 to develop a concept prototype with the possibility of a follow-on contract to support additional production and deployment. +Proposals that made it to the second round were awarded $5,000 each, with authors invited to virtually pitch concepts before an xTech COVID-19 panel of Army, medical, and manufacturing experts. On May 12, less than six weeks after the start of the competition, the Army announced the selection of five winning entries, each receiving $100,000 to develop a concept prototype with the possibility of a follow-on contract to support additional production and deployment.Department of Health and Human Services (HHS)
-One of the first federal agencies to sponsor a pandemic-related competition was the Department of Health and Human Services (HHS). In late March, HHS’s Office of the National Coordination for Health Information Technology teamed up with a number of healthcare-focused organizations and businesses for the **[Pandemic Response Hackathon](https://datavant.com/pandemic-response-hackathon/)**, a three-day virtual collaboration that connected technologists with public health experts, doctors, and healthcare organizations with one goal in mind—mitigating the spread of COVID-19. More than 2,000 participants submitted over 230 project ideas that addressed various challenges of the healthcare crisis, from public health information sharing to keeping health workers safe. In the end, 18 projects were recognized for the strength of their submissions and will receive support to bring their product recommendations to market and implementation as quickly as possible. +One of the first federal agencies to sponsor a pandemic-related competition was the Department of Health and Human Services (HHS). In late March, HHS’s Office of the National Coordination for Health Information Technology teamed up with a number of healthcare-focused organizations and businesses for the Pandemic Response Hackathon, a three-day virtual collaboration that connected technologists with public health experts, doctors, and healthcare organizations with one goal in mind—mitigating the spread of COVID-19. More than 2,000 participants submitted over 230 project ideas that addressed various challenges of the healthcare crisis, from public health information sharing to keeping health workers safe. In the end, 18 projects were recognized for the strength of their submissions and will receive support to bring their product recommendations to market and implementation as quickly as possible. -Another consequence of the ongoing pandemic is the increased isolation and loneliness that comes with physical distancing to slow the spread of COVID-19, an aftereffect that takes a disproportionate toll on the health and safety of already at-risk populations such as older adults, people with disabilities, and veterans. Given the need to help all three groups feel socially engaged and connected to families, friends, communities and activities of interest, HHS’s Administration for Community Living—in partnership with the Federal Communications Commission, the Department of Veterans Affairs and the White House Office of Science and Technology Policy—recently launched the **[Mobilizing and Empowering the Nation and Technology to Address Loneliness & social isolation (MENTAL) Health Innovation Challenge](https://www.challenge.gov/challenge/MENTAL-health-social-isolation-challenge/)**. +Another consequence of the ongoing pandemic is the increased isolation and loneliness that comes with physical distancing to slow the spread of COVID-19, an aftereffect that takes a disproportionate toll on the health and safety of already at-risk populations such as older adults, people with disabilities, and veterans. Given the need to help all three groups feel socially engaged and connected to families, friends, communities and activities of interest, HHS’s Administration for Community Living—in partnership with the Federal Communications Commission, the Department of Veterans Affairs and the White House Office of Science and Technology Policy—recently launched the [Mobilizing and Empowering the Nation and Technology to Address Loneliness & social isolation (MENTAL) Health Innovation Challenge](https://www.challenge.gov/?challenge=mental-health-social-isolation-challenge){:target="_blank"}. The challenge is seeking solutions that assess socially isolated individuals and match them with appropriate technology tools and social engagement programming that best meet their needs. The challenge will compete in two phases with cash prizes awarded in each phase. The total prize award available is $750,000. The top two contenders will be asked to present their solution at CES 2021 and the winner will be announced at that Las Vegas event in early January 2021. The winning solution will become part of a public-private campaign to reach up to 10 million socially isolated older adults, people with disabilities, racial and minority populations and Veterans. @@ -44,20 +44,20 @@ The challenge is seeking solutions that assess socially isolated individuals and The Department of Veterans Affairs, in collaboration with the Massachusetts Institute of Technology and a host of other organizations, sponsored two virtual hackathons that focused on some of the most pressing challenges of the crisis. -Over two days in early April, more than 1,750 volunteers from 49 states and 96 countries assembled online via tools to participate in **[Beat the Pandemic](https://covid19challenge.mit.edu/beat-the-pandemic/)**. The goal? Develop innovative solutions that answered two critical needs: protecting vulnerable populations from the effects of COVID-19 and supporting hospitals that face a shortage of staff, supplies, and resources. In the span of 48 hours, 199 potential solutions were identified and a $20,000 prize purse was distributed among 40 teams with the most promising ideas. +Over two days in early April, more than 1,750 volunteers from 49 states and 96 countries assembled online via tools to participate in [Beat the Pandemic, the MIT COVID-19 Challenge](https://covid19challenge.mit.edu/beat-the-pandemic/){:target="_blank"}. The goal? Develop innovative solutions that answered two critical needs: protecting vulnerable populations from the effects of COVID-19 and supporting hospitals that face a shortage of staff, supplies, and resources. In the span of 48 hours, 199 potential solutions were identified and a $20,000 prize purse was distributed among 40 teams with the most promising ideas. -In late May, a follow-on event—**[Beat the Pandemic II](https://covid19challenge.mit.edu/beat-the-pandemic-2/)**—convened virtually to address the challenges of recovery and reopening by identifying possible ways that communities can safely return to a ‘new’ normal while simultaneously arming themselves against a resurgence of infections. In the end, 31 winning teams walked away with $500 each for their innovative solutions to problems ranging from how best to medically treat non-COVID patients during the pandemic to how to communicate unbiased and truthful information about the illness. Additionally, six teams from the previous hackathon, Beat the Pandemic, were recognized for furthering their ideas and making progress on their projects. These winners were each awarded $5,000 to help bring their solutions to life. +In late May, a follow-on event—Beat the Pandemic II—convened virtually to address the challenges of recovery and reopening by identifying possible ways that communities can safely return to a ‘new’ normal while simultaneously arming themselves against a resurgence of infections. In the end, 31 winning teams walked away with $500 each for their innovative solutions to problems ranging from how best to medically treat non-COVID patients during the pandemic to how to communicate unbiased and truthful information about the illness. Additionally, six teams from the previous hackathon, Beat the Pandemic, were recognized for furthering their ideas and making progress on their projects. These winners were each awarded $5,000 to help bring their solutions to life. -In early May, the VA’s Veterans Health Administration (VHA) Innovation Ecosystem put out a nationwide call to members of the engineering and design community to create innovative products that meet the needs of essential frontline workers when they launched the **[COVID-19 3D Maker Challenge](https://www.covid19makerchallenge.com/)**. In this particular competition, teams collaborated virtually for one week followed by a two-day make-a-thon event where they produced working prototypes of their solutions via rapid manufacturing processes like 3D printing. The yet-to-be-announced winners will have the opportunity to present their design at the Fall 2020 Innovation Experience (VHA iEx), an annual celebration of innovative thinking and design. Following a similar format, the VHA subsequently launched the **[COVID-19 Maker Challenge, Nursing Homes Edition](https://www.covid19makerchallenge.com/nursing-home/assisted-living-challenge)** in June to address the needs of healthcare workers fighting the pandemic in facilities where some of the nation’s most vulnerable populations reside. +In early May, the VA’s Veterans Health Administration (VHA) Innovation Ecosystem put out a nationwide call to members of the engineering and design community to create innovative products that meet the needs of essential frontline workers when they launched the COVID-19 3D Maker Challenge. In this particular competition, teams collaborated virtually for one week followed by a two-day make-a-thon event where they produced working prototypes of their solutions via rapid manufacturing processes like 3D printing. The yet-to-be-announced winners will have the opportunity to present their design at the Fall 2020 Innovation Experience (VHA iEx), an annual celebration of innovative thinking and design. Following a similar format, the VHA subsequently launched the COVID-19 Maker Challenge, Nursing Homes Edition in June to address the needs of healthcare workers fighting the pandemic in facilities where some of the nation’s most vulnerable populations reside. -In yet another approach to gaining a deeper insight into the effects of the disease, and, in particular, its impact on the nation’s aging veteran population, the VHA Innovation Ecosystem and the Food and Drug Administration launched the joint VHA Innovation Ecosystem and precisionFDA **[COVID-19 Risk Factor Modeling Challenge](https://precision.fda.gov/challenges/11)** in early June. In this competition, members of the scientific and analytics community were asked to develop machine learning and artificial intelligence models to predict COVID-19 health outcomes using synthetic veteran health records. Based on the findings of this challenge, additional risk and protective factors will be further investigated. Top performers will be publicly recognized, invited to contribute to a scientific manuscript, and may have the opportunity to present at a conference and continue their solution development with VHA Innovation Ecosystem. +In yet another approach to gaining a deeper insight into the effects of the disease, and, in particular, its impact on the nation’s aging veteran population, the VHA Innovation Ecosystem and the Food and Drug Administration launched the joint VHA Innovation Ecosystem and precision FDA [COVID-19 Risk Factor Modeling Challenge](https://precision.fda.gov/challenges/11){:target="_blank"} in early June. In this competition, members of the scientific and analytics community were asked to develop machine learning and artificial intelligence models to predict COVID-19 health outcomes using synthetic veteran health records. Based on the findings of this challenge, additional risk and protective factors will be further investigated. Top performers will be publicly recognized, invited to contribute to a scientific manuscript, and may have the opportunity to present at a conference and continue their solution development with VHA Innovation Ecosystem.National Aeronautics and Space Administration (NASA)
-The National Aeronautics and Space Administration (NASA) and a host of partners invited coders, entrepreneurs, scientists, designers, storytellers, makers, builders, artists, and technologists to participate in the **[Space Apps COVID-19 Challenge](https://covid19.spaceappschallenge.org/)**, an all-virtual, two-day, global hackathon that took place in late May. During a period of 48 hours, more than 15,000 participants from 150 countries created more than 2,000 virtual teams that used Earth observation and other open data to propose solutions to learn more about the virus and its spread, as well as a host of other pandemic-related challenges. As the Space Apps COVID-19 Challenge made evident, the unique capabilities of NASA and its partner space agencies in the areas of science and technology enable them to lend a hand during the global health crisis. +The National Aeronautics and Space Administration (NASA) and a host of partners invited coders, entrepreneurs, scientists, designers, storytellers, makers, builders, artists, and technologists to participate in the [Space Apps COVID-19 Challenge](https://covid19.spaceappschallenge.org/){:target="_blank"}, an all-virtual, two-day, global hackathon that took place in late May. During a period of 48 hours, more than 15,000 participants from 150 countries created more than 2,000 virtual teams that used Earth observation and other open data to propose solutions to learn more about the virus and its spread, as well as a host of other pandemic-related challenges. As the Space Apps COVID-19 Challenge made evident, the unique capabilities of NASA and its partner space agencies in the areas of science and technology enable them to lend a hand during the global health crisis.Conclusion
-As recent events have shown, in times of great crisis, federal agencies can tap into the country’s vast network of innovators, makers, and citizen-solvers to meet—and overcome—some of the most complex and unanticipated challenges of the day through rapidly scaled prize competitions. As the web platform that connects federal agencies with the public to crowdsource solutions to problems both big and small, Challenge.gov is proud to play an important role in the ongoing fight against this deadly disease.
\ No newline at end of file +As recent events have shown, in times of great crisis, federal agencies can tap into the country’s vast network of innovators, makers, and citizen-solvers to meet—and overcome—some of the most complex and unanticipated challenges of the day through rapidly scaled prize competitions. As the web platform that connects federal agencies with the public to crowdsource solutions to problems both big and small, Challenge.gov is proud to play an important role in the ongoing fight against this deadly disease.
From f734b23ab5fd17727fe017cbe1c376c68ff46dc0 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 11 Jul 2024 14:36:54 -0500 Subject: [PATCH 10/47] Update 2020-06-02-tracking-a-virus.md updated links throughout --- _posts/2020-06-02-tracking-a-virus.md | 10 +++++----- 1 file changed, 5 insertions(+), 5 deletions(-) diff --git a/_posts/2020-06-02-tracking-a-virus.md b/_posts/2020-06-02-tracking-a-virus.md index 8dfdc53f8..ddf6f57e0 100644 --- a/_posts/2020-06-02-tracking-a-virus.md +++ b/_posts/2020-06-02-tracking-a-virus.md @@ -17,11 +17,11 @@ Shaman has spent nearly two decades studying the effects of atmospheric conditio But today, the New York-based professor is tracking another virus. -On several weekly calls facilitated by the Centers for Disease Control and Prevention (CDC), Shaman and other researchers are discussing inference, operations forecasts and projections for COVID-19, the disease at the center of a global pandemic that has resulted in more than 349,095 deaths worldwide. +On several weekly calls facilitated by the Centers for Disease Control and Prevention (CDC), Shaman and other researchers are discussing inference, operations forecasts and projections for COVID-19, the disease at the center of a global pandemic that has resulted in more than 349,095 deaths worldwide. Shaman and his team know about infectious disease projections. -In 2014, they claimed the $75,000 top prize in the CDC’s Predict the Influenza Season Challenge. The prize competition challenged participants to develop more advanced, real-time flu forecasts to inform prevention strategies and control tactics. +In 2014, they claimed the $75,000 top prize in the CDC’s Predict the Influenza Season Challenge. The prize competition challenged participants to develop more advanced, real-time flu forecasts to inform prevention strategies and control tactics. The challenge launched in 2013, and at the time, forecasting the spread of influenza had not been considered particularly feasible in any sort of operational way, explains Matthew Biggerstaff, a research epidemiologist in the CDC’s Epidemiology and Prevention Branch, Influenza Division. @@ -42,7 +42,7 @@ The challenge launched in 2013, and at the time, forecasting the spread of influ The competition allowed CDC to see which research groups were working in the space and to evaluate then-state-of-the-art concepts, he says. -Just four years prior, the H1N1 influenza virus surged into a global pandemic. Between April 2009 and 2010, the CDC estimates the respiratory condition claimed the lives of 12,469 Americans and between 151,700 and 575,400 people around the world. +Just four years prior, the H1N1 influenza virus surged into a global pandemic. Between April 2009 and 2010, the CDC estimates the respiratory condition claimed the lives of 12,469 Americans and between 151,700 and 575,400 people around the world. H1N1's swift spread identified a critical gap—the ability to rapidly and accurately forecast the spread of illnesses and pandemics. @@ -56,7 +56,7 @@ Today, public health officials not only are familiar with the science, mathemati Shaman’s participation provided funds to support students and personnel in his laboratory, and helped his team gain visibility for follow-on research funding from agencies including the National Institutes of Health and the Department of Defense. -In fact, the CDC challenge opened the door for other competitions that followed, including the Defense Advanced Projects Research Agency (DARPA) CHIKV Challenge, a $150,000 competition which sought models for the spread of the chikungunya virus. +In fact, the CDC challenge opened the door for other competitions that followed, including the Defense Advanced Projects Research Agency (DARPA) CHIKV Challenge, a $150,000 competition which sought models for the spread of the chikungunya virus. Prize-winning University of Arizona professors Joceline Lega and Heidi Brown won that challenge for developing a mathematical model that forecasts the chikungunya infection case counts as the disease emerged. @@ -82,4 +82,4 @@ The number of rapidly spreading diseases over the past few decades shows the nee“I’d definitely call this an emerging science, and I think there’s still a lot to do,” Biggerstaff says. “Galvanizing this community through the [Predict the Flu Challenge] helped CDC lead this and put a stake in the ground that the agency thought this was an important area to invest in and be a part of.”
\ No newline at end of file +">“I’d definitely call this an emerging science, and I think there’s still a lot to do,” Biggerstaff says. “Galvanizing this community through the [Predict the Flu Challenge] helped CDC lead this and put a stake in the ground that the agency thought this was an important area to invest in and be a part of.” From 3a298b65fa2a99738b00f1ffcbc50465dd6b4d29 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:19:11 -0500 Subject: [PATCH 11/47] Update gear-center-challenge.md Updated links trhoughout --- .../case-studies/gear-center-challenge.md | 60 ++++++------------- 1 file changed, 18 insertions(+), 42 deletions(-) diff --git a/pages/toolkit/case-studies/gear-center-challenge.md b/pages/toolkit/case-studies/gear-center-challenge.md index e4c007997..49969e47f 100644 --- a/pages/toolkit/case-studies/gear-center-challenge.md +++ b/pages/toolkit/case-studies/gear-center-challenge.md @@ -24,15 +24,13 @@ title: Case Study - GEAR Center ChallengeScale new solutions to boldly tackle government's most complex management challenges.
Background
- The federal government is exploring how to better connect to the public, academia, and private industry to solve federal management challenges. One potential path in that pursuit is through a Government Effectiveness Advanced Research (GEAR) Center that uses applied research to improve mission delivery, citizen services, and stewardship of public resources, as proposed in Delivering Government Solutions for the 21st Century: Reform Plan and Reorganization Recommendations. + The federal government is exploring how to better connect to the public, academia, and private industry to solve federal management challenges. One potential path in that pursuit is through a Government Effectiveness Advanced Research (GEAR) Center that uses applied research to improve mission delivery, citizen services, and stewardship of public resources, as proposed in Delivering Government Solutions for the 21st Century: Reform Plan and Reorganization Recommendations. -Over the summer of 2019, the General Services Administration (GSA) and the Office of Management and Budget (OMB) ran a GEAR Center prize competition on Challenge.gov. The competition challenged problem solvers from the public, academia, and industry to build cross-sector, multidisciplinary teams to demonstrate the potential of the GEAR Center .Teams described - how they would tackle challenges facing the government as outlined in the President's Management Agenda (PMA).
+Over the summer of 2019, the General Services Administration (GSA) and the Office of Management and Budget (OMB) ran a GEAR Center prize competition on Challenge.gov. The competition challenged problem solvers from the public, academia, and industry to build cross-sector, multidisciplinary teams to demonstrate the potential of the GEAR Center. Teams described how they would tackle challenges facing the government as outlined in the
Goals
The challenge's goal was to test the GEAR Center model before investing further. Another goal was to see how the Center could help solve the federal government's current and future challenges.Results
-GSA and OMB ran a successful prize competition on Challenge.gov. Leaders from across federal agencies acted as judges, with GSA also tapping subject-matter experts (SMEs) from Cross-Agency Priority (CAP) Goal teams - and other government-wide initiatives.
+GSA and OMB ran a successful prize competition on Challenge.gov. Leaders from across federal agencies acted as judges, with GSA also tapping subject-matter experts (SMEs) from Cross-Agency Priority (CAP) Goal teams and other government-wide initiatives.
Forty-nine eligible GEAR Center project proposals came in from solver teams representing:
-
@@ -58,29 +56,18 @@ title: Case Study - GEAR Center Challenge
- team composition, and
- resource requirements
- Review and provide feedback on GEAR Center challenge description before opening day. @@ -110,28 +94,20 @@ title: Case Study - GEAR Center Challenge
- Participate in finalist presentations (Phase 3) and provide feedback on novelty of proposed approach, project feasibility, and other technical considerations.
- Review final selection of prize winners
- small businesses @@ -54,7 +54,7 @@ title: Case Study - GEAR Center Challenge
- security clearance reform
- team composition, and
- resource requirements
After an intense three-phase evaluation process, three grand-prize winners and five honorable mentions were selected. The grand-prize winners each received $300,000. There were no cash awards for the honorable mentions.
Grand-Prize Winners
-Cybersecurity Workforce Collaboration - Under this solution, a federal neurodiversity cyber workforce will be established to focus on training a particular federal agency to identify, hire, onboard, - train, support, and retain neurodiverse individuals for cyber positions. This pilot program will be facilitated by winning team members including George Mason University, Mercyhurst University, Rochester Institute - of Technology, University of Maryland, Drexel University, SAP, Specialisterne, DXC Dandelion Program, and the MITRE Corporation.
-Data for Impact - Currently, data on federally funded workforce, education, and human services programs are too often held in silos that prevent local, state, and federal agencies from assessing the - true impact of their joint service delivery. This solution, a collaboration between SkillSource Group and Third Sector Capital Partners, Inc., strives to improve government use of administrative data to measure - impact. This team will pilot an approach to integrate currently disparate data that builds on existing state data integration efforts. The team will use many administrative data sources to measure the impact of - Workforce Innovation and Opportunity Act (WIOA) services for Virginia Opportunity Youth with past involvement with the child welfare and/or criminal justice systems.
-Data and Evidence for Government and Academic Impact - This project aims to help 250 federal practitioners in Kansas City by customizing an existing training curriculum and recommending how to replicate - and scale it in other regions. This collaboration focuses on improving the use of evidence and data by the public sector workforce among the Johns Hopkins University Centers for Civic Impact, and Volcker Alliance's - Government-to-University Initiative, and the Mid-America Regional Council.
+Cybersecurity Workforce Collaboration - Under this solution, a federal neurodiversity cyber workforce will be established to focus on training a particular federal agency to identify, hire, onboard, train, support, and retain neurodiverse individuals for cyber positions. This pilot program will be facilitated by winning team members including George Mason University, Mercyhurst University, Rochester Institute of Technology, University of Maryland, Drexel University, SAP, Specialisterne, DXC Dandelion Program, and the MITRE Corporation.
+Data for Impact - Currently, data on federally funded workforce, education, and human services programs are too often held in silos that prevent local, state, and federal agencies from assessing the true impact of their joint service delivery. This solution, a collaboration between SkillSource Group and Third Sector Capital Partners, Inc., strives to improve government use of administrative data to measure impact. This team will pilot an approach to integrate currently disparate data that builds on existing state data integration efforts. The team will use many administrative data sources to measure the impact of Workforce Innovation and Opportunity Act (WIOA) services for Virginia Opportunity Youth with past involvement with the child welfare and/or criminal justice systems.
+Data and Evidence for Government and Academic Impact - This project aims to help 250 federal practitioners in Kansas City by customizing an existing training curriculum and recommending how to replicate and scale it in other regions. This collaboration focuses on improving the use of evidence and data by the public sector workforce among the Johns Hopkins University Centers for Civic Impact, and Volcker Alliance's Government-to-University Initiative, and the Mid-America Regional Council.
Honorable Mentions
Unlocking the Value of Government Data - Deloitte, Google, University of Maryland, and Datawheel collaborate to create pop-up data marketplaces.
Delivering the Workforce of the 21st Century - Launchcode's initiative to re-skill individuals for high needs jobs.
-Secure, Modern, and Mission-Capable Credentialing - This collaboration aims to improve the customer experience and efficiency of the credentialing process among its solvers, which include the Institute - for Defense Analyses, West Virginia Division of Homeland Security and Emergency Management, West Virginia National Guard, WVReady, University of Maryland-Center for Public Policy and Private Enterprise, and Marshall - University College of Information Technology and Engineering.
-Improving Grants Management Using Blockchain Technology - The MITRE Corporation team proposes demonstrating the benefits of a grants management operating model and blockchain-based Distributed Grants - Ledger using the joint efforts of private sector technology vendors, state government agencies, universities, and community-based service organizations.
+Secure, Modern, and Mission-Capable Credentialing - This collaboration aims to improve the customer experience and efficiency of the credentialing process among its solvers, which include the Institute for Defense Analyses, West Virginia Division of Homeland Security and Emergency Management, West Virginia National Guard, WVReady, University of Maryland-Center for Public Policy and Private Enterprise, and Marshall University College of Information Technology and Engineering.
+Improving Grants Management Using Blockchain Technology - The MITRE Corporation team proposes demonstrating the benefits of a grants management operating model and blockchain-based Distributed Grants Ledger using the joint efforts of private sector technology vendors, state government agencies, universities, and community-based service organizations.
Areas of Excellence
Running a Transparent and Effective Evaluation Process
The challenge was designed to run through three evaluation phases. This encouraged multiple types of solvers to participate given the low barrier to entry in their initial submission.
-As solver teams progressed through the evaluation process, they provided more detail on their project ideas. While multiple phases required more coordination and judging, they allowed for diverse judging panels who - offered multiple perspectives in their evaluations. They also enabled solver teams to address challenge requirements in more manageable segments.
+As solver teams progressed through the evaluation process, they provided more detail on their project ideas. While multiple phases required more coordination and judging, they allowed for diverse judging panels who offered multiple perspectives in their evaluations. They also enabled solver teams to address challenge requirements in more manageable segments.
Phase 1: Project Proposal
In the first phase, solvers submitted a two-page project proposal to scale or grow an existing initiative to deliver a relevant solution to a PMA-related challenge in one year. Solvers were asked to address the following:
-
@@ -89,19 +76,16 @@ title: Case Study - GEAR Center Challenge
The GEAR center challenge team hosted a webinar where PMA experts gave context on each of the PMA areas and helped answer questions. The team posted questions and answers from the webinar on the GEAR Center page on - Performance.gov.
-A panel of three judges used Phase 1 (P1) criteria (as stated in the challenge page) to evaluate 49 proposals and select 20 semifinalists to advance to the next phase.
+The GEAR center challenge team hosted a webinar where PMA experts gave context on each of the PMA areas and helped answer questions. The team posted questions and answers from the webinar on the GEAR Center page on Performance.gov.
+A panel of three judges used Phase 1 (P1) criteria to evaluate 49 proposals and select 20 semifinalists to advance to the next phase.
Phase 2: Project and GEAR Center Plan
In the second phase, the top 20 P1 solver teams were invited to submit a 10-page project plan and describe their ability to execute on it, as well as how this project would support a longer-term GEAR Center vision. They were asked to address the project plan and how easily they could do it, as well as GEAR Center model operation, impact, and sustainability. -The Gear Center challenge team hosted a second webinar to provide semifinalists more information on expectations for their submissions and to help answer questions. A panel of three judges (different from P1) used Phase - 2 (P2) criteria to evaluate 20 proposals and select 10 finalists to advance to the final round.
+The Gear Center challenge team hosted a second webinar to provide semifinalists more information on expectations for their submissions and to help answer questions. A panel of three judges (different from P1) used Phase 2 (P2) criteria to evaluate 20 proposals and select 10 finalists to advance to the final round.
Phase 3: Finalist Presentation
In the third phase, finalists presented their project proposals to a panel of federal executives, who were different from the judges from the first two phases.Teams presented their project proposals and engaged in an hour-long question-and-answer session with the judges. These sessions allowed judges to understand the innovation and the project feasibility, as well as whether the teams could deliver. The judges used Phase 3 criteria to evaluate presentations and select three grand-prize winning teams and five honorable-mention teams. The grand-prize winners each received $300,000, while no cash awards were given for honorable mention.Engaging Subject-Matter Experts Throughout the Challenge
Given the complex challenges targeted through PMA initiatives, we knew we needed input from SMEs working on those initiatives.
-The GEAR Center challenge team formed a network of CAP Goal team leaders and members, as well as other cross-government initiatives, to ensure the GEAR Center challenge would yield projects that would complement ongoing - efforts without duplicating them.
+The GEAR Center challenge team formed a network of CAP Goal team leaders and members, as well as other cross-government initiatives, to ensure the GEAR Center challenge would yield projects that would complement ongoing efforts without duplicating them.
This network was asked at several points to:
While engaging SMEs required extensive communications and coordination, their input was extremely valuable throughout the challenge. They were particularly helpful during Phase 2 and Phase 3 evaluations. Their deep - knowledge of specific initiatives helped determine proposed GEAR Center project feasibility and potential impact.
+While engaging SMEs required extensive communications and coordination, their input was extremely valuable throughout the challenge. They were particularly helpful during Phase 2 and Phase 3 evaluations. Their deep knowledge of specific initiatives helped determine proposed GEAR Center project feasibility and potential impact.
Communicating Effectively with Solver Teams
-Providing ongoing communications and guidance was essential for success. We used a dedicated email account to communicate with solver teams throughout the challenge about timing and next-step expectations to ensure - that our process was transparent. We also used online meeting tools to engage with solver teams during the evaluation process. We used webinars to clarify intent for the first two phases, provide more context on - the PMA initiatives with SME input, and answer solver team questions. During Phase 3, finalists could deliver their presentations to judges in person, virtually using an online meeting tool, or by combining the - two.
+Providing ongoing communications and guidance was essential for success. We used a dedicated email account to communicate with solver teams throughout the challenge about timing and next-step expectations to ensure that our process was transparent. We also used online meeting tools to engage with solver teams during the evaluation process. We used webinars to clarify intent for the first two phases, provide more context on the PMA initiatives with SME input, and answer solver team questions. During Phase 3, finalists could deliver their presentations to judges in person, virtually using an online meeting tool, or by combining the two.
Lessons Learned
Have a solid cross-functional team.
Throughout the challenge, we got the support of a highly capable and engaged cross-functional team. Our strategic communications partners helped us reach a wide range of quality solver teams from multiple sectors and to make clear announcements at key milestone events. The GEAR Center Challenge team’s general counsel provided timely legal advice throughout the challenge to ensure we conducted a transparent and sound process. Our budget office helped us to efficiently award payments to the three grand-prize winners. We engaged the budget office early in the process and had solver teams fill out necessary paperwork at the Phase 2 stage so that we could begin this financial clearance process early. The Challenge.gov team shared expert advice and best practices that helped us navigate every step of the challenge process.
Remember that communications clearances and approvals take time.
-While we stayed on schedule all the way up to the Phase 3 finalist presentations, we had some delays while clearing challenge results with key stakeholders. We told finalists of the delays during this period and worked - with our strategic communications partners and senior leaders to craft a clear announcement of challenge results. Once we completed the communications clearance process, we announced challenge results via multiple - channels.
+While we stayed on schedule all the way up to the Phase 3 finalist presentations, we had some delays while clearing challenge results with key stakeholders. We told finalists of the delays during this period and worked with our strategic communications partners and senior leaders to craft a clear announcement of challenge results. Once we completed the communications clearance process, we announced challenge results via multiple channels.
Challenge Type (Ideas)
-The GEAR Center was conceived as a way to promote innovation in support of the PMA. The GEAR Center Challenge project ideas showed how innovative cross-sector partnerships can transform government mission delivery, - service to citizens, and stewardship. By focusing the challenge on project idea proposals vs. solutions to specific problems, we were able to collect a diverse set of solver teams, given the broad scope and complexity - of PMA topics. This approach also helped us to better understand the types of projects and cross-sector partnerships that a GEAR Center would be best suited for.
+The GEAR Center was conceived as a way to promote innovation in support of the PMA. The GEAR Center Challenge project ideas showed how innovative cross-sector partnerships can transform government mission delivery, service to citizens, and stewardship. By focusing the challenge on project idea proposals vs. solutions to specific problems, we were able to collect a diverse set of solver teams, given the broad scope and complexity of PMA topics. This approach also helped us to better understand the types of projects and cross-sector partnerships that a GEAR Center would be best suited for.
Legal Authority
This competition was conducted by GSA under the authority of the America COMPETES Reauthorization Act of 2010 (15 U.S. Code § 3719) as amended by the American Innovation and Competitiveness Act of 2017.
Challenge Website
- https://www.challenge.gov/?challenge=gear-center-challenge + GEAR Center Challenge From d207a4dd517156b71a019d09d7c353cf405cf3ed Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:29:15 -0500 Subject: [PATCH 12/47] Update gear-center-challenge.md Formatting fix --- .../case-studies/gear-center-challenge.md | 28 +++++++++---------- 1 file changed, 14 insertions(+), 14 deletions(-) diff --git a/pages/toolkit/case-studies/gear-center-challenge.md b/pages/toolkit/case-studies/gear-center-challenge.md index 49969e47f..adc583761 100644 --- a/pages/toolkit/case-studies/gear-center-challenge.md +++ b/pages/toolkit/case-studies/gear-center-challenge.md @@ -26,12 +26,12 @@ title: Case Study - GEAR Center Challenge The federal government is exploring how to better connect to the public, academia, and private industry to solve federal management challenges. One potential path in that pursuit is through a Government Effectiveness Advanced Research (GEAR) Center that uses applied research to improve mission delivery, citizen services, and stewardship of public resources, as proposed in Delivering Government Solutions for the 21st Century: Reform Plan and Reorganization Recommendations. -Over the summer of 2019, the General Services Administration (GSA) and the Office of Management and Budget (OMB) ran a GEAR Center prize competition on Challenge.gov. The competition challenged problem solvers from the public, academia, and industry to build cross-sector, multidisciplinary teams to demonstrate the potential of the GEAR Center. Teams described how they would tackle challenges facing the government as outlined in the
Goals
The challenge's goal was to test the GEAR Center model before investing further. Another goal was to see how the Center could help solve the federal government's current and future challenges.Results
GSA and OMB ran a successful prize competition on Challenge.gov. Leaders from across federal agencies acted as judges, with GSA also tapping subject-matter experts (SMEs) from Cross-Agency Priority (CAP) Goal teams and other government-wide initiatives.
-Forty-nine eligible GEAR Center project proposals came in from solver teams representing:
+ Forty-nine eligible GEAR Center project proposals came in from solver teams representing:After an intense three-phase evaluation process, three grand-prize winners and five honorable mentions were selected. The grand-prize winners each received $300,000. There were no cash awards for the honorable mentions.
+ After an intense three-phase evaluation process, three grand-prize winners and five honorable mentions were selected. The grand-prize winners each received $300,000. There were no cash awards for the honorable mentions.Grand-Prize Winners
Cybersecurity Workforce Collaboration - Under this solution, a federal neurodiversity cyber workforce will be established to focus on training a particular federal agency to identify, hire, onboard, train, support, and retain neurodiverse individuals for cyber positions. This pilot program will be facilitated by winning team members including George Mason University, Mercyhurst University, Rochester Institute of Technology, University of Maryland, Drexel University, SAP, Specialisterne, DXC Dandelion Program, and the MITRE Corporation.
Data for Impact - Currently, data on federally funded workforce, education, and human services programs are too often held in silos that prevent local, state, and federal agencies from assessing the true impact of their joint service delivery. This solution, a collaboration between SkillSource Group and Third Sector Capital Partners, Inc., strives to improve government use of administrative data to measure impact. This team will pilot an approach to integrate currently disparate data that builds on existing state data integration efforts. The team will use many administrative data sources to measure the impact of Workforce Innovation and Opportunity Act (WIOA) services for Virginia Opportunity Youth with past involvement with the child welfare and/or criminal justice systems.
@@ -76,16 +76,16 @@ title: Case Study - GEAR Center ChallengeThe GEAR center challenge team hosted a webinar where PMA experts gave context on each of the PMA areas and helped answer questions. The team posted questions and answers from the webinar on the GEAR Center page on Performance.gov.
-A panel of three judges used Phase 1 (P1) criteria to evaluate 49 proposals and select 20 semifinalists to advance to the next phase.
+ The GEAR center challenge team hosted a webinar where PMA experts gave context on each of the PMA areas and helped answer questions. The team posted questions and answers from the webinar on the GEAR Center page on Performance.gov. + A panel of three judges used Phase 1 (P1) criteria to evaluate 49 proposals and select 20 semifinalists to advance to the next phase.Phase 2: Project and GEAR Center Plan
In the second phase, the top 20 P1 solver teams were invited to submit a 10-page project plan and describe their ability to execute on it, as well as how this project would support a longer-term GEAR Center vision. They were asked to address the project plan and how easily they could do it, as well as GEAR Center model operation, impact, and sustainability. -The Gear Center challenge team hosted a second webinar to provide semifinalists more information on expectations for their submissions and to help answer questions. A panel of three judges (different from P1) used Phase 2 (P2) criteria to evaluate 20 proposals and select 10 finalists to advance to the final round.
+ The Gear Center challenge team hosted a second webinar to provide semifinalists more information on expectations for their submissions and to help answer questions. A panel of three judges (different from P1) used Phase 2 (P2) criteria to evaluate 20 proposals and select 10 finalists to advance to the final round.Phase 3: Finalist Presentation
In the third phase, finalists presented their project proposals to a panel of federal executives, who were different from the judges from the first two phases.Teams presented their project proposals and engaged in an hour-long question-and-answer session with the judges. These sessions allowed judges to understand the innovation and the project feasibility, as well as whether the teams could deliver. The judges used Phase 3 criteria to evaluate presentations and select three grand-prize winning teams and five honorable-mention teams. The grand-prize winners each received $300,000, while no cash awards were given for honorable mention.Engaging Subject-Matter Experts Throughout the Challenge
-Given the complex challenges targeted through PMA initiatives, we knew we needed input from SMEs working on those initiatives.
-The GEAR Center challenge team formed a network of CAP Goal team leaders and members, as well as other cross-government initiatives, to ensure the GEAR Center challenge would yield projects that would complement ongoing efforts without duplicating them.
+ Given the complex challenges targeted through PMA initiatives, we knew we needed input from SMEs working on those initiatives. + The GEAR Center challenge team formed a network of CAP Goal team leaders and members, as well as other cross-government initiatives, to ensure the GEAR Center challenge would yield projects that would complement ongoing efforts without duplicating them.This network was asked at several points to:
- Review and provide feedback on GEAR Center challenge description before opening day. @@ -94,18 +94,18 @@ title: Case Study - GEAR Center Challenge
- Participate in finalist presentations (Phase 3) and provide feedback on novelty of proposed approach, project feasibility, and other technical considerations.
- Review final selection of prize winners
While engaging SMEs required extensive communications and coordination, their input was extremely valuable throughout the challenge. They were particularly helpful during Phase 2 and Phase 3 evaluations. Their deep knowledge of specific initiatives helped determine proposed GEAR Center project feasibility and potential impact.
+ While engaging SMEs required extensive communications and coordination, their input was extremely valuable throughout the challenge. They were particularly helpful during Phase 2 and Phase 3 evaluations. Their deep knowledge of specific initiatives helped determine proposed GEAR Center project feasibility and potential impact.Communicating Effectively with Solver Teams
-Providing ongoing communications and guidance was essential for success. We used a dedicated email account to communicate with solver teams throughout the challenge about timing and next-step expectations to ensure that our process was transparent. We also used online meeting tools to engage with solver teams during the evaluation process. We used webinars to clarify intent for the first two phases, provide more context on the PMA initiatives with SME input, and answer solver team questions. During Phase 3, finalists could deliver their presentations to judges in person, virtually using an online meeting tool, or by combining the two.
+ Providing ongoing communications and guidance was essential for success. We used a dedicated email account to communicate with solver teams throughout the challenge about timing and next-step expectations to ensure that our process was transparent. We also used online meeting tools to engage with solver teams during the evaluation process. We used webinars to clarify intent for the first two phases, provide more context on the PMA initiatives with SME input, and answer solver team questions. During Phase 3, finalists could deliver their presentations to judges in person, virtually using an online meeting tool, or by combining the two.Lessons Learned
Have a solid cross-functional team.
-Throughout the challenge, we got the support of a highly capable and engaged cross-functional team. Our strategic communications partners helped us reach a wide range of quality solver teams from multiple sectors and to make clear announcements at key milestone events. The GEAR Center Challenge team’s general counsel provided timely legal advice throughout the challenge to ensure we conducted a transparent and sound process. Our budget office helped us to efficiently award payments to the three grand-prize winners. We engaged the budget office early in the process and had solver teams fill out necessary paperwork at the Phase 2 stage so that we could begin this financial clearance process early. The Challenge.gov team shared expert advice and best practices that helped us navigate every step of the challenge process.
+ Throughout the challenge, we got the support of a highly capable and engaged cross-functional team. Our strategic communications partners helped us reach a wide range of quality solver teams from multiple sectors and to make clear announcements at key milestone events. The GEAR Center Challenge team’s general counsel provided timely legal advice throughout the challenge to ensure we conducted a transparent and sound process. Our budget office helped us to efficiently award payments to the three grand-prize winners. We engaged the budget office early in the process and had solver teams fill out necessary paperwork at the Phase 2 stage so that we could begin this financial clearance process early. The Challenge.gov team shared expert advice and best practices that helped us navigate every step of the challenge process.Remember that communications clearances and approvals take time.
-While we stayed on schedule all the way up to the Phase 3 finalist presentations, we had some delays while clearing challenge results with key stakeholders. We told finalists of the delays during this period and worked with our strategic communications partners and senior leaders to craft a clear announcement of challenge results. Once we completed the communications clearance process, we announced challenge results via multiple channels.
+ While we stayed on schedule all the way up to the Phase 3 finalist presentations, we had some delays while clearing challenge results with key stakeholders. We told finalists of the delays during this period and worked with our strategic communications partners and senior leaders to craft a clear announcement of challenge results. Once we completed the communications clearance process, we announced challenge results via multiple channels.Challenge Type (Ideas)
-The GEAR Center was conceived as a way to promote innovation in support of the PMA. The GEAR Center Challenge project ideas showed how innovative cross-sector partnerships can transform government mission delivery, service to citizens, and stewardship. By focusing the challenge on project idea proposals vs. solutions to specific problems, we were able to collect a diverse set of solver teams, given the broad scope and complexity of PMA topics. This approach also helped us to better understand the types of projects and cross-sector partnerships that a GEAR Center would be best suited for.
+ The GEAR Center was conceived as a way to promote innovation in support of the PMA. The GEAR Center Challenge project ideas showed how innovative cross-sector partnerships can transform government mission delivery, service to citizens, and stewardship. By focusing the challenge on project idea proposals vs. solutions to specific problems, we were able to collect a diverse set of solver teams, given the broad scope and complexity of PMA topics. This approach also helped us to better understand the types of projects and cross-sector partnerships that a GEAR Center would be best suited for.Legal Authority
-This competition was conducted by GSA under the authority of the America COMPETES Reauthorization Act of 2010 (15 U.S. Code § 3719) as amended by the American Innovation and Competitiveness Act of 2017.
+ This competition was conducted by GSA under the authority of the America COMPETES Reauthorization Act of 2010 (15 U.S. Code § 3719) as amended by the American Innovation and Competitiveness Act of 2017.Challenge Website
GEAR Center Challenge From de3a2bc1590285efcaea4825e43f3b4a29aa538b Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:34:44 -0500 Subject: [PATCH 13/47] Update gear-center-challenge.md --- .../case-studies/gear-center-challenge.md | 29 ++++++++++++++----- 1 file changed, 21 insertions(+), 8 deletions(-) diff --git a/pages/toolkit/case-studies/gear-center-challenge.md b/pages/toolkit/case-studies/gear-center-challenge.md index adc583761..fbb01648f 100644 --- a/pages/toolkit/case-studies/gear-center-challenge.md +++ b/pages/toolkit/case-studies/gear-center-challenge.md @@ -26,11 +26,15 @@ title: Case Study - GEAR Center Challenge The federal government is exploring how to better connect to the public, academia, and private industry to solve federal management challenges. One potential path in that pursuit is through a Government Effectiveness Advanced Research (GEAR) Center that uses applied research to improve mission delivery, citizen services, and stewardship of public resources, as proposed in Delivering Government Solutions for the 21st Century: Reform Plan and Reorganization Recommendations. + Over the summer of 2019, the General Services Administration (GSA) and the Office of Management and Budget (OMB) ran a GEAR Center prize competition on Challenge.gov. The competition challenged problem solvers from the public, academia, and industry to build cross-sector, multidisciplinary teams to demonstrate the potential of the GEAR Center. Teams described how they would tackle challenges facing the government as outlined in the President's Management Agenda (PMA). +Goals
The challenge's goal was to test the GEAR Center model before investing further. Another goal was to see how the Center could help solve the federal government's current and future challenges. +Results
-GSA and OMB ran a successful prize competition on Challenge.gov. Leaders from across federal agencies acted as judges, with GSA also tapping subject-matter experts (SMEs) from Cross-Agency Priority (CAP) Goal teams and other government-wide initiatives.
+ GSA and OMB ran a successful prize competition on Challenge.gov. Leaders from across federal agencies acted as judges, with GSA also tapping subject-matter experts (SMEs) from Cross-Agency Priority (CAP) Goal teams and other government-wide initiatives. + Forty-nine eligible GEAR Center project proposals came in from solver teams representing:-
@@ -55,10 +59,12 @@ title: Case Study - GEAR Center Challenge
Grand-Prize Winners
Cybersecurity Workforce Collaboration - Under this solution, a federal neurodiversity cyber workforce will be established to focus on training a particular federal agency to identify, hire, onboard, train, support, and retain neurodiverse individuals for cyber positions. This pilot program will be facilitated by winning team members including George Mason University, Mercyhurst University, Rochester Institute of Technology, University of Maryland, Drexel University, SAP, Specialisterne, DXC Dandelion Program, and the MITRE Corporation.
Data for Impact - Currently, data on federally funded workforce, education, and human services programs are too often held in silos that prevent local, state, and federal agencies from assessing the true impact of their joint service delivery. This solution, a collaboration between SkillSource Group and Third Sector Capital Partners, Inc., strives to improve government use of administrative data to measure impact. This team will pilot an approach to integrate currently disparate data that builds on existing state data integration efforts. The team will use many administrative data sources to measure the impact of Workforce Innovation and Opportunity Act (WIOA) services for Virginia Opportunity Youth with past involvement with the child welfare and/or criminal justice systems.
Data and Evidence for Government and Academic Impact - This project aims to help 250 federal practitioners in Kansas City by customizing an existing training curriculum and recommending how to replicate and scale it in other regions. This collaboration focuses on improving the use of evidence and data by the public sector workforce among the Johns Hopkins University Centers for Civic Impact, and Volcker Alliance's Government-to-University Initiative, and the Mid-America Regional Council.
+Honorable Mentions
Unlocking the Value of Government Data - Deloitte, Google, University of Maryland, and Datawheel collaborate to create pop-up data marketplaces.
Delivering the Workforce of the 21st Century - Launchcode's initiative to re-skill individuals for high needs jobs.
@@ -83,7 +89,8 @@ title: Case Study - GEAR Center Challenge The Gear Center challenge team hosted a second webinar to provide semifinalists more information on expectations for their submissions and to help answer questions. A panel of three judges (different from P1) used Phase 2 (P2) criteria to evaluate 20 proposals and select 10 finalists to advance to the final round.Phase 3: Finalist Presentation
In the third phase, finalists presented their project proposals to a panel of federal executives, who were different from the judges from the first two phases.Teams presented their project proposals and engaged in an hour-long question-and-answer session with the judges. These sessions allowed judges to understand the innovation and the project feasibility, as well as whether the teams could deliver. The judges used Phase 3 criteria to evaluate presentations and select three grand-prize winning teams and five honorable-mention teams. The grand-prize winners each received $300,000, while no cash awards were given for honorable mention. -Engaging Subject-Matter Experts Throughout the Challenge
+ +Engaging Subject-Matter Experts Throughout the Challenge
Given the complex challenges targeted through PMA initiatives, we knew we needed input from SMEs working on those initiatives. The GEAR Center challenge team formed a network of CAP Goal team leaders and members, as well as other cross-government initiatives, to ensure the GEAR Center challenge would yield projects that would complement ongoing efforts without duplicating them.This network was asked at several points to:
@@ -95,18 +102,24 @@ title: Case Study - GEAR Center ChallengeCommunicating Effectively with Solver Teams
+ +Communicating Effectively with Solver Teams
Providing ongoing communications and guidance was essential for success. We used a dedicated email account to communicate with solver teams throughout the challenge about timing and next-step expectations to ensure that our process was transparent. We also used online meeting tools to engage with solver teams during the evaluation process. We used webinars to clarify intent for the first two phases, provide more context on the PMA initiatives with SME input, and answer solver team questions. During Phase 3, finalists could deliver their presentations to judges in person, virtually using an online meeting tool, or by combining the two. -Lessons Learned
+ +Lessons Learned
Have a solid cross-functional team.
Throughout the challenge, we got the support of a highly capable and engaged cross-functional team. Our strategic communications partners helped us reach a wide range of quality solver teams from multiple sectors and to make clear announcements at key milestone events. The GEAR Center Challenge team’s general counsel provided timely legal advice throughout the challenge to ensure we conducted a transparent and sound process. Our budget office helped us to efficiently award payments to the three grand-prize winners. We engaged the budget office early in the process and had solver teams fill out necessary paperwork at the Phase 2 stage so that we could begin this financial clearance process early. The Challenge.gov team shared expert advice and best practices that helped us navigate every step of the challenge process. -Remember that communications clearances and approvals take time.
+ +Remember that communications clearances and approvals take time.
While we stayed on schedule all the way up to the Phase 3 finalist presentations, we had some delays while clearing challenge results with key stakeholders. We told finalists of the delays during this period and worked with our strategic communications partners and senior leaders to craft a clear announcement of challenge results. Once we completed the communications clearance process, we announced challenge results via multiple channels. -Challenge Type (Ideas)
+ +Challenge Type (Ideas)
The GEAR Center was conceived as a way to promote innovation in support of the PMA. The GEAR Center Challenge project ideas showed how innovative cross-sector partnerships can transform government mission delivery, service to citizens, and stewardship. By focusing the challenge on project idea proposals vs. solutions to specific problems, we were able to collect a diverse set of solver teams, given the broad scope and complexity of PMA topics. This approach also helped us to better understand the types of projects and cross-sector partnerships that a GEAR Center would be best suited for. -Legal Authority
+ +Legal Authority
This competition was conducted by GSA under the authority of the America COMPETES Reauthorization Act of 2010 (15 U.S. Code § 3719) as amended by the American Innovation and Competitiveness Act of 2017. -Challenge Website
+ +Challenge Website
GEAR Center Challenge From fcc99e23a2f8b3c7beed8f8c1bef62d96a2731c6 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:37:41 -0500 Subject: [PATCH 14/47] Update gear-center-challenge.md --- pages/toolkit/case-studies/gear-center-challenge.md | 10 +--------- 1 file changed, 1 insertion(+), 9 deletions(-) diff --git a/pages/toolkit/case-studies/gear-center-challenge.md b/pages/toolkit/case-studies/gear-center-challenge.md index fbb01648f..b29eee1d1 100644 --- a/pages/toolkit/case-studies/gear-center-challenge.md +++ b/pages/toolkit/case-studies/gear-center-challenge.md @@ -121,12 +121,4 @@ title: Case Study - GEAR Center ChallengeChallenge Website
GEAR Center Challenge - - - - - - - - - + From 3b1e0d98dedbdf47b656d013a82926022d84add4 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:40:54 -0500 Subject: [PATCH 15/47] Update head-health-challenge.md removed invalid link --- pages/toolkit/case-studies/head-health-challenge.md | 6 ++---- 1 file changed, 2 insertions(+), 4 deletions(-) diff --git a/pages/toolkit/case-studies/head-health-challenge.md b/pages/toolkit/case-studies/head-health-challenge.md index 38176abea..d2be5a205 100644 --- a/pages/toolkit/case-studies/head-health-challenge.md +++ b/pages/toolkit/case-studies/head-health-challenge.md @@ -87,9 +87,7 @@ title: Case Study - Head Health Challenge IIIAfter the challenge, NIST and a representative from the winning team testified about its purpose and outcomes before the House Subcommittee on Research and Technology. The hearing focused on Head Health Challenge III, which provided a catalyst for broader discussion of how prize competitions can be used to successfully address national priorities in science and technology.
Legal Authority
America COMPETES Act
-Challenge Website
-https://ninesights.ninesigma.com/web/head-health -
+ @@ -97,4 +95,4 @@ title: Case Study - Head Health Challenge III - \ No newline at end of file + From b4ae2956a9a429d06f44286aef2562e36d6e24d0 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:44:27 -0500 Subject: [PATCH 16/47] Update bridging-the-word-gap-challenge.md Fixed invalid link --- pages/toolkit/case-studies/bridging-the-word-gap-challenge.md | 4 ++-- 1 file changed, 2 insertions(+), 2 deletions(-) diff --git a/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md b/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md index 8d6171583..ca23dec9d 100644 --- a/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md +++ b/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md @@ -53,7 +53,7 @@ title: Case Study - Bridging the Word Gap ChallengeWith the guidance of the IDEA Lab and our Challenge Advisors, we built in multiple non-monetary incentives throughout the challenge to ensure that participants would continue throughout the three phases, and that the interventions would be continuously improved to result in the best iteration of the intervention by Phase 3.
We invited 10 external experts in the field to serve as voluntary Challenge Advisors. They represented content experts in academia, federal early childhood programs (the target audience), and technology experts. Initially, they offered insight into designing the challenge structure and the evaluation criteria for each phase, and in Phase 2 they served as one-on-one mentors for each Phase 1 winning team. The support, guidance, and insight into problem solving that they provided the teams from their own specific areas of expertise were invaluable.
In Phase 2, we supported travel for the nine teams to come to D.C. for Demo Day. At Demo Day, the nine teams were able to meet and learn from panelists including federal government staff who work in the innovation field, and also those from incubators and accelerators in the private sector, who gave information and advice on how to continue development and ensure broad reach of the interventions. While we funded the travel for the teams, the access to these thought leaders was a huge non-monetary incentive to continued participation in the challenge, as was connecting with each other and their advisors/mentors face-to-face.
-After announcing the final winner, we wanted to continue to catalyze the development of the winning intervention as well as the four other evidence-driven products that were advanced to Phase 3. We linked the winners from each phase to our Bridging the Word Gap Research Network, where they have access to partnership with researchers in this field, to continue to test the efficacy and build the evidence for the long-term impact of their interventions. We are currently continuing to support the cohort of semi-finalists, and are providing them with additional opportunities for connection, collaboration with federal programs and partners, and opportunities for further promotion, such as a recent webinar hosted for MCHB Home Visiting grantees in all states that highlighted the five teams with information on where to access their interventions.
+After announcing the final winner, we wanted to continue to catalyze the development of the winning intervention as well as the four other evidence-driven products that were advanced to Phase 3. We linked the winners from each phase to our Bridging the Word Gap Research Network, where they have access to partnership with researchers in this field, to continue to test the efficacy and build the evidence for the long-term impact of their interventions. We are currently continuing to support the cohort of semi-finalists, and are providing them with additional opportunities for connection, collaboration with federal programs and partners, and opportunities for further promotion, such as a recent webinar hosted for MCHB Home Visiting grantees in all states that highlighted the five teams with information on where to access their interventions.
Additionally, as part of a highly-visible federal initiative, the participants have been able to leverage other partnerships and opportunities. For example, due to participation in this challenge, the five semi-finalists have secured:
- additional grant funding @@ -73,4 +73,4 @@ title: Case Study - Bridging the Word Gap Challenge - \ No newline at end of file + From 45febbaac0b7e7b8cafff862f88d6c6e3d41af47 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:47:17 -0500 Subject: [PATCH 17/47] Update ultra-high-speed-apps.md --- pages/toolkit/case-studies/ultra-high-speed-apps.md | 6 +++--- 1 file changed, 3 insertions(+), 3 deletions(-) diff --git a/pages/toolkit/case-studies/ultra-high-speed-apps.md b/pages/toolkit/case-studies/ultra-high-speed-apps.md index 43ec4be89..4ae663f76 100644 --- a/pages/toolkit/case-studies/ultra-high-speed-apps.md +++ b/pages/toolkit/case-studies/ultra-high-speed-apps.md @@ -61,12 +61,12 @@ title: Case Study - Ultra-High Speed Apps
- spur game-changing performance enhancements to wave energy converters (WECs); @@ -37,9 +37,9 @@ title: Case Study - Wave Energy Prize
- A total of $2.25 million is reserved for the prize purse ($1.5 million grand prize, $500,000 for second place and $250,000 for third place) @@ -96,12 +96,12 @@ title: Case Study - Wave Energy Prize
- Small-scale testing to all qualified teams valued at close to $45,000 per team
- Testing for all finalists at the MASK Basin at Carderock valued at $180,000-$200,000 per test
- The creation of a team-building platform (the Marketplace) located on the competition website, where teams can solicit expert needs, or experts can seek out teams -
- An open source numerical software package, Wave
+
- An open source numerical software package, Wave Energy Converter Simulation (WEC-Sim) developed and supported by the DOE national labs, and supporting software provided for free by MathWorks for use by all qualified teams choosing to use it for the duration of the competition
- A team summit with opportunities to engage with technical experts, investors, media, and government
- adaptive sea-state-to-sea-state control, @@ -113,8 +112,8 @@ title: Case Study - Wave Energy Prize
- Training participants on communications, outreach, and media training
- Disseminating publicly important data generated from the competition
- Over 200 local people from Alamogordo attended a public tour and interacted with the teams.
- The innovators received media placement in high visibility sources including USA Today, The Boston Globe, Wired Magazine, CNBC, Bloomberg
- News and several media outlets locally and in the innovators' home regions.
- The BGNDRF has already received several requests for innovators to utilize their end-user facility for testing due to increased visibility in the press. -
- USBR and USAID were able to combine resources and funding to achieve a goal that benefits innovators and farmers in both the United States and developing countries. -
NIJ used the general NIJ statute that authorizes research, and the authority of 28 USC section 530C; America Competes Act was not the Authority for Challenges for NIJ at the time of the Ultra High-speed App Challenge.
Challenge Website
- http://nij.gov/funding/pages/fy13-ultra-high-speed-apps-challenge.aspx -
s + NIJ Ultra-High Speed Apps Challenge: Using Current Technology to Improve Criminal Justice Operations + - \ No newline at end of file + From d75fa398c4be25335df860fdc6fdb79065886a76 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:49:34 -0500 Subject: [PATCH 18/47] Update strain-measurement.md Removed invalid link --- pages/toolkit/case-studies/strain-measurement.md | 7 ++----- 1 file changed, 2 insertions(+), 5 deletions(-) diff --git a/pages/toolkit/case-studies/strain-measurement.md b/pages/toolkit/case-studies/strain-measurement.md index c0404f67a..90f8de319 100644 --- a/pages/toolkit/case-studies/strain-measurement.md +++ b/pages/toolkit/case-studies/strain-measurement.md @@ -46,10 +46,7 @@ title: Case Study - Strain MeasurementUnder the InnoCentive construct the Strain Measurement Challenge was a theoretical design challenge which requires a more detailed engineering design as part of the solution submission. This effort was perfect for this challenge type because the team had been working on the problem for over three years when they were given the opportunity to launch it as a public competition through the InnoCentive contract. The team was, like so many technical teams, resource constrained and had not had the opportunity to assign the level of resources required to find an internal solution to the problem. One of the lessons learned from this challenge, however, was that CoECI needed to improve the first time challenge owner's level of time commitment required to launch an external crowdsourced competition. It does require a resource investment, particularly in the evaluation phase. In the end, the team members were extremely pleased with the solutions they received and stated that the solutions provided were so simple and so elegant they were surprised they had not thought of them already.
Legal Authority
Procurement Authority
-Challenge Website
-- https://www.innocentive.com/ar/challenge/9933145 -
+ @@ -57,4 +54,4 @@ title: Case Study - Strain Measurement - \ No newline at end of file + From 5b9dc84026a3b44e11fe39a4181374223893fc6f Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:52:54 -0500 Subject: [PATCH 19/47] Update future-engineers-3d-space-design.md Removed invalid image --- .../case-studies/future-engineers-3d-space-design.md | 11 ++--------- 1 file changed, 2 insertions(+), 9 deletions(-) diff --git a/pages/toolkit/case-studies/future-engineers-3d-space-design.md b/pages/toolkit/case-studies/future-engineers-3d-space-design.md index c5d90c57a..28fa2c39d 100644 --- a/pages/toolkit/case-studies/future-engineers-3d-space-design.md +++ b/pages/toolkit/case-studies/future-engineers-3d-space-design.md @@ -25,14 +25,7 @@ title: Case Study - Future Engineers 3D Space DesignThink Out of the Box Design Challenge: Students were challenged to design a useful object for astronauts on future space exploration that can be expanded or assembled to be larger than the available volume of a 3D printer.
Launch Date: April 16, 2016 End Date: Aug. 1, 2016
Results
The Space Tool Design Challenge received 470 submissions from two age groups: 5 to 12 years old (junior engineers) and 13 to 19 years old (teen engineers). In the junior group, the 10 semifinalists received a 3D printing $50 gift certificate to allow entrants to print a design if they had no access to a 3D printer. The grand-prize winner of the junior group received a 3D printer for his or her school. The winning tool from the junior group was the Space Planter, which allows astronauts to grow plants with limited resources. The four runner-up contestants in the teen category received a trip to Los Angeles to visit SpaceX and Digital Domain, an Oscar winning visual effects studio. The winner of the teen group designed the Multi-Purpose Precision Maintenance tool that provides astronauts on the space station one tool that contains various features such as a wrench, socket, ruler, wire gauges and wire stripper without having to carry a number of different tools. The winner of this challenge will have his design printed on the International Space Station and discuss his design with astronauts aboard the station.
- -
-
- Ryan Bean of Scotts Valley, California winner of the Space Container Challenge with Astronaut Leland Melvin during tour of the Space Shuttle Endeavour at the California Science Center. (Photo by Deanne Bell)
- -The Space Container Design Challenge received 400 submissions from 36 states across two age groups: 5 to 12 years old (junior engineers) and 13 to 19 years old (teen engineers). In the junior group, the 10 semifinalists received a $50 3D printing gift certificate to allow entrants to print a design if they had no access to a 3D printer. The four runner-up contestants received a one-week scholarship to Space Camp in Huntsville, Alabama. The grand-prize winner received a 3D printer for his or her school and a private tour of the Space Shuttle Endeavor with an astronaut. The winning container from the junior group was the Flower Tea Cage, which uses the surface tension of liquids in a microgravity environment to allow astronauts to make tea. The winner of the teen group designed the ClipCatch, which will allow astronauts on the space station to clip their fingernails without worrying about the clippings floating away and potentially becoming harmful debris.
As of the writing of this case study the Star Trek Replicator Challenge and the Think Out of the Box Design Challenge are still underway.
Areas of Excellence
@@ -115,4 +108,4 @@ title: Case Study - Future Engineers 3D Space Design - \ No newline at end of file + From 19862e2f8d81a8a56a225a5b1dc08b4fdf3abe8f Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 15:59:23 -0500 Subject: [PATCH 20/47] Update wave-energy-prize.md updated header styling --- pages/toolkit/case-studies/wave-energy-prize.md | 16 ++++++++-------- 1 file changed, 8 insertions(+), 8 deletions(-) diff --git a/pages/toolkit/case-studies/wave-energy-prize.md b/pages/toolkit/case-studies/wave-energy-prize.md index fe5afc078..f0f6428f3 100644 --- a/pages/toolkit/case-studies/wave-energy-prize.md +++ b/pages/toolkit/case-studies/wave-energy-prize.md @@ -16,7 +16,7 @@ title: Case Study - Wave Energy PrizeWave Energy Prize
Department of Energy (DOE)
Summary
-Description
+Description
The Wave Energy Prize is an 18-month design-build-test prize competition that aims to:
With more than 50 percent of the U.S. population living within 50 miles of coastlines, there is vast potential to provide clean, renewable electricity to communities and cities in the United States using wave energy. It is estimated that the technically recoverable wave energy resource is approximately 900-1,200 terawatt hours (TWh) per year. Developing just a small fraction of the available wave energy resource could allow for millions of American homes to be powered with this clean, reliable form of energy. For context, approximately 90,000 homes could be powered by 1 TWh per year. Extracting just 5 percent of the technical resource potential could result in wave energy powering 5 million American homes.
-Engagement
+Engagement
The Wave Energy Prize has successfully mobilized both new and existing talent through the challenge, with engineers, developers and builders from across the country having thrown their hats in the ring. Participants include people who represent universities, small companies, more established players in wave energy and independent collaborations. Also, through the Marketplace, the competition has provided an online forum for external interested parties to collaborate with participating teams.
-Detailed prize structure
+Detailed prize structure
The Wave Energy Prize is divided into three phases (design, build, and test) separated by four technology gates as shown and described below:
Design: For the first part of the design phase, participants were required to submit detailed
technical submissions describing their WEC concepts. The judging panel evaluated these submissions according to the Technology Performance Level rubric developed by the National Renewable Energy Laboratory and selected up to 20 qualified teams. These teams were then tasked with building 1/50th scale prototypes of their WEC concepts, numerically modeling their performance and developing detailed build plans for 1/20th scale prototypes. Qualified teams were required to test their 1/50th scale prototypes in 31 different sea states at one of five small-scale testing facilities (University of Iowa, University of Maine, University of Michigan, Stevens Institute of Technology and Oregon State University) across the country. The judging panel then evaluated device performance, numerical modeling results and build plans to select nine finalist and two alternate teams. The judging panel then selected up to ten finalists and two alternates from the qualified teams.
Build: Finalist and alternate teams were tasked with building 1/20th scale prototypes of their WEC concepts. Finalists were given up to $125,000 and alternates $25,000 to build these prototypes, with alternates becoming eligible for up to $125,000 were they to become finalists. Each team was paired with a data analyst from either the National Renewable Energy Laboratory or Sandia National Laboratories. Finalists and alternates worked with engineers at the Naval Surface Warfare Center Carderock Division and their assigned data analysts to come up with comprehensive test and evaluation plans to ensure a successful testing campaign at the Carderock Maneuvering and Seakeeping (MASK) Basin. The judging panel then selected nine finalist teams to proceed to testing at the MASK Basin starting August 2016.
Test: Each finalist team has been given one week on site at Carderock to prepare for testing and then one week of testing time in the MASK Basin. The test is to determine whether their 1/20th scale devices are double the state-of-the-art performance of WECs and thus eligible to win the grand prize. If a team becomes eligible to win the grand prize, their WEC device's performance will be further evaluated to account for other important energy capture, reliability and survivability metrics using proxy measurements collected during MASK Basin testing. The testing program will provide the Department of Energy (DOE) and investors with apples-to-apples comparisons of WEC device techno-economic performance when operating in real ocean conditions.
-Administrators and partners
+Administrators and partners
DOE's Water Power Program, along with a contracted prize administration team comprised of Ricardo, Inc., JZ Consulting, and Polaris Strategic Communications; technical experts from Sandia National Laboratories and the National Renewable Energy Laboratory; and staff at the Naval Surface Warfare Center Carderock Division are responsible for implementing the prize design, build, and test phases.
DOE also has partnered with various branches of the Department of the Navy to successfully execute the challenge. The Office of Naval Research has provided funds to develop the technologies and capabilities required to ensure fair and rigorous testing in the MASK Basin; the Naval Surface Warfare Center has provided in-kind support for the Judging Panel and reduced facility costs; and the Assistant Secretary of the Navy for Energy, Installations, and Environment has provided support to test three of the finalists in the MASK Basin.
The prize team also created a two-person independent expert review panel of prize and challenge experts—one from the White House Office of Science and Technology Policy and one formerly of the Defense Advanced Research Projects Agency—that, during go/no-go meetings for the challenge, provided guidance to the prize team on all aspects of the project, including testing program logistics, communications and outreach, and event planning.
-Incentives
+Incentives
The Wave Energy Prize has provided a thoughtful package of incentives to attract developers to compete and allow them the opportunity to reach their full potential and meet the goal of doubling the state of the art performance:
Based on these requirements, the technical experts at the National Renewable Energy Laboratory and Sandia National Laboratories worked with DOE and the prize administration team to develop a new metric to measure the state-of-the-art performance of WECs and the ACE (Average Climate Capture Width per Characteristic Capital Expenditure). ACE represents the energy captured per unit structural cost of WECs. This is a proxy metric for LCOE. Just like LCOE is a cost-to-benefit metric ($/kWh), ACE is a benefit-to-cost metric that focuses on a key component that drives LCOE for WECs, namely structural cost. The denominator of ACE is a measure of the structural cost of the device, evaluated based on technical drawings, materials used and analytical load estimation on the structure device.
The state-of-the-art value for ACE is 1.5 meters per million dollars (1.5m/$M). A finalist becomes eligible to win the $1.5 million grand prize if they double ACE to 3m/$M during the final round of testing at the MASK Basin in Carderock.
The prize team still believed that ACE, while a significant step in the right direction for evaluating the performance of WECs, did not provide full confidence in WECs that could meet the true challenge of performing at reasonable cost in the open ocean. Thus, the prize team decided to evaluate teams eligible to win the grand prize according to a metric called Hydrodynamic Performance Quality (HPQ) which accounts for other important energy capture, reliability and survivability metrics using proxy measurements collected during MASK Basin testing. The teams that surpass the 3m/$M threshold will be ranked by their HPQ, and the team with the highest HPQ will win the $1.5 million grand prize.
- +Area of Excellence #2: "Obtain Agency Clearance"
The DOE prize team in the Water Power Program engaged with senior leadership from the very inception of the idea to run a prize competition. Office leadership was briefed during the development of the challenge, including on topics such as goals, rules, testing program, judging process and communications and outreach plan. General Counsel (GC) informed the development of the rules, as well as the terms and conditions.
The DOE prize team also worked with GC from the very beginning of drafting the funding opportunity announcement for a prize administration team. GC helped the team prepare the Federal Register Notice in time for the announcement of the launch of the prize competition.
Given that the prize administration team was selected under a financial assistance agreement, the DOE contracting officer has been engaged in each important phase, especially in the go/no-go decisions where the team performed a rigorous evaluation of the prize continuation application after the registration period closed and after the end of the 1/50th scale testing program. The DOE National Environmental Policy Act (NEPA) staff, also part of the prize team, have ensured that all actions taken by participants during the competition meet the requirements of NEPA.
- +Area of Excellence #3: "Execute the Communications Plan"
The Wave Energy Prize has used several approaches to successfully publicize the prize, mobilize potential participants and create a strong following for the competition, including the following:
-
@@ -153,4 +153,4 @@ title: Case Study - Wave Energy Prize
With more than 50 percent of the U.S. population living within 50 miles of coastlines, there is vast potential to provide clean, renewable electricity to communities and cities in the United States using wave energy. It is estimated that the technically recoverable wave energy resource is approximately 900-1,200 terawatt hours (TWh) per year. Developing just a small fraction of the available wave energy resource could allow for millions of American homes to be powered with this clean, reliable form of energy. For context, approximately 90,000 homes could be powered by 1 TWh per year. Extracting just 5 percent of the technical resource potential could result in wave energy powering 5 million American homes.
Engagement
-The Wave Energy Prize has successfully mobilized both new and existing talent through the challenge, with engineers, developers and builders from across the country having thrown their hats in the ring. Participants include people who represent universities, small companies, more established players in wave energy and independent collaborations. Also, through the Marketplace, the competition has provided an online forum for external interested parties to collaborate with participating teams.
+The Wave Energy Prize has successfully mobilized both new and existing talent through the challenge, with engineers, developers and builders from across the country having thrown their hats in the ring. Participants include people who represent universities, small companies, more established players in wave energy and independent collaborations. Also, the competition has provided an online forum for external interested parties to collaborate with participating teams.
Detailed prize structure
The Wave Energy Prize is divided into three phases (design, build, and test) separated by four technology gates as shown and described below:
Design: For the first part of the design phase, participants were required to submit detailed
@@ -59,15 +59,14 @@ title: Case Study - Wave Energy PrizeResults
The challenge is not yet complete, but there have been numerous successes so far in attracting new and existing players to wave energy; having teams successfully reach aggressive technical milestones; bringing forward innovations across a range of WEC device types; generating significant publicity; and building technical capacity to test WECs at testing facilities across the country.
With an aggressive communications and outreach strategy, 92 teams registered for the competition, three times more than expected. Of these, 66 turned in technical submissions, which were evaluated by a panel of expert judges to identify 20 qualified teams. Most teams that registered were not previously known to DOE. Seventeen of the 20 qualified teams completed the initial small-scale testing phase, and out of the nine finalists and two alternates, only two have received any funding from DOE in the past.
-Most of the teams have met the aggressive timelines for the challenge. For example, to meet the requirements for Technology Gate 2, the qualified teams built 1/50th scale model devices, tested them at university facilities around the country and conducted significant numerical modeling studies in just four months. As of June 2016, and as can be seen on the Team - Updates webpage, finalists and alternates have made significant progress in designing, building, and testing their 1/20th scale devices. This puts the challenge in a great position to achieve its remaining objectives.
+Most of the teams have met the aggressive timelines for the challenge. For example, to meet the requirements for Technology Gate 2, the qualified teams built 1/50th scale model devices, tested them at university facilities around the country and conducted significant numerical modeling studies in just four months. As of June 2016, finalists and alternates have made significant progress in designing, building, and testing their 1/20th scale devices. This puts the challenge in a great position to achieve its remaining objectives.
The finalists and alternates have put forward diverse WEC designs, which include two submerged areal absorbers, four point absorbers, two attenuators and three terminators. And in these designs, DOE is already seeing technical innovations in the areas of geometry, materials, power conversion and controls. Some of these include:
Further, teams have been required per the rules to communicate - publicly on the website about their progress and to speak about the challenge and their participation in their own words. Participants put a lot of blood, sweat and tears into a competition, and it is important to shed light on their stories and why they are participating.
+Further, teams have been required per the rules to communicate + publicly on the website about their progress and to speak about the challenge and their participation in their own words. Participants put a lot of blood, sweat and tears into a competition, and it is important to shed light on their stories and why they are participating.
Below are details on how the prize team has worked to ensure a successfully executed communications plan.
Strong relationships with different communications teams in DOE: The Wave Energy Prize has leveraged the fact that different communications teams within DOE have different audiences and outlets, and the prize team has tailored content to the audiences reached by different communications teams. Both the DOE prize team and the prize administration team have worked to understand how different communications teams in DOE from the Office of Energy Efficiency and Renewable Energy and DOE Public Affairs work and what their protocols are.
Synergistic communications plans and cross-promotion: The Wave Energy Prize is working off a communications and outreach plan in which DOE prize team communications and prize administration team communications are synergistic, and there is a clear delineation of the kinds of communications that come from each of the two teams. All communications that the DOE prize team and the prize administration team put out are planned one month in advance to ensure momentum. Media coverage, monthly newsletters and blogs and team features come from the prize administration team; synthesis and reflection pieces are written by the DOE prize team; and press releases at key stages of the competition are published by both teams. The prize administration team promotes all communications relating to the prize coming from any DOE office.
@@ -122,7 +121,7 @@ title: Case Study - Wave Energy PrizeThe goal of the Wave Energy Prize is to double the state-of-the-art performance of wave energy converters as measured through a metric called ACE, short for average climate capture width per characteristic capital expenditure—clearly a mouthful, and entirely jargon. ACE is a measure of the effectiveness of a WEC at absorbing power from the incident wave energy field divided by a measure of the capital expenditure in commercial production of the load bearing device structure. So how can that be said simply?
Here is how this metric is communicated to the public: "ACE is determined by dividing, in essence, the wave energy extraction efficiency of a wave energy converter by its structural cost." This language is simple enough that makes the key metric of the Wave Energy Prize understandable to many more people than just experts in wave energy. And the prize team has been directing those interested in more of the details to detailed blog posts with more technical depth.
Tracking impact and creating an archive: The prize administration team has tracked all key statistics pointing to the impact of communications efforts, including visitor numbers; click-through rates; time spent on webpages; geographic location; browser type; social media impressions on Facebook, LinkedIn and Twitter; and so on. The prize administration team provides monthly reports to the DOE prize team on these statistics, and changes to communications plans are made accordingly.
-Also, since Wave Energy Prize is unfolding over 18 months, the DOE prize team and prize administration team archive all outreach and media content on the Newsroom page of the competition website, creating a narrative arc for those interested.
+Also, since Wave Energy Prize is unfolding over 18 months, the DOE prize team and prize administration team archive all outreach and media content on the competition website, creating a narrative arc for those interested.
The DOE Wave Energy Prize won GSA Challenge.gov's Five Years of Excellence in Federal Challenge & Prize Competition Award for Best Challenge Engagement Strategy, and its communications plan was a key part of its success. The Wave Energy Prize has tracked analytics on its various social media platforms and its website, and developed a two-track communications plan, one executed by the contractor selected to administer the prize, and one executed by the program-level agency team.
Area of Excellence #4: "Accept Solutions"
Registration and eligibility: The Wave Energy Prize registration period started April 27, 2015, and the end date was extended from June 15, 2015, to June 30, 2015, to maximize the number of teams entering the prize funnel. During this extended window, registration jumped from 50 teams on June 15 to 92 on June 30.
@@ -143,7 +142,7 @@ title: Case Study - Wave Energy PrizeLegal Authority
America COMPETES Reauthorization Act
Challenge Website
- From 11c5840319171ccf60f2698396027f33db1ebaa5 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:10:06 -0500 Subject: [PATCH 22/47] Update cdc-no-petri-dish.md Removed invalid link --- pages/toolkit/case-studies/cdc-no-petri-dish.md | 5 ++--- 1 file changed, 2 insertions(+), 3 deletions(-) diff --git a/pages/toolkit/case-studies/cdc-no-petri-dish.md b/pages/toolkit/case-studies/cdc-no-petri-dish.md index d0081aedf..fe4f3958f 100644 --- a/pages/toolkit/case-studies/cdc-no-petri-dish.md +++ b/pages/toolkit/case-studies/cdc-no-petri-dish.md @@ -49,8 +49,7 @@ title: Case Study - No Petri DishThis challenge was a success on several important levels. First, it resulted in the identification of a software solution that met an important and emerging public health need and established an important precedent for engagement, innovation and collaboration between public health and the biotech startup community. Second, the competition elicited significant interest around the public health challenges posed by new non-culture-based clinical diagnostic assays and has helped to foster academic research around potential solutions. And third, it has helped to establish challenge competitions and public-private partnerships as key drivers for innovation at the agency.
Legal Authority
America COMPETES Act
-Challenge Website
-http://www.cdc.gov/amd/achievements/cidtchallenge +
@@ -59,4 +58,4 @@ title: Case Study - No Petri Dish - \ No newline at end of file + From 3ecc9f6ed1a6ca31e0f9ce7dec4ae01e1764df74 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:11:05 -0500 Subject: [PATCH 23/47] Update cdc-no-petri-dish.md --- pages/toolkit/case-studies/cdc-no-petri-dish.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/pages/toolkit/case-studies/cdc-no-petri-dish.md b/pages/toolkit/case-studies/cdc-no-petri-dish.md index fe4f3958f..d346c0acd 100644 --- a/pages/toolkit/case-studies/cdc-no-petri-dish.md +++ b/pages/toolkit/case-studies/cdc-no-petri-dish.md @@ -50,7 +50,7 @@ title: Case Study - No Petri DishLegal Authority
America COMPETES Act
- + From 1aa3c1548546dae1e2a5156f09ba350ad61acb17 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:13:21 -0500 Subject: [PATCH 24/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 13 +++---------- 1 file changed, 3 insertions(+), 10 deletions(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index c56d9d4fa..bb3a547ec 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -136,14 +136,7 @@ title: Case Study - DESAL PrizeLegal Authority
USAID Assistance Authority
Challenge Website
-http://www.securingwaterforfood.org +
Securing Water for Food: a Grand Challange for Development
- - - - - - - - - \ No newline at end of file + + From 264751289658885113050be29ad35c2219b4ce1d Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:15:46 -0500 Subject: [PATCH 25/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 3 +-- 1 file changed, 1 insertion(+), 2 deletions(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index bb3a547ec..1f7d8f0a4 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -131,8 +131,7 @@ title: Case Study - DESAL PrizeLegal Authority
USAID Assistance Authority
Challenge Website
From 641358fbe0baa8d07997f19d8fbaa227923b3489 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:16:53 -0500 Subject: [PATCH 26/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index 1f7d8f0a4..d3754ee94 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -131,7 +131,7 @@ title: Case Study - DESAL PrizeLegal Authority
USAID Assistance Authority
Challenge Website
From 2d1aff83ea68a401b3f6087413671508249c75d2 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:20:16 -0500 Subject: [PATCH 27/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 6 +++--- 1 file changed, 3 insertions(+), 3 deletions(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index d3754ee94..6988d1605 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -131,11 +131,11 @@ title: Case Study - DESAL PrizeLegal Authority
USAID Assistance Authority
Challenge Website
-Securing Water for Food: a Grand Challange for Development -
+Securing Water for Food: a Grand Challange for Development
From c2d51a435308e9a23cad7e8b42e0a0a777debd4e Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:22:29 -0500 Subject: [PATCH 28/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 9 ++++++++- 1 file changed, 8 insertions(+), 1 deletion(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index 6988d1605..5c0c9da71 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -138,4 +138,11 @@ title: Case Study - DESAL PrizeChallenge Website
Securing Water for Food: a Grand Challange for Development
- + + + + + + + + From 4fae295a77292fe6b660f2d4b30643469f307e8a Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Fri, 12 Jul 2024 16:27:04 -0500 Subject: [PATCH 29/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index 5c0c9da71..9c8e3692f 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -107,7 +107,7 @@ title: Case Study - DESAL PrizeIn addition, the Desal Prize was featured in blog posts and articles including the Water Desalination Report. The Desal Prize staff attended conferences and webinars to further enhance communications efforts.
Communications efforts were led by the USAID Global Development Lab Office of Communications, with support from a communications contractor.
Area of Excellence #6: "Accept Solutions"
-For the Phase-2 Technological Demonstration, semifinalist teams were required to submit the following via the platform found at http://thedesalprize.net:
+For the Phase-2 Technological Demonstration, semifinalist teams were required to submit the following:
- Video proof of existence and functionality of the prototypes: The purpose of this requirement was to ensure that the teams were progressing to a prototyping development level that would enable them to compete at the BGNDRF.
- A detailed description of the team's operational plan for testing at the BGNDRF that includes: From e62e5f85f6ab63e049e4e3c11192097b76123ccb Mon Sep 17 00:00:00 2001 From: Jay X Anaya
- Full Name
- Organization (state \"entering for myself\" if not associated with an organization)
- Email Address
- GitHub handle
- Full Name
- Organization (state \"entering for myself\" if not associated with an organization)
- Email Address
- GitHub handle
- Full Name \r\n \t
- Organization (state \"entering for myself\" if not associated with an organization) \r\n \t
- Email Address \r\n \t
- GitHub handle \r\n
- Full Name \r\n \t
- Organization (state \"entering for myself\" if not associated with an organization) \r\n \t
- Email Address \r\n \t
- GitHub handle \r\n
- USBR and USAID were able to combine resources and funding to achieve a goal that benefits innovators and farmers in both the United States and developing countries.
- \r\n \t
- \r\n \t
- 
-
- The .gov means it’s official.
-
- Federal government websites often end in .gov or .mil. Before sharing sensitive information, make sure you’re on a federal government site.
-
-
- The site is secure.
-
- The https:// ensures that you are connecting to the official website and that any information you provide is encrypted and transmitted securely.
-
+
+
+ The .gov means it’s official.
+
+ Federal government websites often end in .gov or .mil. Before sharing sensitive information, make
+ sure you’re on a federal government site.
+
+
+ The site is secure.
+
+ The https:// ensures that you are connecting to the official website and that any
+ information you provide is encrypted and transmitted securely.
+
Scientific
This challenge was a success on several important levels. First, it resulted in the identification of a software solution that met an important and emerging public health need and established an important precedent for engagement, innovation and collaboration between public health and the biotech startup community. Second, the competition elicited significant interest around the public health challenges posed by new non-culture-based clinical diagnostic assays and has helped to foster academic research around potential solutions. And third, it has helped to establish challenge competitions and public-private partnerships as key drivers for innovation at the agency.
Legal Authority
-America COMPETES Act
- - +America COMPETES Act
From 8fb76a3c09ed06acf1fe6a0f45a57d606a6c6653 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 11:25:25 -0600 Subject: [PATCH 35/47] Update epa-nutrient-sensor.md --- pages/toolkit/case-studies/epa-nutrient-sensor.md | 5 +---- 1 file changed, 1 insertion(+), 4 deletions(-) diff --git a/pages/toolkit/case-studies/epa-nutrient-sensor.md b/pages/toolkit/case-studies/epa-nutrient-sensor.md index 0a076f73b..75e932f7e 100644 --- a/pages/toolkit/case-studies/epa-nutrient-sensor.md +++ b/pages/toolkit/case-studies/epa-nutrient-sensor.md @@ -55,9 +55,6 @@ title: Case Study - Nutrient Sensor ChallengeThe first event held by the challenge was the Nutrient Sensor Challenge Summit in August 2015. This was an opportunity for the 29 registered teams to convene to discuss, learn, network and demonstrate their abilities. The summit served as a great meeting point of the technology developers and the users. The market efforts were emphasized and networking was encouraged among the attendees. Following the summit, no-risk beta testing began. This phase of testing was an opportunity for the teams to take advantage of no-cost, no-risk laboratory and field testing as an important milestone towards final verification testing in 2016. Final verification testing began in May 2016 and will be held in aquatic ecosystems in three locations – Hawaii, Michigan and Maryland.
Legal Authority
EPA Authority – Clean Water Act
-Challenge Website
- @@ -65,4 +62,4 @@ title: Case Study - Nutrient Sensor Challenge - \ No newline at end of file + From de2bd2a3218306a4a3bb22baa1d0a950f901890b Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 11:28:45 -0600 Subject: [PATCH 36/47] Update usaid-desal-prize.md --- pages/toolkit/case-studies/usaid-desal-prize.md | 5 +---- 1 file changed, 1 insertion(+), 4 deletions(-) diff --git a/pages/toolkit/case-studies/usaid-desal-prize.md b/pages/toolkit/case-studies/usaid-desal-prize.md index 9c8e3692f..13d0fb8ef 100644 --- a/pages/toolkit/case-studies/usaid-desal-prize.md +++ b/pages/toolkit/case-studies/usaid-desal-prize.md @@ -134,10 +134,7 @@ title: Case Study - DESAL PrizeLegal Authority
-USAID Assistance Authority
-Challenge Website
-Securing Water for Food: a Grand Challange for Development
- +USAID Assistance Authority
From 1f50592416a2261ae03c94881923d27b7186a8ee Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 11:37:32 -0600 Subject: [PATCH 37/47] Update iarpa-instinct.md --- pages/toolkit/case-studies/iarpa-instinct.md | 4 ---- 1 file changed, 4 deletions(-) diff --git a/pages/toolkit/case-studies/iarpa-instinct.md b/pages/toolkit/case-studies/iarpa-instinct.md index 1c6de634a..56bc7820e 100644 --- a/pages/toolkit/case-studies/iarpa-instinct.md +++ b/pages/toolkit/case-studies/iarpa-instinct.md @@ -54,10 +54,6 @@ title: Case Study - INSTINCT challengeHow do you know if you can trust someone? The INSTINCT Challenge asked members of the American public to develop algorithms that improved predictions of trustworthiness using neural, physiological and behavioral data recorded during experiments in which volunteers made high-stakes promises and chose whether or not to keep them. Answering this question accurately is essential for society in general—but particularly so in the Intelligence Community (IC), where knowing whom to trust is often vital.
Legal Authority
Procurement authority
-Challenge Website
- From d810460568a8a7c8fa18cd95fa986e99f4d7096c Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 11:45:35 -0600 Subject: [PATCH 38/47] Update cdc-predict-the-flu.md --- pages/toolkit/case-studies/cdc-predict-the-flu.md | 9 +-------- 1 file changed, 1 insertion(+), 8 deletions(-) diff --git a/pages/toolkit/case-studies/cdc-predict-the-flu.md b/pages/toolkit/case-studies/cdc-predict-the-flu.md index 43aea0321..3fdb9ba99 100644 --- a/pages/toolkit/case-studies/cdc-predict-the-flu.md +++ b/pages/toolkit/case-studies/cdc-predict-the-flu.md @@ -50,20 +50,13 @@ title: Case Study - Predict the Influenza SeasonUp to 50 bonus points were awarded to any contestant that submitted forecasts for the 10 HHS Regions. Solutions submitted by the teams varied in format and complexity as no common standard existed for receiving and evaluating the accuracy of influenza forecasts, making comparison and interpretation by the judges difficult. CDC challenge management worked with the judges to provide a comprehensive and clear compilation of individual team forecasts. The challenges in data management and judging were noted, and standardized forecasting formats and accuracy assessments were developed for subsequent challenges.
Area of Excellence #3: "Document the Challenge"
Participating teams were invited to travel to Atlanta to present on their methodology and results and discuss lessons learned and the next steps, including participation in future forecasting challenges. Participating teams used the opportunity to share datasets and forecasting methodologies and provided valuable input that helped shape subsequent forecasting challenges.
-CDC also coordinated a scientific manuscript documenting the challenge, the results and the lessons learned to ensure that the information was captured and available to the public in the open-access, peer reviewed journalBioMed Central." Summarizing the challenge in a scientific manuscript was chosen because authorship provided an additional incentive to participating teams and allowed the results and conclusions of the challenge to be reviewed by experts in the field, increasing the credibility of the findings.
+CDC also coordinated a scientific manuscript documenting the challenge, the results and the lessons learned to ensure that the information was captured and available to the public in the open-access, peer reviewed journal BioMed Central." Summarizing the challenge in a scientific manuscript was chosen because authorship provided an additional incentive to participating teams and allowed the results and conclusions of the challenge to be reviewed by experts in the field, increasing the credibility of the findings.
Challenge Type
Analytics
CDC hosted this challenge to spur innovation in the development of mathematical and statistical models to predict the timing, peak and intensity of the influenza season. This challenge required the development of forecasting models that used open-access data from existing CDC surveillance systems, including the U.S. Outpatient Influenza-like Illness Surveillance Network (ILINet) and Internet-derived data on influenza activity (e.g., Twitter data, Internet search term data, Internet-based surveys), which have been shown to have correlation with influenza activity.
Because of the various data sources utilized, the challenge encouraged a strong connection between forecasters, subject matter experts and public health decision makers. Forecasters needed support understanding the nuances of CDC's surveillance data while public health decision makers needed support understanding the different digital data sources and forecasting methodologies. This challenge identified a number of areas that need further research before forecasting can be routinely incorporated into decision-making, including the best metrics to assess forecast accuracy, the best way to communicate forecast uncertainty and the types of decisions best aided by forecasts. To help fill these research gaps, CDC has built upon the success of the original challenge to host additional challenges to predict subsequent influenza seasons.
Legal Authority
America COMPETES Act
-Challenge Website
-- http://www.cdc.gov/flu/news/predict-flu-challenge.htm -
-- http://www.cdc.gov/flu/news/predict-flu-challenge-winner.htm -
From 6998486c3c1590464bf73007f7d6218e2d475247 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 11:47:02 -0600 Subject: [PATCH 39/47] Update cpsc-carbon-monoxide.md --- pages/toolkit/case-studies/cpsc-carbon-monoxide.md | 3 --- 1 file changed, 3 deletions(-) diff --git a/pages/toolkit/case-studies/cpsc-carbon-monoxide.md b/pages/toolkit/case-studies/cpsc-carbon-monoxide.md index 256016bfc..5da492cf2 100644 --- a/pages/toolkit/case-studies/cpsc-carbon-monoxide.md +++ b/pages/toolkit/case-studies/cpsc-carbon-monoxide.md @@ -50,9 +50,6 @@ title: Case Study - Carbon Monoxide Poster ContestCPSC's carbon monoxide poster contest challenged students to create a work of art that not only looked appealing, but also had a strong educational message about a dangerous killer right in their own homes, carbon monoxide. Students were also challenged to show how CO could be prevented with carbon monoxide alarms and other safety measures.
Legal Authority
America COMPETES Act
-Challenge Website
-http://www.cpsc.gov/en/Safety-Education/CO-Contest-2014/ -
From 42ab503001e440fea82862df2c06d0308e956a8c Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 11:51:10 -0600 Subject: [PATCH 40/47] Update nist-reference-data.md --- .../case-studies/nist-reference-data.md | 18 ------------------ 1 file changed, 18 deletions(-) diff --git a/pages/toolkit/case-studies/nist-reference-data.md b/pages/toolkit/case-studies/nist-reference-data.md index 0caf22284..0821a98f6 100644 --- a/pages/toolkit/case-studies/nist-reference-data.md +++ b/pages/toolkit/case-studies/nist-reference-data.md @@ -53,24 +53,6 @@ title: Case Study - Reference Data Challenge -NOTE: Feature is not available for challenges that redirect to an external site.
- From challenge details page, click Follow challenge in the general information section of the page.
- Click Save Challenge. If you are not currently logged in, you will be prompted to do so.
- Click Save Challenge. If you are not currently logged in, you will be prompted to do so.
- Log into Challenge.Gov Solver Portal.
- Click Accept and Sign-in to acknowledge the terms of use.
- Enter the email address and password associated with your account and click Sign in.
-
+
From 3f759d2cc9665c11f8e0f7bdb4bdf0ec5cc35f18 Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 12:21:41 -0600 Subject: [PATCH 42/47] Update community.md --- pages/community.md | 5 +---- 1 file changed, 1 insertion(+), 4 deletions(-) diff --git a/pages/community.md b/pages/community.md index 43c48c007..6081a7874 100644 --- a/pages/community.md +++ b/pages/community.md @@ -13,10 +13,7 @@ If you answered yes to any of these questions, the Challenge and Prize Community > **Join the Community:** Anyone with a .gov or .mil email address is eligible to join. > -> - To join, email a request to at challenges-subscribe-request@listserv.gsa.gov with nothing in the subject. -> - Community Manager: Jarah Meador, GSA -> - Manage your Listserv subscription -> - Access the Listserv archive +> - To join, email a request to challenges-subscribe-request@listserv.gsa.gov with nothing in the subject. **Who We Are** From f0b023eb577b8d7f6efa19ed90bd3802b292631d Mon Sep 17 00:00:00 2001 From: Renata Bartlett <66442872+r-bartlett-gsa@users.noreply.github.com> Date: Thu, 26 Dec 2024 12:35:40 -0600 Subject: [PATCH 43/47] Update 2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md --- ...-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md | 6 +++--- 1 file changed, 3 insertions(+), 3 deletions(-) diff --git a/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md b/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md index da486d710..4f3b06ce3 100644 --- a/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md +++ b/_posts/2020-07-28-winner-q-a-with-tim-mackey-of-s-3-research-llc.md @@ -13,7 +13,7 @@ image: /assets/netlify-uploads/1.png image_alt_text: winner Q&A header image post-body-content-uploads: /assets/netlify-uploads/webp.net-resizeimage-1-.jpg --- -Recently, the [](https://www.nih.gov/about-nih/what-we-do/nih-almanac/national-institute-drug-abuse-nida)[National Institute on Drug Abuse (NIDA)](https://www.nih.gov/about-nih/what-we-do/nih-almanac/national-institute-drug-abuse-nida){:target="_blank"}, one of the components of the National Institutes of Health (NIH), announced the winners of its fifth [“$100,000 for Start a SUD Startup” Challenge](https://www.challenge.gov/?challenge=2021-start-a-sud-startup-challenge), which was hosted on GSA’s Challenge.gov platform. The SUD Startup Challenge goal is to support research ideas that would further an understanding of substance use disorders (SUD) and that are intended to lay the foundation for the development of successful new startups. +Recently, the [National Institute on Drug Abuse (NIDA)](https://www.nih.gov/about-nih/what-we-do/nih-almanac/national-institute-drug-abuse-nida){:target="_blank"}, one of the components of the National Institutes of Health (NIH), announced the winners of its fifth “$100,000 for Start a SUD Startup” Challenge, which was hosted on GSA’s Challenge.gov platform. The SUD Startup Challenge goal is to support research ideas that would further an understanding of substance use disorders (SUD) and that are intended to lay the foundation for the development of successful new startups. In anticipation of the announcement, Challenge.gov recently caught up with a past winner to learn more about their motivation to participate in NIDA’s annual competition, what they learned from the experience, what impact their prize-winning solution is making today, and what advice they have for the latest crop of winners. @@ -27,7 +27,7 @@ In anticipation of the announcement, Challenge.gov recently caught up with a pas
Who are you?
-My name is Tim K. Mackey, and I am the co-founder and CEO of [S-3 Research LLC](https://www.s-3.io/){:target="_blank"}. I’m essentially a researcher-turned-entrepreneur with the help of the U.S. government through the SUD Startup Challenge award and the [Small Business Innovation Research (SBIR) program](https://nida.nih.gov/funding/small-business-innovation-research-sbir-technology-transfer-sttr-programs){:target="_blank"}. I am also a current associate professor at UC San Diego where I teach and research on global health, health technology, and public policy. +My name is Tim K. Mackey, and I am the co-founder and CEO of [S-3 Research LLC](https://www.s-3.io/){:target="_blank"}. I’m essentially a researcher-turned-entrepreneur with the help of the U.S. government through the SUD Startup Challenge award and the Small Business Innovation Research (SBIR) program. I am also a current associate professor at UC San Diego where I teach and research on global health, health technology, and public policy. **What is the name of your company, where is it located, and what does it “do”?** @@ -54,7 +54,7 @@ The scourge of the opioid epidemic and its toll on society is real and acute. I **How did you hear about NIDA’s SUD Startup Challenge and why did you decide to apply?** -We heard about the challenge after participating in the HHS 2017 Opioid Code-a-Thon after being invited to form a team by a colleague formally at the U.S. Centers for Disease Control and Prevention. We were chosen as a finalist but didn’t win one of the three prizes, however, this gave us the opportunity to learn about the Challenge award and we applied.
+We heard about the challenge after participating in the HHS 2017 Opioid Code-a-Thon after being invited to form a team by a colleague formally at the U.S. Centers for Disease Control and Prevention. We were chosen as a finalist but didn’t win one of the three prizes, however, this gave us the opportunity to learn about the Challenge award and we applied.
Resources for Public Innovators
DHS intends for this work to be the first step in the design of a local and/or national-level system that could enable city-level operators to make critical and proactive decisions based on the most relevant and actionable insights. To form the basis for a proof of concept, the challenge focused on large metropolitan areas such as New York, Los Angeles, Washington D.C., Chicago, Boston, and Atlanta.
The challenge launched Oct. 17, 2017. DHS S&T used an interagency agreement with NASA's Center of - Excellence for Collaborative Innovation to contract with a third-party prize administrator, Luminary Labs. A website was established that provided access to additional information, newsletters, blogs, and other information about the challenge.
+ Excellence for Collaborative Innovation to contract with a third-party prize administrator, Luminary Labs. Hidden Signals Challenge website was established that provided access to additional information, newsletters, blogs, and other information about the challenge.Results
The challenge received 37 submissions from entities, teams, and individuals from academia; artificial intelligence / machine learning and information technology fields; city and federal government; health technology and research fields; and research think tanks.
Stage 1 finalists:
@@ -135,4 +135,4 @@ title: Case Study - Hidden Signals Challenge