Identifying success factors in crowdsourced geographic information use in government

Crowdsourcing geographic information in government is focusing on projects that are engaging people who are not government officials and employees in collecting, editing and sharing information with governmental bodies. This type of projects emerged in the past decade, due to technological and societal changes - such as the increased use of smartphones, combined with growing levels of education and technical abilities to use them by citizens. They also flourished due to the need for updated data in relatively quick time when financial resources are low. They range from recording the experience of feeling an earthquake to recording the location of businesses during the summer time. 50 cases of projects in which crowdsourced geographic information was used by governmental bodies across the world are analysed. About 60% of the cases were examined in 2014 and in 2017, to allow for comparison and identification of success and failure. The analysis looked at different aspects and their relationship to success: the drivers to start a project; scope and aims; stakeholders and relationships; inputs into the project; technical and organisational aspect; and problems encountered. The main key factors of the case studies were analysed with the use of Qualitative Comparative Analysis (QCA) which is an analytical method that combines quantitative and qualitative tools in sociological research. From the analysis, we can conclude that there is no “magic bullet” or a perfect methodology for a successful crowdsourcing in government project. Unless the organisation has reached maturity in the area of crowdsourcing, identifying a champion and starting a project that will not address authoritative datasets directly is a good way to ensure early success and start the process of organisational learning on how to run such projects. Governmental support and trust is undisputed. If the choice is to use new technologies, this should be accompanied by an investment of appropriate resources within the organisation to ensure that the investment bear fruits. Alternatively, using an existing technology that was successful elsewhere and investing in training and capacity building is another path for success. We also identified the importance of intermediary Non-Governmental Organizations (NGOs) with the experience and knowledge in working with crowdsourcing within a partnership. These organizations have the knowledge and skills to implement projects at the boundary between government and the crowd, and therefore can offer the experience to ensure better implementation. Changes and improvement of public services, or a focus on environmental monitoring can be a good basis for a project. Capturing base mapping is a good point to start, too. The recommendation of the report address organisational issues, resources, and legal aspects