The use of agile techniques to implement a public policy of open innovation. To do this, we use John Kotter's 8 steps for change and culture management. Another fundamental idea was the instantiated Design Thinking method to identify public challenges, including the unprecedented creation of CANVA for the public challenge. The way to contract innovative solutions, carrying out a different, disruptive and unprecedented tender in the country using the legal framework for startups (Recife was the first capital to sign the first public innovation solution contract (CPSI), and the first city in Brazil to sign 6 CPSIs at once). The creation of a living labs as a space for urban experiments (regulatory sandbox). And finally, EMPREL's model of strategic partnerships with the products generated. Promoting new business, enabling the creation of EMPREL's Market Place with he products generated in the innovation cycles, making the model self-sustainable.

The program covers all employees of the direct and indirect Administration of Recife City Hall, in addition to the entire national innovation ecosystem. In this sense, we can highlight technology parks, startups, public and private companies, other public bodies, universities, colleges, students, entrepreneurs.

Public Servants, in addition to the national innovation ecosystem: technology parks, startups, public and private companies, public bodies, universities, colleges, students and entrepreneurs. On the other hand, we have the citizens, who suffer from various problems in the city and want solutions. Thus, E.I.T.A! Recife's mission is to create an environment conducive to connections, solving citizens' desire to solve problems and the innovation ecosystem to generate new innovation products.

In efficiency there was no increase in expenses with Information Technology for the Municipality. In efficacy, resulted in a success rate corresponding to 66.7%. In effectiveness, 4 solutions received a contribution of R$ 3.5 million. In a practical way, the innovative solutions helped to adequately reallocate R$10.2 million of the municipal budget, both in health and infrastructure, and affected at least 40.1% of the population in the process of improving the solutions. For example, we have 664,900 people as a result of the indicator of end users affected by the solutions of the 1st Open Innovation Cycle. In addition to all this, we reduce process time by 70% and MVP cost by 83%.

1. Server adherence: we follow a theory of John Kotter's 8 steps
2. Legal instruments: to overcome this barrier, we started with the creation of the Digital Transformation Strategy Decree. We also published an open innovation policy and the Recife Legal Framework for Science, Technology and Innovation.
3. Fundraising: through the change management mentioned above, we obtained the sponsorship of senior management and a budget highlight of around R$5 million to run the first cycle.
4. Mobilization of the ecosystem
5. Security: we use the Open Data Portal
6. Confidentiality guarantee: we develop a confidentiality agreement that is signed between the parties
7. Intellectual Property: we have developed an intellectual co-ownership agreement

1. Strong sponsorship that believes in the project and encourages it in every way.
2. Expertise and experience of the employees who are leading EITA Recife.
3. Have followed a change management process.
4. Team empowerment, adopting a matrix and non-hierarchical model.
5. Count on a network of partners.
6. Recife is an innovative capital and has an ecosystem conducive to innovation.
7. The existence of EMPREL, a public company that guarantees more flexibility in the hiring process.
8. Control bodies that also implement innovation and have a different perspective on this issue (TCE with Prisma Labs and MPPE with MPLabs).

In recent months we have received visits from various bodies and made presentations at events (more than 100), such as: BH, Rio, Vitória, São Paulo, Curitiba, Pré South Summit, RIW, among others. Furthermore, at the Public Procurement of Innovation event, led by TCU, the Recife Case was endorsed as a good practice in using the Legal Framework for Startups. From these visits and all the innovation that was implemented by EITA Recife, we created a replication model to be used by other cities. Thus, a new business model was established that allows Emprel to train other bodies and city halls. We also created a model for Design Thinking methodologies that are being replicated by the judiciary and was duly presented in AGILE Trends.

1. Before starting an open innovation process, establish a culture change process.
2. To that end, establish a clear vision for your change and communicate that vision.
3. Therefore, it is important to have high sponsorship.
4. Be agile. Establish a guideline, a minimum plan and get started. In other words, think big, start small and move fast.
5. Follow agile strategy and planning and execute. We use OKR.
6. Allow mistakes, however, make mistakes quickly and correct them quickly. Failures are also an opportunity to learn.
7. Always institutionalize your approaches, whether with decrees, policies or laws.
8. Keep it simple. Less is more. We used tools that everyone already used and did not create barriers with this.

EITA Recife is completely citizen-centered. We often use the following motto on our team: Let's do away with "self-centrism" and embrace "citizen-centrism." The mission of digital transformation is: Simplify people's relationship with the city of Recife. For this, the process of EITA Recife reduced the average time to identify challenges and launch on one of the tracks by around 70% and saved more than 83% in the value of MVP's. This program has already received 18 national and international awards, highlighting the award for best global digital transformation team from Apolitical. For more information: eita.recife.pe.gov.br, eitalabs.recife.pe.gov.br, http://hackercidadao.com.br/ e http://dados.recife.pe.gov.br/.