ID,Title,"Case Study URL","Submission date",Organisation,Country,"Level of Government","Primary Sector(s)","Title of Innovation","Innovation Website","Year Launched","Short Explanation","Innovation Summary",Tags,"What Makes Project Innovative","Innovation Status","Innovation Status Description","Collaboration and Partnerships","Users and Stakeholders","Results and Impact","Challenges and Failures","Conditions for Success","Potential for Replication","Lessons Learned","Any Other Relevant Information",Images,Files,"Video Pitch","Project Video 1","Project Video 2"
2852,"Transparency, participation and accountability in the Justice sector",https://oecd-opsi.org/innovations/transparency-participation-and-accountability-in-the-justice-sector/,,"Ministry of Justice and Human Rights",Argentina,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","Transparency, participation and accountability in the Justice sector",http://datos.jus.gob.ar,2016,"The Government of Argentina is implementing transparency, participation and accountability in the judiciary through two flagship initiatives from the Ministry of Justice: Open Justice and Justice 2020. Open Justice is an open data portal, and Justice 2020 is a civic engagement platform. Through these initiatives, the government is seeking to improve the relationship between society and the justice sector as well as justice service delivery.","The innovation consists of the synergy of two different Programs: Open Justice and Justice 2020.
Open Justice is focused on transparency and accountability in the justice sector. The program developed and maintains an Open Data Portal (datos.jus.gob.ar) that publishes datasets with relevant information from a wide range of justice-related topics (access to justice, fight against corruption, human rights and criminal justice, among others), following the philosophy of open data. Additionally, as Argentina is a federal country, the Ministry promoted a wide agreement with over 50 national and sub-national judicial institutions to standardize and publish judicial statistics and information.
On the other hand, Justice 2020 (justicia2020.gob.ar) consists in a digital platform for civil society participation in justice-related issues through an innovative approach. Initiatives and projects submitted by the Ministry are presented to 20 work teams. Participation is open to civil society: anyone is allowed to debate any topic in virtual debates and in-person workshops. Officials responsible for the initiatives are the ones who read and reply to every online contribution. The results of the participative process are already being taken as flagship initiatives by the Ministry to promote institutional reform in the country's Justice system.","a:5:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""611"";i:3;s:3:""190"";i:4;s:3:""302"";}","The Justice sector has traditionally been among the least willing of public institutions to implement policies in the direction of openness and accountability. At least in developing countries, the Justice sector has become an information silo, where the low levels of transparency and accountability are not in line with the critical role it plays in delivering an essential social service and safeguarding the rule of law. The implementation of this innovation means expanding the principles of open government to institutions that have been so far reluctant to change.
In the specific case of Argentina, the federal nature of our government requires reaching agreements and gaining support not only from other central state agencies but also from 24 different judicial branches (one for each province our country is divided into). This hurdle has however not been considered as an impediment, but as an extra challenge that boosted our resiliency and creativity for championing cultural change.","a:1:{i:0;s:14:""implementation"";}","Civil society has long acknowledged the need for structural change in our country’s institutions in terms of more transparency, participation and accountability. When the new national Government took office in 2015, it strongly promoted transparency policies by creating the necessary governmental and administrative tools. This renewed political will for openness gave place to the enactment of a National Plan for Data Opening and the creation of a Ministry of Modernization in charge of state reform based on open government values, among other measures. The Ministry of Justice and Human Rights, the main sponsor of this innovation, also undertook structural reforms by creating new openness-related Programs and adopting a novel, more open approach to Justice. Regarding the Open Justice Program, agreements previously reached with judicial institutions at the national and subnational levels regarding the management of judicial data are being implemented and the open data portal is online.","Other national agencies (both within our Ministry and the Ministry of Modernization) have been key partners by providing data and expertise, as well as political support for the innovation. CSOs also played a significant role by placing their demands and challenging us to deepen our commitment to the innovation, both in the discussion of justice reform initiatives as well as in the discussion for the elaboration of the Open Government Partnership’s National Action Plan.","Citizens play a relevant role, and are expected to play an even bigger role as we keep advancing in the implementation of the innovation. Although Argentina is still lacking a solid culture of open data usage, we are encouraging them to make use of the data. Individuals, both with and without a legal background, have also taken part in the discussion of judicial reform initiatives. In the future of the innovation, we plan to keep working closely together with them.","Partly due to this innovation (i.e. the opening of databases on company registration and on national laws), Argentina has moved up 37 places in the Open Data Index last year. More national databases are now available to the public in open formats. The Open Justice data portal currently holds a total of 30 datasets containing freely downloadable and constantly updated, relevant data on transparency and the fight against corruption, criminal justice, human rights, etc. Meanwhile, thousands of users are also active in the Justice 2020 forums, where judicial reform is being discussed. Some of the proposed changes (effective orality in civil trials, modernization of registry processes, simplified processes in cases of flagrancy, e.g.) are already being implemented. The expected impact of this innovation is to make more judicial data available as well as to engage a larger number of society users in making use of that data.","Challenges are mostly related to cultural issues regarding the Justice sector and a prevalent organizational culture that sees data as a private property that should be kept hidden, not made public. We are opening data for a huge number of different Judicial institutions, and this requires fine-tuning our demands for data to fit their ‘political momentum’. The same can be said about many government agencies, with which coordination has proven sometimes to be difficult. Good dissemination of data has also been tough to achieve. The lack of sufficient technical and human resources has also become a challenge.","Conditions for success are strong institutions that can respond to cultural change, an engaged civil society and an unequivocal and bold political will to support the agencies in charge of innovations.","This innovation has a high potential to be replicated anywhere, especially in contexts where more transparency and openness are needed. We believe that other developing countries could make a good use of this experience and carry out innovations similar to this.","There is the importance of political leadership to push things through, especially when it comes to innovations that endorse cultural change such as this one. The importance of working with stakeholders has also proven to be essential: a unilateral and top-to-down approach often leads to failure, especially when introducing innovations.",,,,,https://youtu.be/-EGskd9-Rps,https://youtu.be/oZ8r5fa1ivY
2919,"GovTech Poland programme",https://oecd-opsi.org/innovations/govtech-poland-programme/,,"Office of The Prime Minister",Poland,central,"a:1:{i:0;s:12:""public_admin"";}","GovTech Poland programme ",https://govtech.gov.pl/en/main-page/,2017,"GovTech Poland is a completely new way of bringing innovations to the public sector. We have set out to define new procurement rules, set standards and build bridges between innovators and officials. Organising competitions, workshops, and introducing new digital solutions ourselves, our objective is to make the administration an agile, responsible partner for SME's and startups.","Imagine this: a public official identifies a problem, quickly fills in a form and soon after, thousands of innovators from all around the world can start working to solve it, leading to a fully workable and implemented solution only a few months later. No formalities involved - a simple idea-code-reward system that allows everyone to focus on what they do best and for small start-ups to compete with multi-billion corporations. The very idea to make government agile and bring the innovative spirit to the public administration was the founding principle of the GovTech Poland initiative.
The process, initially piloted in 2017 in the Tax Administration, started off with a small idea. The current procurement regulations were designed for large, experienced market players, proving a detriment to small companies with big ideas. We started off with the challenges presented at the largest stationary hackathon in Europe. The best were asked to further develop their solutions using the infrastructure the State can provide, and ended up with a solution that decreased the fraud rates by over 80%, all in a few months. The development from a 48-hour hackathon challenge to spectacular field results showed us that opening ourselves to these brilliant individuals and small businesses could bring astonishing results. All we needed was to further develop the process, bringing in the entire public sector.
This year, we are doing just that. Six ministries along with several local governments are participating in this year's edition, showing that the approach can work just as well for a central institution and the smallest municipality. All our partners are in constant need of digital solutions but have not had the expertise or market power to reach the worldwide community of innovators. In order to change it we have focused on five main goals:
- equal opportunities for innovators: ideas matter, not the organisation's size
- making government procurement simple and agile
- knowledge exchange: promoting the innovative spirit to the administration, and public involvement to the innovators
- opening the government to best market practices, making it an attractive business partner
- increasing the diversity of ideas, helping small institutions implement big projects
Challenge areas vary - from developing a learning image recognition software to combat traffickers, to a system allowing residents to report malfunctions of public infrastructure, or an algorithm for making emergency number operators more efficient. They have one thing in common - they all directly or indirectly benefit the community. Once the challenges are formulated, the GovTech team works with the institution, helping it to assess the challenge's viability, prepare the budget and legal documentation. Even at this earliest stage a number of companies of all sizes that normally work on similar projects are constantly consulted to make sure the challenge conforms to the highest industry standards. After that, the first stage begins. With adaptability in mind, we allow those with clear-cut ideas to go through the entire process online, but if someone wants to form a spontaneous team, it is possible during one of the largest hackathons in the world, where the event officially begins. After two weeks, the participants submit their ideas which, along with some small sample of the work to come, is evaluated by a jury composed of public officials and industry experts. The best win cash prizes and advance to the second stage, where the challenge sponsor hosts the participants for a week and creates an environment where they can perfect their initial submission using every resource available. After that, the winner is invited to implement his/her solution.There, the process is facilitated by professional staff, employing workflow improvement methods, such as scrum, design sprints, and milestone setting. The process is kept agile and makes use of a new type of contract design to combine transparency with efficiency. All that's left is for everyone to enjoy the fruits of their labour and use the experience for future initiatives.
Parallel to the legislative changes, we are working on expanding the initiative both in width, by involving more institutions and in-depth, by adding new components. We are working on introducing an acceleration program, to turn one contract into a lasting partnership, and a digital marketplace platform, where innovators can interact directly with institutions. While all that is in the works, a perhaps even more important process is occurring - officials are being trained in design thinking, openness and best market practices to build what GovTech (and administration) is really about- people working with each other to make something around us better.","a:17:{i:0;s:3:""181"";i:1;s:3:""178"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""320"";i:5;s:3:""612"";i:6;s:3:""260"";i:7;s:3:""302"";i:8;s:3:""305"";i:9;s:3:""613"";i:10;s:3:""615"";i:11;s:3:""617"";i:12;s:3:""316"";i:13;s:3:""616"";i:14;s:3:""354"";i:15;s:3:""213"";i:16;s:3:""335"";}","GovTech Poland changes:
- A procurement system that was only attractive to large corporations into one where a start-up can compete with a Forbes500 company. By keeping the documentation minimal and getting rid of prerequisites we are able to focus on the quality of an idea, not on the creator's market power, and thus become more start-up friendly.
- A cadre of career administrators into innovation-embracing officials. By constantly bringing them together with market professionals we ensure that the ideas take less time to diffuse from the market to the public sector.
- Small and local institutions into equal participants in the software procurement market. By hiring the winners to implement their ideas we ensure that even organisations with minimal IT staff can obtain working software solutions.
- A disintegrated, obscure process into one that is simple for all parties. We cover most legal, budgetary and logistical concerns, letting everyone focus on what they are best at.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","GovTech Poland is based on lessons learned from previous editions, but its new scale makes it a standalone project. As we want the process to keep expanding each year and the year doesn't grow along with our ideas, we are at present working on both making GovTech a success in its current form, as well as laying the groundwork for future editions.
On the first front, we have finished establishing the legal and technical framework of all the challenges and are now in the process of preparing the infrastructure and data to be used by participants. We are also using the feedback gained from meetings with innovators to polish the process before the first round kicks off.
On the second, we are now gathering experiences from other countries and stakeholders from previous editions and are designing the new legislative framework. Parallel to that, we are using qualitative and quantitative methods to design the acceleration scheme and the digital marketplace system for future editions.","The process is coordinated by the Office of the Prime Minister, to which the GovTech core team reports, but success would be impossible if not for the following:
- Challenge sponsors (local governments, ministries, administrative divisions), who volunteer to become the nation's innovation leaders.
- Foreign partners and consultants (CivTech Scotland, Finnish SITTRA)
- Small businesses who we work with and consult on the programme's shape
- Citizens and NGOs providing us with feedback","GovTech is a procurement scheme, so the ultimate beneficiaries are the participating institutions and the communities they serve. They provide challenges and mentors and indicate the results of the works already implemented.
This said, the other important actor is the administration as a whole, who benefit from a better public perception and exposition to market practices.
Finally, the participants (SMEs) themselves, who can now compete with the titans, and gain contracts and experience","So far, the first edition has produced a number of working solutions for the respective institutions. One application has decreased the tax fraud rate by over 80% in some markets, while others are vital tools in the administration's operations. All institutions that participated in the first edition chose to do so again this year.
In this year's edition we are hoping to achieve similar results, but with much more complex problems. Also, while previously some of the implementations were up to the Institution's existing personnel, this time we are hoping to have the winners implement their own proposals, giving them the contract, and experience and letting smaller institutions participate. We are also hoping even more institutions will choose to get involved with GovTech next year and that it will ingrain itself in the public perception.","Perhaps, it shouldn't be surprising that the largest challenge for a programme aimed at reforming the public administration was uncertainty. We decided to take the matter seriously and after a thorough examination, and a number of interviews and meetings have discovered that while the administration is full of people with brilliant ideas, they can sometimes feel uncertain about expressing them if they do not lie strictly within their narrow field of duty. We have thus taken it upon ourselves to tackle the matter by:
- setting clear responsibilities
- defining standards (communication tools, decisionmaking procedures etc.) and convincing others to use them
- conducting a series of workshops aimed at assertiveness and self-confidence
The perhaps best call we have made was to involve outside experts to show the officials the ""market"" way of setting internal relations. This gave everyone more confidence and resulted in a rise in confidence, efficiency and morale.","While our project involves setting legal and technical standards it is mostly about people and their involvement is the most critical factor in the entire undertaking. We have set out to build bridges between officials and innovators, but ultimately any bridge is useless if no one wants to use it. Luckily, we have met with constant enthusiasm on both sides and will continue to work to maintain this state.
Also, we are fortunate to maintain the confidence of the private sector and SMEs. Ultimately, they are the initiative's target audience and it is with them that we continue to consult all the challenges and practices implemented. Without them trusting us enough to share their methodology and strategy we would never know what can work and what to avoid.","From the very beginning, the programme has been designed to be built upon in the future. An idea used in one ministry spread on to four unaffiliated others and a number of municipalities and hopefully one day will encompass the entire administration.
Already we can see other institutions follow standards set by us - ranging from the armed forces, through hospitals, to railway networks. We have found that perhaps the most important part of our task was to set standards and convince others they just as appropriate as the old ones, but easier. The scalability isn't just formal, however - we also plan to launch our own acceleration scheme as well as a digital marketplace platform (2019). The latter will have all digital solutions used by the administration to be modified, by anyone in the world as they please and later enrich the market with their proposals. We are also talking with our international partners and providing them with advice on how to develop their initiatives further.","After working with over 500 officials in each of the 19 ministries and dozens of other departments, as well as an untold number of start-ups and small software houses, we have seen that one word was always key - responsibility. It was the lack of familiarity with the other world's expectations, causing everyone to remain in their niche, that was perhaps the projects' greatest foe. While the innovators always need clear answers to their doubts and questions, the long chain of command does not allow for efficient replies. Therefore the only condition we set for institutions willing to participate is to designate business owners and give them enough decisionmaking power to compensate for their vast responsibility. Of course this may create tensions within the team, however, we have learned that appointing people who will once become the solution's final user to make the key decisions regarding our requirements proved fruitful, and even the most diverse teams in terms of rank, social status, minority status and experience are able to work together given good guidance and an ear ready to listen to their concerns and needs.",,"a:4:{i:0;s:4:""4626"";i:1;s:4:""4627"";i:2;s:4:""4628"";i:3;s:4:""4629"";}","a:1:{i:0;s:4:""4030"";}",https://youtu.be/62OTqqRY2xU,https://www.youtube.com/watch?v=Mt7cfKlBrL4,https://youtu.be/bfmIvt-_LP4
2925,GreenCheck,https://oecd-opsi.org/innovations/greencheck/,,"VREG (Flemish Regulator of the Electricity and Gas Market)",Belgium,regional,"a:1:{i:0;s:7:""Energy "";}",GreenCheck,https://www.vreg.be/nl/controleren-hoe-groen-uw-stroom-groencheck,2018,"The energy regulator of Flanders, Belgium, has launched a new interactive online tool, ‘GreenCheck 2.0’, allowing each citizen and company to check the characteristics of the electricity supplied to their home, such as the percentage of renewables, the country of origin and the energy source.
This way, the government caters to the increasing demand for green contracts, the need for transparency from suppliers and the government, while overall empowering the liberalization of the energy market.","Consumers are growing more concerned about climate change and their carbon footprint. One direct way for citizens to close the gap between environmental concern and consumer action is by choosing a green electricity contract. As the energy regulator for Flanders, one of VREG's tasks is overseeing the market and trade of green energy. To be able to sell electricity from renewable resources, energy suppliers are legally required in Belgium - as in most European countries - to hand in guarantees of origin. These guarantees of origin are a form of proof stating the country of production and the technology used and must be handed in to the regulator and cancelled based on the volume of supplied electricity on a monthly basis.
Together with the growing interest in green electricity, there is also a the customer's concern about whether the supplied energy is really green, show various surveys conducted by VREG and others. While it is one of the core tasks of the government through VREG to oversee the domestic and international trade of the guarantees of origin and their cancellation by the suppliers, the other is communicating the findings to the public. The general fuel mix of each supplier is calculated yearly by VREG and is a mandatory section on the energy invoices. However, registration of the individual contracts of each citizen and checking one by one whether the contractual guarantees concerning the percentage renewables are fulfilled, is not technically nor practically feasible - although of great societal relevance.
To counter effectively and efficiently the challenges of the 21st century, such as this one, the public service must explore new and more agile models and methodologies to perform its tasks and meet the changing needs of citizens in complex environments. In response to this, the VREG together with the Flemish Minister of Energy, launched a tool, the GreenCheck (1.0), in 2012 as a means to inform citizens, enterprises and local governments about their electricity consumption. It provided proof of the percentage of green (=renewable) or grey (=nuclear or fossil) character of the electricity supplied per individual customer, accessible by inserting the connection point number online on the VREG-website.
In recent years, the interest and concern of the customer has expanded beyond the scope of the first version and the need for a second GreenCheck arised. The objectives of the GreenCheck 2.0 launched in 2018 were three-fold:
1) Provide more information: include data on the country of origin and type of energy source;
2) Use the citizen generated results as a means to control and regulate the electricity suppliers;
3) Enhance the liberalization of the energy market by leveling the playing field.
Technically, the tool functions by following a four-step process:
1) The suppliers report to VREG on a monthly basis the customers with a green contract;
2) The VREG passes these lists on to the distribution grid operators who add the volume of electricity consumed per connection point;
3) Based on the volumes, VREG calculates the quota per supplier and per commercial product of guarantees of origin that need to be cancelled;
4) VREG performs initial checks and publishes the results of the characteristics of the cancelled guarantees of origin online through the GreenCheck tool.
In essence, the GreenCheck 2.0 is successful in innovating the way energy regulation works and combining multiple purposes by creating a methodology that steps away from the 'central government'-system and implements a decentralized citizen powered framework. The tool serves a purpose to citizens by informing them objectively about the electricity they consumed and secondly serves a purpose to the government in its task to regulate which otherwise could not have been performed. If citizens find inaccuracies between the GreenCheck and their contract, they can contact VREG who will impose disciplinary actions on the suppliers. This has already happened on multiple occasions and, only shortly after launching the tool, also on a very large scale and to a major supplier.
Citizens in turn are more informed and can make more conscious choices when choosing a supplier. This fact-check system also demands fair play in the liberalized energy market and even sparks innovation as well, for example in emerging suppliers that use the characteristics of the electricity as the core of their business plan.","a:6:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""194"";i:3;s:3:""210"";i:4;s:3:""302"";i:5;s:3:""621"";}","The GreenCheck 2.0 is a citizen empowered tool used to perform an import governmental regulatory task which would otherwise be impossible to perform by using traditional methodologies. As the regulator VREG, we already have some informational tools available for citizens to compare prices of contracts, the service level of energy suppliers etc. but the GreenCheck 2.0 tool is innovative in the way that it simultaneously informs citizens as well as puts the initiative for the regulation of the energy market in their hands with important results of common interest. It is/was the first of its kind in Europe and belongs to the group of methodologies and innovations that will permit governments to tackle 21st century challenges and support sustainable development; a group that will only grow in importance in the upcoming years. The principal characteristic of these innovations as well as the GreenCheck is decentralization of the main constraint from a central government to its citizens.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","As of September 2018, the tool has been launched for four months and is at the stages of evaluation and diffusing lessons. The evaluation of the project is conducted focusing on both a goal orientation and technical level.
On the level of evaluating if the goals set have been achieved, we are consolidating our own internal evaluation with feedback from different stakeholders and using it to look forward and keep pushing the boundaries of innovation, namely as input for a potential new version of the tool in the future. As an example: the tool now shows the country of origin of the electricity supplied but in the European framework of local energy supply, we would like to add more detail by providing a map based on the (Flemish) zip codes of the renewable production devices.
On the technical level, the last kinks in the technical and IT processes are/have been sorted out to ensure the tool delivers what had been set out to every and all users.","In 2015, VREG organised a workshop on energy disclosure, with national and international participants from a broad range of stakeholders: small and large suppliers, international NGOs, energy traders, consumer organisations etc. and the conclusions were publicly consulted first in 2016 before consolidation into an official proposal to the government.
One of these conclusions formed the basis to start upgrading the GreenCheck (only showing green/grey electricity supplied) in 2017.","Citizens are empowered by the ability to easily check contractual promises and quickly act upon inconsistencies by filing a complaint to their supplier/VREG. For companies, the tool evens the playing field for energy suppliers since promises made in contracts can be verified, encouraging fair competition. City governments organize so-called 'group purchases' for green energy contracts, negotiating better prices for their inhabitants while contributing to the city's environmental goals.","We have noticed a positive effect of the outcomes of the GreenCheck-tool on all users, stakeholders and beneficiaries.
Two of the major achievements include reprimanding one of the major energy suppliers in Belgium and enhancing the liberalization of the energy market by creating room for new innovators. First, through complaints of users of the GreenCheck users who compared their contract with the results online, it was revealed that one of the largest electricity suppliers in Belgium does not supply green energy to their customers when contractually promised so - on a large and consistent scale.
Second, a start-up, new electricity supplier in Flanders has a business model relying on the GreenCheck 2.0 (very specific promises about the production devices and energy sources) because its contractual promises can only be demonstrated by using the GreenCheck 2.0, as an objective, quick and easy tool.
Lastly, the tool overall strengthens the execution of the regulatory tasks of VREG.","The development of the tool faced challenges that were mostly relating to IT. Since the GreenCheck is an online tool and heavily relying on information flow between different parties, adequately aligning those IT-systems as well as developing a new interface tool, proved to be a coordination challenge. In a next phase, running tests and working out the last details and kinks, also took more time that planned and caused some delays. One currently still ongoing challenge is including more detailed disciplinary measures taken based on the results of the GreenCheck into legislation.","For the implementation of GreenCheck 2.0, the conditions essential for success were threefold: societal relevance, cooperation from supporting services and legal regulations.
Seeing the cost (borne by a tax-funded public sector organization), the number of parties involved for information supply, and substantial work load of all parties, societal relevance is crucial and this project fits into the growing environmental concern of the modal citizen. The societal relevance served in its turn as a basis for leadership and policy interest. Second, cooperation from the distribution grid operators who supply necessary information such as consumption data as well as well-performing IT-services are indispensable. Lastly, embedding the projects foundations into the law, makes for a robust framework where all parties cannot escape their responsibilities which ensures longevity of the project.","The first version of the GreenCheck, which simply showed the percentage of renewables per connection point, has been replicated by the other Belgian energy regulators (for the Brussels Capital Region and Wallonia).
Some European countries such as Germany and Finland have shown interest in replicating the GreenCheck 2.0 in the near future. Since most European countries have a renewable energy regulation also connected to the scheme of the Association of Issuing Bodies (AIB) (which forms the technical input for the GreenCheck), all of AIB's Member States can in fact highly benefit from replicating the GreenCheck. Simply put, since the electricity grid in Europe is fully interconnected and synchronous, all connected countries and their citizens can only benefit from a collective checking mechanism.
Lastly, any public authority that is tasked with regulating individual contractual promises can profit from such a citizen empowered tool.","The GreenCheck 2.0 gave the VREG the possibility to execute the important regulatory task of the verification of the origin of green energy per customer, which would not have been possible using traditional governing methodologies. The results of the implementation taught us that this citizen empowerment methodology firstly achieved the goals that had been set out in terms of verifying contractual agreements of electricity suppliers, promoting the consumption of green energy and enhancing the liberalization of the energy market.
Discovering disappointment of citizens on a large scale by one of the major energy suppliers clearly showcased the GreenCheck's purpose. But secondly, and maybe even more important: this new approach to activate citizens as partners by putting them at the center, helped to promote government transparency. It turned out the be the ideal innovation to allow collaboration with those who have most stake in a policy and program's outcome and highly increased the responsiveness to contextual needs. Online tools are already commonly used for multiple purposes: informational, commercial, for entertainment, etc., but in the case of GreenCheck 2.0 it is used for both informative purposes towards citizens as well as simultaneously regulatory purposes in a public sector environment. Hence, it only was motivating to see the positive results fairly quickly and an inspiration to think ahead about new features of the GreenCheck as well as other subjects and tasks that could benefit from this approach.",,"a:6:{i:0;s:4:""3850"";i:1;s:4:""3865"";i:2;s:4:""3856"";i:3;s:4:""3867"";i:4;s:4:""3870"";i:5;s:4:""3872"";}",,,,
2935,"#Blockchain4EU: Blockchain for Industrial Transformations",https://oecd-opsi.org/innovations/blockchain4eu-blockchain-for-industrial-transformations/,,"European Commission, Joint Research Centre",Belgium,other,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:7:""science"";}","#Blockchain4EU: Blockchain for Industrial Transformations",https://blogs.ec.europa.eu/eupolicylab/blockchain4eu/,2018,"The European Commission led #Blockchain4EU as a forward-looking exploration of existing, emerging and potential Blockchain and other DLTs (Distributed Ledger Technologies) applications for industrial sectors. Through an experimental and participatory approach, this project allowed first to come up with an overview of promising applications across industries, and second to co-design five prototypes that physically showcase how Blockchain could be applied in the near future.","The project was led from 2017/03 to 2018/05 by the EU Policy Lab / Foresight, Behavioural Insights and Design for Policy Unit of the JRC (Joint Research Centre) in collaboration with DG GROW (Directorate-General for Internal Market, Industry, Entrepreneurship & SMEs). Its main goals were to:
- Map key challenges and opportunities of Blockchain based applications in nine industrial sectors;
- Explore future scenarios of production, distribution and use via collaborative design models;
- Identify regulatory, funding and other policy options considering development and/or uptake.
Grounded on EU Policy Lab's experimental and transdisciplinary approach in support to policy, the project merged concepts and methods from science and technology studies, foresight and horizon scanning, and generative and speculative design. Furthermore, it combined desk research, surveys, interviews and multi-sited ethnographic explorations, with a strong participatory framework focused on multi-stakeholder engagement and translated into three key co-creation workshops.
Workshop A was dedicated to the mapping of collective visions around Blockchain industrial applications, within a comprehensive overview of their policy, economic, social, technological, legal and environmental (PESTLE) dimensions. Workshop B was centred on the material exploration of near future scenarios through the co-creation of speculative prototypes which could illustrate Blockchain applications for five specific sectors. And last, Workshop C moved into broader discussions on policy strategies for digitisation of industry and businesses, with focus on SME innovation.
Throughout the whole project, multi-level stakeholder engagement strategies were successful in bringing together big and small, private and public actors already involved, potentially interested in, or working in sectors that may be impacted by Blockchain and other DLTs. These strategies were marked by sustained efforts to create the conditions for collaborative work between often conflicting views, while also opening up policy to non-traditional players.
Developers and designers, social, economic and legal researchers, entrepreneurs, industry and business representatives, civil society organisations, think-tanks and policy-makers from several levels of governance, were able to offer us a balanced outlook on the issues at play. Such diversity of backgrounds and expertise was central in building the comprehensive view of Blockchain put forward in our evidence-based policy advice frameworks. Additionally, the projects outputs were also modularly designed and tailored from start to end with all these audiences' stakes and goals in mind.
#Blockchain4EU main outputs were aggregated in a final report. It includes key insights for industry and strategic recommendations for policy following DG GROW's priorities, which are now also being appropriated by other EU sectorial services handling trade, taxation, intellectual property, etc.
A core part of these outputs are five speculative design prototypes co-created from our first workshop onwards to trigger and better inform policy makers' views on how Blockchain and other DLTs could be materialised and applied in near futures:
- Bloodchain (transports and logistics): an assets management system designed to deal with multiple points and actors in supply and demand chains for the collection and transport of blood and other sensitive biological materials.
- Vantage Point (advanced manufacturing): a platform tackling data sharing, interoperability and integrity in manufacturing systems by storing products' digital twins and offering distinct information based on specific information needs.
- Care AI (health): a device providing access to basic healthcare in exchange of anonymised personal health data, afterwards connected through smart contracts to a data marketplace for third party public and private entities.
- Gigbliss (energy): an IoT suite offering three models of the same hairdryer, AUTO, BALANCE and PLUS, linked to three distinct socio-economic models of energy consumption, management and trading.
- Gossip Chain (creative industries): a service allowing anyone to submit rumours to a localised Blockchain, and later combining people's reputation and prediction markets to assess and register the information value and reliability.
These five objects became compelling entry points in policy to Blockchain and other DLTs, offering a tangible understanding of how these technologies could work, in which scenarios they could exist, how they could solve or pose specific problems, or even how they would impact other societal dimensions. They are now fully available not only to policy makers at EU, national and local levels, but also to stakeholders from businesses, industries, labour organisations and academia, attentive to potential applications of Blockchain and other DLTs.","a:10:{i:0;s:3:""162"";i:1;s:3:""609"";i:2;s:3:""211"";i:3;s:3:""217"";i:4;s:3:""257"";i:5;s:3:""317"";i:6;s:3:""303"";i:7;s:3:""184"";i:8;s:3:""876"";i:9;s:3:""623"";}","#Blockchain4EU stands out in its innovative support to policy-making due to:
- Combination of traditional primary and secondary research with experimental and transdisciplinary methods, which opens up often constrained field of possibilities for outputs in evidence-based policy advice in EU institutions;
- Promotion of participatory and anticipation policy cultures, which counters late engagement with smaller pools of relevant or affected parties, and standard 'wait-and-see' attitudes when faced with early-stage technologies;
- Focus on collaborative activities to engage internal and external stakeholders, which allowed exploration of wider collective visions considering policy, economic, social, legal and environmental dimensions;
- Use of speculative design and prototyping for policy, in particular the co-creation of tangible fictional artefacts or materially grounded outputs, which act as catalysts for triggering discussions aimed at enhanced forward-looking decision making.
","a:2:{i:0;s:16:""generating_ideas"";i:1;s:9:""diffusing"";}","#Blockchain4EU outputs (prototypes as main triggers) are now being presented via several channels. The team is conducting strong engagement and follow-ups not only with Commission services and other EU institutions, but also with external stakeholders from industry and SMEs to research and CSOs.
Key recommendations and insights are being taken specifically by DG GROW for upcoming policy initiatives. This includes potential funding in the next EU Multiannual Financial Framework (MFF). DG GROW is also defining possible policy developments in selected sectors grounded on the project's collaborative vision building.
New explorations at the intersection of policy, industry and businesses are previewed with the same experimental frame. As a spin-off, the EU Policy Lab in collaboration with DG CNECT and with the support of the European Parliament, is leading a pilot project on the co-creation of a European ecosystem of organisations working on DLTs for social and public good.","#Blockchain4EU was led by JRC's EU Policy Lab with DG GROW support. A Community of Practice of around 100 participants from Commission services was created and managed via an online platform and multilateral face-to-face meetings, offering constant feedback and channels for exploitation of outputs. The project also benefited from collaborations with supranational institutions as the European Parliament via its Science and Technology Options Assessment Panel, or UNDP via its Innovation Facility.","Through co-creation and research activities, the project engaged a community of more than 250 external stakeholders working or interested in Blockchain including: companies, entrepreneurs, and labour representatives; technical experts, developers and designers; social, economic and legal researchers; CSOs and think-tanks; and public administration at city, regional, national and supranational levels. Secondary outreach also privileged this community and their potential use of outputs.","#Blockchain4EU presented its outputs at a high-level event in Commission's headquarters (May 2018), followed by internal session at European Political Strategy Centre (EPSC), Commission's in-house think tank (June 2018).
At Commission level, insights were already applied in H2020 Call ‘Blockchain and DLTs for SMEs’ to promote financial support to SMEs for application development. Also, the Communication 'A balanced IP enforcement system responding to today's societal challenges' recognised the project's outputs for policy analysis on how Blockchain can strengthen Supply Chains transparency and IPR protection.
At the European Parliament level, the resolution 'DLTs and Blockchains: Building Trust with Disintermediation' acknowledged the value of #Blockchain4EU as foresight framework to assess potential opportunities and challenges of Blockchain in support of decision makers.
Future policy exploitation of results is now being planned at EU level on Trade and Advanced Manufacturing.","Continuous stakeholder engagement was often challenging over differences in availability and goals. Tailored communication with distinct parties and management of expectations was crucial. In addition community building through platforms as Slack or Linkedin was not entirely successful on similar grounds, being later replaced by multilateral emails, blogposts and social media dissemination.
Co-creating with a diverse set of stakeholders also required added efforts, frequently due to variances in terminology/frameworks, professional/disciplinary expertise and/or organisational backgrounds. A robust participatory framework with sound collaborative techniques was key to minimize friction and achieve shared ownership.
The project attempted to embrace diversity in gender, geographies, and institutional representativeness, which proved difficult in a highly technological context. Attaining balance required additional time and preparation, particularly in selecting stakeholders for events.","Multi-stakeholder engagement is key at every step. We need, however, to create places where stakeholders are not only central, but where their inputs are effectively absorbed. Achieving this requires a transparent implementation of tested participatory approaches, which in turn need adequate resource allocation, time and planning. Moreover, choosing the best methods for the task at hand is critical. Mixing and adapting existing tools may work better for engaging than pushing new experimentation at all costs.
Policy Labs as ours stand out as connectors between private, public and hybrid actors, able to aggregate diverse insights and goals for outputs suited to the success of projects as #Blockchain4EU. Bringing stakeholders in and setting up external partnerships stimulates wider impact. Even so, it's crucial to encourage cross fertilisation, adoption of experimental methods, and capacity building in internal services so they can incorporate the broader inputs of such projects.","The EU Policy Lab experimental and transdisciplinary approach in support to policy, and particularly #Blockchain4EU combination of science and technology studies, foresight and horizon scanning, and generative and speculative design, could be replicated in other policy contexts when looking at potential developments of early-stage technologies.
At a practical level, all prototypes and respective design and coding elements were made available by the EU Policy Lab to the general public, under EU Public Licence (EUPL), and where not applicable, under a Creative Commons Attribution-Share Alike 4.0 International (CC BY-SA 4.0).
As a direct follow-up, engaged start-ups Ideas for Change and Materiom are already taking forward developments of prototypes 'Care AI' and 'Vantage Point', within their strategies for better data sharing and decentralization with focus on citizens, SMEs, and public administration.","#Blockchain4EU was able to push the frontiers of what's common practice in policy when looking into early-stage technologies. The project showcased how a multi-stakeholder approach in an evidence-based framework can benefit policy making through processes that are simultaneously robust and experimental in their delivery and impact. Key lessons learned:
- An anticipatory and forward-looking approach is a demanding exercise for many internal and external stakeholders. From developers and entrepreneurs, to business representatives and policy-makers, most of their time is spent dealing with immediate tasks and operations. However, the use of transdisciplinary futures and foresight methods, ranging from future vision building to co-creation of physical prototypes, can foster the right mind-set.
- Collaborative environments in which stakeholders are able to work together with different backgrounds and experiences are crucial. A sound planning and execution of a participatory approach needs to be in place from start to end throughout all stages of a project. A multi-stakeholder process relies on enough time and resources for iterations in order to test preliminary outcomes and produce final outputs.
- The use of speculative design and prototyping is valuable in a policy context to trigger wider discussions with the purpose of improving forward-looking decision making. Moreover, co-creating tangible fictional artefacts with a diverse set of stakeholders provides wide-ranging future visions that cover at the same time policy, economic, social, legal and environmental dimensions.
- Evidence-based framework for policy advice can benefit from a modular approach for outputs, that is, designing and tailoring key processes and results to different parties. An effective communication can include not only standard written outputs such as reports, but also physical prototypes and multimedia materials for exhibition and interaction (see videos and additional materials).
","The project was coordinated at the Joint Research Centre (JRC) EU Policy Lab by Susana Nascimento, Alexandre Pólvora and Joana Sousa Lourenço.
JRC is the European Commission’s in-house science and knowledge service, with a mandate to provide EU policies with independent, evidence based scientific and technical support throughout the whole policy cycle. It aims to anticipate emerging issues that need to be addressed at EU level and understand its policy contexts; creates, manages and makes sense of knowledge; and develops innovative tools to make such knowledge available and useful for policy making.
The JRC's EU Policy Lab / Foresight, Behavioural Insights and Design for Policy Unit encompasses both an innovative way of conducting research, and a collaborative and experimental space that makes use of a wide transdisciplinary toolbox to envision, connect and prototype solutions for better policies, with strong focus on citizen-centric frameworks and stakeholder engagement.","a:16:{i:0;s:4:""4547"";i:1;s:4:""4526"";i:2;s:4:""4527"";i:3;s:4:""4528"";i:4;s:4:""4531"";i:5;s:4:""4532"";i:6;s:4:""4533"";i:7;s:4:""4534"";i:8;s:4:""4535"";i:9;s:4:""4536"";i:10;s:4:""4537"";i:11;s:4:""4540"";i:12;s:4:""4541"";i:13;s:4:""4542"";i:14;s:4:""4543"";i:15;s:4:""4544"";}","a:5:{i:0;s:4:""4458"";i:1;s:4:""4523"";i:2;s:4:""4522"";i:3;s:4:""4521"";i:4;s:4:""4520"";}",,https://www.youtube.com/playlist?list=PL0YSnPcV75Q2aYtr0865nQ5OOqhUAnJgj,
2943,"Scalable technology for inclusive decision making",https://oecd-opsi.org/innovations/scalable-technology-for-inclusive-decision-making/,,Insights.US,Israel,central,"a:1:{i:0;s:12:""public_admin"";}","Scalable technology for inclusive decision making ",https://www.insights.us/,2011,"Insights.US is a tool that helps governments and cities obtain insights directly from their stakeholders, and update participants on their personal impact on the final decisions. This method makes the public be more engaged in the outcome of public governance.","Insights.US addresses a key challenge that every public sector leader faces at some point: one cannot make decisions alone. We will never have conclusive evidence on the best approaches to take, as the problems we all face are complex – otherwise somebody would have solved them already. Furthermore, we need the support of many partners for the delivery of any significant change, from accountants to stakeholders. Governments and cities all over the world invest millions of dollars and thousands of hours in roundtables, one-on-one calls and media work. But we can hardly make everyone a partner: roundtables are limited in size, and media can't really help us listen.
To address this problem, Insights.US aims to give greater voice to the public through online consultations. Learning the challenge from within (at the Israeli Prime Minister's Office and at the OECD Public Governance Committee), it became clear that we need a new tool to enable governments and cities to collect advice, turn it into bottom-line insights, and update each participant on his/her personal impact on the decisions. Unlike expensive consultants, this tool might be ""below the threshold"", to enable a micro-purchase without a long procurement process. Hence, every manager should be able to create a question, invite stakeholders and manage the project himself/herself. That's what we developed at Inisghts.US: a scalable, self-service platform for inclusive decision making.
Two of the key features that make the platform unique are the analysis of free text responses for up to thousands of answers and the personal feedback loop which informs each stakeholder of their contribution to the decisions.","a:10:{i:0;s:3:""181"";i:1;s:3:""147"";i:2;s:3:""190"";i:3;s:3:""210"";i:4;s:3:""257"";i:5;s:3:""260"";i:6;s:3:""302"";i:7;s:3:""613"";i:8;s:3:""617"";i:9;s:3:""354"";}","There are three pioneering features that do not exist in other technologies or in offline roundtables:
1. Personal updates on impact – we keep the participants in the loop with automatic impact updates, which inform them of their contribution to your decisions. Including the audience in the process helps the public sector avoid mistakes and creates sustainable change.
2. The bottom line - our algorithm does the job of wading through tons of responses on behalf of the public sector innovator. It integrates natural language processing (NLP) technologies with simple, analytical tasks done by users. At the end, the government reviews the final insights.
3. The insights are both offline and online, through email, SMS, social networks, or round tables. This generates insightful advice – online, offline, and mobile.","a:1:{i:0;s:10:""evaluation"";}","Insights' platform already helped 300+ organizations to get insights on over 600 public challenges from 525k stakeholders. 82% of the decisions already changed after using Insights.US.
After we've seen all countries face the same challenge, and there are no good solutions, an initial idea started to develop. We started working with the first international clients, such as Austin, Texas and MedStar. We recently launched our self-service version, so that every government agency or every city can launch a consulting website in minutes, and get professional insights from his/her stakeholders in two weeks.
Insights.US has expanded and now has offices in Tel Aviv, Washington DC and Berlin.","We had 71 paying clients along the way (as well as other organizations using our tool without paying). Each and every one of them helped us understand what works, and how we can improve the likelihood of providing value to decision makers.","The beneficiaries have been 300+ organizations, working on 600+ projects with 1,500 administrators, and decision-makers, with 525,000 participants in consulting projects.","We have a very clear outcome, which we measure in every project: whether the insights changed the original decisions the organization was about to take. We measure that based on the objective assessment of our success managers (who are working with the decision makers directly) and the subjective assessment of the decision makers themselves. 82% of the decisions made after using Insights.US changed.
Over the last 6 years, we have been developing and implementing our tool in national decision making processes. We have worked with 4 governments (US, Germany, Austria and Israel) and dozens of cites (Austin, Berlin, Jerusalem, Tel Aviv and many others).
Our platform helped 200+ organizations lead 600 consulting projects with 525 000 participants. After we launched our self-service version, it enabled government agencies and cities to create their consulting site and manage the entire flow by themselves. This has proved both a popular and empowering tool for decision makers.","Many decision makers believe they really know everything. Some would reach out to their stakeholders and ask for advice - without willingness to change anything. We try not to work with these types of decision makers.","After we developed the product, the key barrier has to do with marketing. Building an operation of marketing to the public sector requires a significant investment. Many officials are happy to keep the status quo and the key to changing that is to help them realize the enormous potential they can gain from using a technology such as ours, as well as the simplicity of use for all involved.","We replicated it 600 times, and we see a natural potential to scale at an even larger level.","Changing government is the toughest challenge of all. Therefore we need to understand how government works in order to disrupt it (for instance, with regard to procurement). Coming with a good product is not enough. Another lesson has to do with people: there are very few people who are willing to put the continuous effort required.",,,,https://www.youtube.com/watch?v=Klbta6HlnJI,,
3354,"eProcurement system ProZorro",https://oecd-opsi.org/innovations/eprocurement-system-prozorro/,,"SOE ProZorro",Ukraine,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:18:""Public procurement"";}","eProcurement system ProZorro",https://prozorro.gov.ua/en,2016,"ProZorro is a hybrid electronic government e-procurement system created as the result of a partnership between business, government and the civil society in Ukraine. Innovative public procurement system delivering government services in a stakeholder-focused, transparent, fair and low-cost way. In two years of operation of ProZorro saved $1.9 billion of budget funds and became a leader in openess of goverment data on public procurement.","Before reform on public procurement sphere, Ukraine worked in a regulatory and institutional framework that regulated the ""paper"" procedure. This system made possible numerous abuses by government customers was difficult and inconvenient for suppliers did not provide the opportunity to the public and professional control. Due to corruption and limited competition country lose $2 billion from public procurement budget of $11 billion per year.
In March 2014, soon after the Revolution of Dignity began, a team of volunteer civil society advocates and experts began working on the design of a new and more robust procurement system for Ukraine. The first step was to change the special law ‘On Government Procurement’ that contained 43 exceptions and many corrupt provisions. The team worked for over a month together with the EU and Ukrainian experts, as well as employees of Ministry of economic development and trade of Ukraine.
Even though the new law was substantially different from the previous one and aimed to comply with the best international standards, the reformers realized it was not a “breakthrough changes.” It had to be something significantly larger. The team quickly realized that a comprehensive electronic procurement system for all tenders could significantly improve both access to and the integrity of public contracting, as well as improve the transparency of procurements. After a long round of discussions, the group decided to work towards digitization. The volunteers believed that implementation of an e-procurement system would streamline and improve public procurements.
The ProZorro team created a hybrid electronic system that is built on open source. The hybrid system is an interaction between of a state-owned central database and commercial areas, where all the information in the CDB is duplicated to the platforms. The code system is completely open and freely available for download and use.
The main principle of eProcurement system: “Everyone can see everything”. After the auction end in the electronic system, everyone can see all the information about the submitted proposals from all participants, decisions of the tender commission, all qualification documents etc. Moreover, developed monitoring tools – intelligence modules of bi.prozorro.org and bipro.prozorro.org. These modules have a wide range of functions and enable deep analysis and monitoring of public procurement. In particular, the module displays information about each announced tender; buyer and government authority.
Public procurement reform developed in the ""Golden Partnership Triangle"" (between government, business and society). We unite and take into account the interests of business, government and civil society, allowing to maintain a high level of trust between the key stakeholders in the implementation of reforms.
ProZorro remains one of the most successful reforms in Ukraine. In two years of operation of ProZorro saved $1.9 billion of budget funds. ProZorro is able to control procurement and track whether public agencies are using taxpayer money efficiently and transparently: the more processes take place online, the more transparent they are.
For Ukrainian government in a face of ProZorro team is important to develop further success of reform and innovations in the government. That’s why ProZorro using artificial intelligence and machine learning in its work. In February 2018 was organized first Data science hackathon in Ukraine based on government data. With a help of artificial intelligence participants were working on development of a model that would predict the number of bidders.
Fully implemented in 2016 Prozorro has since been globally recognized as one of the most innovative public procurement systems delivering government services.
- Rated #1 by World Procurement Awards 2016 in the Public sector nomination
- Rated #1 by Open Government Awards 2016
- ProZorro considered by EBRD as a recommended model for e-Procurement reform
- ProZorro is a showcase & learning project of the Open Contracting Partnership
- National Council of Ukraine recognized ProZorro reform as the most successful one
- ProZorro is posted on the World’s Procurement Think Tank
- World Bank is going to implement the base of Prozorro system for its procurement procedures
Next steps on innovative public procurement reform is further development of IT system; to match the requirements of the law and market needs; maximum of digitalization, integration with registries of other key stakeholders; ecosystem development - increasing the efficiency of procurement and to share philosophy and core values of ProZorro with other countries.","a:6:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""194"";i:3;s:3:""611"";i:4;s:3:""316"";i:5;s:3:""621"";}","eProcurement system ProZorro is innovation in public sector:
- is first fully online public procurement system that fights with corruption
- a leader in openness of government data about public procurement
- in two years of operation of ProZorro saved $1.9 billion of budget funds
- using artificial intelligence in its work to predict number of bidders
- first experience in the world of migrating ProZorro data (50 terabytes + over 30 million files) from Amazon Web Services to the data center in Ukraine
- conducted first marketing campaign for attracting business with work with government and tenders
- organized first Data Science Hackathon based on public procurement data","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Since 2016 ProZorro became a fully digital public procurement platform. Considered as one of the major democratic achievements in terms of fighting against corruption. And we are ready to share our philosophy with other countries.
At the same time, we are improving eProcurement system. For example, development of online portal for controlling bodies to make monitoring and control of public procurement online and transparent; development of risk indicators for tenders with violations; further integrations with state registers.","eProcurement system ProZorro launched by the “golden triangle” of partnership –government, business and society.
The government (Ministry of economic development and trade) developed the legal framework. State-owned enterprise ProZorro is an administrator of the central electronic tenders database (IT part). The business environment provides part of the e-procurement infrastructure through the marketplaces. Civil society is responsible for anticorruption activities and control on procurement.","Government officials (Ministry of economic development and trade, SEO Prozorro) made transparent and innovative public procurement system that saving budget money.
The business environment - renewed his belief in working with the state as an example of innovation marketplaces in ProZorro system.
Civil society organisations can conrol how effectively money of taxpayers are spent on public procurement by goverment authourities.","ProZorro from a start up transformed into self-sustainable government eProcurement system. It has made unprecedented migration of data from Amazon Web Services to Ukrainian data center which makes system complies with the legislation.
In two years of operation of ProZorro, all the government authorities in Ukraine make purchases through eProcurement system and saved $1.9 billion of budget funds. E-system Prozorro with its Business Intelligent module is a single point of access to machine-readable data, which is built on the Open Contracting Data Standards providing one of the most advanced and effective analytical tools for procurement data in the world. ProZorro is able to control procurement and track whether public agencies are using taxpayer money efficiently and transparently through the openness of government data.","In the beginning of 2015, the main challenge was whether a functionality of eProcurement system would be effective and supported by government authorities that purchase. Deputy head of the presidential administration offered to test the software on so-called ‘below-the-threshold’ procedures – procurement(s) for small amounts and opinion leaders in the government pushed for the reform in this period.
Another issue is lack of financing from the State Budget. The problem was solved by involving private commercial marketplaces that already provided e-procurement services for commercial sector and supported first financing - 35 000 $. The biggest financial support was made by international organizations (WNISEF, GIZ, IBRD).
Since 2017, ProZorro became self-sustainable, according to the Ukrainian legislation all the government data must be in Ukrainian data centers. With a help of highly qualified experts and donor ProZorro moved from Amazon to Ukrainian data center.","Conditions:
- readiness and motivation of civil society to fight with corruption and to create reforms in the country. We chose to do a “bottom-up” approach that entails a group of activists taking the lead on developing an eProcurement system for below-the-threshold purchases.
- Support of the government made the start-up on public procurement become legal. New employees come from leading IT companies and business to Ministry of economic development and trade and to SOE ProZorro to continue development of eProcurement system. Openness of government data on public procurement gave rise to numerous projects.
- Also, important part is international organizations (donors) belief and support in eProcurement system development and effectiveness.
","What is the best policy around public procurement is frequently raised question -civil society is always dissatisfied with the quality of public services. Businesses complained about the complexity of procedures and the number of references for tenders. The government suffers from the bureaucracy and trying to ""improve"" the process with the latter. Historically, public procurement sphere is related to corruption. Our approach is based on the close cooperation of business, government and civil society.
In 2017 Moldova started piloting system of public e-procurement M-Tender, which is established on the basis of the Ukrainian system ProZorro. But a model like ProZorro has the potential to be adopted by any country struggling with a lack of openness in its public spending. We offer a qualitative leap in building ecosystems of public procurement in another country.","The main lessons learned from public procurement reform in Ukraine:
- public interests are more important than than the interests of those who govern;
- digitalization of government is a key factor of change;
- the principles of openness will increase transparency, justice and professionalism, and trust in the ecosystem;
- results of public procurement reform can be shared with the world.",,"a:5:{i:0;s:4:""3567"";i:1;s:4:""3513"";i:2;s:4:""3512"";i:3;s:4:""3565"";i:4;s:4:""3516"";}",,,,
3386,"Collaborative Contract Management",https://oecd-opsi.org/innovations/collaborative-contract-management/,,"Transport Infrastructure Ireland",Ireland,central,"a:1:{i:0;s:9:""transport"";}","Collaborative Contract Management",https://www.eflow.ie/,2017,"Transport Infrastructure Ireland introduced a new and innovative approach to the management of our eFlow Tolling Operations Contract on the M50 Motorway by introducing a collaborative relationship-based governance framework with our service provider.
We expect this innovation to deliver better customer services, improved toll revenues and reduced operating costs, which will result in more available funding for investment in our transport infrastructure and services.","Normally public agencies are good at telling service providers (i.e. contractors) what they want and this is typically set out in the contractual “scope of services”. However, public agencies are not so good at explaining how they would like to work together with their service providers.
Generally, this can result in negative consequences for both the agency and the service provider, often over many years for longer-term services contracts. In particular, we felt that a lack of collaboration was leading to missed opportunities for improving services and unlocking commercial benefits, as well as poor communication and unnecessary tension between the parties.
In our case, we realised during an inspiring training session (by the Global Sourcing Association) that we were also guilty of not explaining how we wanted to work with our service providers. So we decided to tackle this problem with our existing ‘first generation’ service provider and to also take the necessary actions to design our ‘second generation’ contract with this in mind.
Our first step was to complete our research and as part of this we identified a number of valuable international standards which we had not used before (i.e. ISO:11000 Collaborative Business Relationship Management and ISO:37500 Guidance on Outsourcing) and we also reviewed other relevant public agency contracts to ensure we had captured best practice principles for governance, collaboration and partnerships.
Our next step was to focus on identifying existing innovative practices which we had introduced informally (i.e. a relationship charter and a more structured governance model) and to combine these with new additional concepts which we wanted to introduce into the next generation contract from the ISO standards (e.g. outsourcing life-cycle).
Then we integrated our new approach into our contractual documents for the procurement of our second generation tolling contract and for simplicity created a separate “Governance and Delivery” schedule to the contract to define how we wanted to work with the service provider (refer to attached files).
After this we commenced the tender competition which involved a host of international tenderers and began to explain to the tenderers what we were trying to achieve in our next generation contract and that we were proposing a collaborative and relationship-focussed governance model.
As part of this process we made a decisive commitment to engage directly with the tenderers (in accordance with procurement regulations) and organised five face-to-face information sessions to explain our approach and provide them with an opportunity to ask questions.
When we were debating the benefits of introducing a more collaborative relationship-based contract it is worth noting that we were mindful of the commercial parameters involved. For instance, the potential duration for our second generation contract was fourteen years and we expected it would involve contractual payments of approximately €300 million to our service provider and toll revenue collections in the region of €2 billion. Therefore, it was clear to us that even small percentage reductions in costs and / or gains in revenues would result in significant financial benefits for our agency over the duration of the contract.
It is also worth noting that firms tendering for high-value long-term public sector contracts typically price the requirements which they are clear about and also price for 'contingencies' to cover areas of uncertainty. Therefore, a public agency can achieve value by reducing uncertainties and explaining more clearly what it requires and how it wants to work with it's service providers. It might sound simple but public agencies are often under pressure to go to tender without spending enough time reducing uncertainties and unfortunately this can result in more expensive public services, due to additonal contingencies (aka ""risk money"") priced into the bid.
Therefore, we believed that by communicating our rationale for a more collaborative governance arrangement we would reduce uncertainties for tenderers in a more holistic way, which would result in lower levels of contingency priced by tenderers.
So we were pleased to see that the majority of the tenderers offered significantly improved services at reduced costs for the second generation contract. We are now approaching the contract award stage and anticipate that the winning tenderer will deliver costs savings in the region of €3 million per year over the existing services contract.
Going forward we believe that our collaborative relationship-based governance approach will deliver even more value as it will create a collaborative and creative culture with a robust decision making framework which in turn will allow us to evolve and adapt the services in a commercially efficient and effective manner for the duration of the contract.","a:5:{i:0;s:3:""617"";i:1;s:3:""618"";i:2;s:3:""316"";i:3;s:3:""184"";i:4;s:3:""623"";}","Our new contract management arrangements are innovative because they incorporate best practice concepts for collaborative business relationships and managing outsourcing / external service delivery, including:
1. Specifying how the parties will work together in addition to what services are required - which is innovative as it is not normally a significant element of an outsourcing services contract;
2. Focussing on leveraging the benefits of creating and maintaining an excellent relationship through the preparation of a relationship charter between the parties and the establishment of robust and structured governance arrangements;
3. Specifying additional non-core activities which can often be overlooked to encourage better longer term planning to evolve the services and manage the assets over a ten year horizon (i.e. the term of the contract) and encouraging collaborative sessions which will result in benefits for customers, our agency and the service provider.","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","We have piloted and introduced some of these innovative concepts in our first generation contract which is now entering the expiry phase.
We are currently hoping to award our new second generation contract in the coming months and to mobilise the new service provider thereafter.
In addition, we have been sharing our approach with other public sector agencies in Ireland. For example, we presented our approach to a number of public sector agencies at training provided by the Global Sourcing Association in May 2018 and are due to present at a conference hosted by the Institute of Public Administration in October on Collaborative Contract Management – again sharing the approach set out in this case study.
We have also been active in sharing our lessons and new approach in this area with international transport agencies in Europe, including agencies in Denmark, the Netherlands, the UK and the USA.","Our approach was inspired by the training we received from the Global Sourcing Association which encouraged a collaborative and relationship-based approach to contract management and was further developed through our research of the ISO Standards in this area.
In terms of introducing these best practice concepts, we worked closely with our service providers and advisers (legal, technical and financial) to design an effective government framework and contractual documentation.","Customers benefit from better services.
Teams managing the tolling operation benefit from working in a more collaborative and relationship-based environment which develops their creative and people skills and results in more empowerment and better job satisfaction.
TII as a public agency benefits from better levels assurance, more transparent decision-making, improved forward planning and improved commercial results - which provides additional critical funds for investment in the network.","Introducing a more formalised and collaborative governance model has been beneficial in a number of ways.
For starters, it has resulted in a more rewarding working environment where ideas are nurtured and improvements implemented.
It has also resulted in commercial benefits in terms of gaining efficiencies more rapidly than might otherwise have been the case and delivering higher revenues.
While it is difficult to quantify the benefits accurately, we estimate that approximately half of the efficiencies and half of the improvements in revenues would not have occurred without introducing this collaborative governance model - and this equates approximately to €5 million per year.
Going forward we anticipate doubling these benefits and note that the majority of our tenderers were willing to reduce costs significantly based on this type of collaborative contract as they felt they were being given licence to evolve and adapt services in a more agile, creative and efficient manner.","The main challenge with respect to introducing a new and innovative type of collaborative governance model for our contract management was cultural. Some of our team were used to a narrower and more 'contractual' style of contract management and it took them some time to appreciate the benefits or value of the approach being proposed. Also some of the team struggled to visualise how the collaborative governance model would operate in the ‘real world’.
We tackled these issues through workshops where we discussed the pros and cons of the various approaches and of the potential benefits of progressing with a new contract management model until we were satisfied to progress with the change.
On a more minor point, our legal advisers found it challenging to incorporate some of the ‘softer’ concepts into the contract but they persevered and noted that the ISO standards (referred to earlier) were of assistance in this regard.","Introducing a new more collaborative relationship based contract management model requires senior management leadership and support to encourage a change of culture at many levels.
However, a change of culture and behaviour will not occur unless all participants believe in the new way of working. We think that this belief can be fostered in two ways:
1. Through experiencing the benefits first hand – so we would recommend identifying flagship projects to pilot the new model on and then encourage those who have been involved to share their experience and knowledge with others;
2. Through continuous learning and review of the approach in order to learn lessons and adjust the model as required.","We are convinced that evolving to a more collaborative and relationship-based governance model for contracts would result in significant benefits for public agencies involved in procuring and providing public services.
A governance model by its nature is quite structured so it can be replicated easily by other public agencies. However, changing culture and behaviours requires leadership and patience and, for example, it might be difficult to introduce a collaborative culture at the contract management level of an agency if the corporate culture is not so collaborative.
We have being sharing our approach with other transport agencies, particularly in relation to services and / or operational contracts and believe that many agencies are willing to invest more efforts in this area. We have also noted more science being applied to assessing behaviours and team dynamics for public contracts in other sectors which strongly indicates that more public agencies will move in this direction.","1. In the public sector good governance structures are now increasingly being acknowledged as vital for 'business as usual' as well as change management programmes and initiatives. However, sometimes the value or benefits of good governance or the need to embrace innovation are not widely understood. Therefore, we would recommend that efforts are made to help people to understand the potential benefits of good goverance and innovation before seeking to roll-out new initiatives.
2. Innovation rarely succeeds by accident. Therefore, we recommend that the same management skills and resources are applied to introducing an innovative concept as one would apply when undertaking any other challenging project or task.
3. Do not underestimate the fear or resistance to change but rather seek to understand those fears and formulate positive tactics and strategies to deal with them.","We are delighted to have the opportunity to share our innovation story and to make our submission.
We were also delighted as part of this process to learn about the OECD’s core values. In particular, we believe that it is vital that we all promote the core values of “open” and “bold” among public sector organisations - particularly with regard to innovation.
We can see that there are unfortunately many reasons for public servants to ‘keep their heads down’ and get on with their work without seeking opportunities for innovation; which is why best practice knowledge sharing initiatives like this are so important!
So thank you for taking the time to read our story and we are looking forward to reading and learning from all the other submissions.
As Michel de Montaigne the French renaissance philosopher and writer said, “It is good to rub, and polish our brain against that of others”. So let's continue to rub and polish!",,"a:3:{i:0;s:4:""3467"";i:1;s:4:""3468"";i:2;s:4:""3469"";}",,,
3389,"“Joint effort towards best results” Result oriented management and stakeholders engagement as an example of modern and effective public administration represented by Opolskie Revenue Administration.",https://oecd-opsi.org/innovations/joint-effort-towards-best-results-result-oriented-management-and-stakeholders-engagement-as-an-example-of-modern-and-effective-public-administration-represented-by-opolskie-revenue-a/,,"Revenue Administration Regional Office in Opole",Poland,regional,"a:1:{i:0;s:12:""public_admin"";}","“Joint effort towards best results” Result oriented management and stakeholders engagement as an example of modern and effective public administration represented by Opolskie Revenue Administration.",http://www.opolskie.kas.gov.pl/izba-administracji-skarbowej-w-opolu,2017,"In light of the merger of three fiscal agencies into one, the Opolskie Revenue Administration developed a management model aimed at achieving the best results which is tailored to the needs and expectations of employees and the surrounding society. The new management model obtained a better understanding of the tax administration's mission by the local community by focusing on: user-centricity; stakeholder involvement in tax office to show transparency and public involvement; and listening campaigns.","Management is only effective if it covers all the key aspects of the institution's work. After consolidation, which took place in 2017, three main administrations of tax, custom and fiscal control were combined into one large organization. Consolidation, which united the forces of many differently operated and managed offices, required the adoption of new, innovative management methods. This was one of the main reasons for introducing a new management model in the Opolskie Revenue Administration, which on one hand combines elements related to a high standard of services provided by focusing on achieving the best results and on the other hand takes into account the human aspects.
As a part of the project, cooperation was started with many organizations, institutions, associations of taxpayers and their advisors, representatives of science and education, the Police, services and public institutions, etc.
The goal was to fully involve all possible parties in tax processes as well as to cooperate in the implementation of tasks. Using synergy, the forces of many services and people were combined. That not only resulted in reduced operating costs but also facilitated the achievement of strategic goals; high quality of services; increased level of voluntary tax compliance; and the positive image of Opolskie Revenue Administration in the eyes of the society. What was impossible at the beginning was achieved - better results were obtained with the involvement of fewer resources and limited financial outlays.
We assumed that both combining the auxiliary processes of many offices and cooperation in the performance of basic activities require uniform procedures for systematizing rules of conduct and effective internal and external communication process. The special attention has been paid to the improvement of the professional qualifications of employees and management, creating the opportunity to participate in undergraduate and postgraduate studies, workshops, etc. Joint training and meetings are held to improve the professional qualifications of employees and to exchange good practices. An important issue was also the improvement of communication. Innovative methods of internal communication based on electronic communication channels have been introduced, including changes in the way of meetings of both leaders as well as meetings with employees using online video conferencing. As a result, the management of revenue administration distributed in the whole Opolskie region is more efficient, with quick reactions to problem engagement and decision-making, and also significantly reduced operating costs.
Particular emphasis was placed on creating a system of external communication with taxpayers, their advisers, organizations, institutions and the academic environment by engaging the external environment in undertaking joint activities. Listening to the voice of the local community, priorities and levels of action were set. The widest range of interests covered the academic environment focusing on training and innovative technological solutions needed by the Revenue Administration. The best example of this is cooperation with the University of Technology. It covers many aspects of the business, including the development of an IT program in the field of IT systems consolidation and risk management support, an organization of free studies for officials and internships for students, organization of joint conferences and information campaigns. It is tailored to the needs and expectations of all parties and ensures the exchange of knowledge and new technological solutions. Cooperation in a similar scope was undertaken with schools.
Another example is cooperation with the prison service in the area of unpaid work of prisoners in the repairs of the buildings of the entire region. It allows for the reduction of operating costs and provision of ongoing assistance in real estate administration.
An example of cooperation aimed mainly at streamlining work are agreements with the police, border guards and other public administration institutions in the area of joint actions aimed at tax and customs frauds and crimes reduction. A joint effort of various services allows us to improve work efficiency.
However, in order for the activities that are undertaken by the Opolskie Revenue Administration to be correctly perceived by the local community, cooperation was initiated with local media, the Business Center Club, etc. Additionally employees participate in local and regional events, conferences and meetings, providing information about taxes and helping taxpayers fulfill their tax obligations.
This is a win-win situation. All involved and cooperating parties benefit. Employees are better prepared for work and better trained, local society is satisfied with the possibility of co-deciding on important matters, and taxpayers have a sense of tax justice and are satisfied with the high standard of services provided.","a:7:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""260"";i:3;s:3:""190"";i:4;s:3:""302"";i:5;s:3:""335"";i:6;s:3:""617"";}","The innovation of the Opolskie Revenue Administration consists of the development of a comprehensive management model that contains elements characteristic of business management aimed at achieving the best results and also is based on engagement of all participants of tax and customs processes in the implementation of actions aimed at achieving the goal. The key elements of these processes are to match the services provided to the expectations of the society and the potential inside the institution as well as the potential of the society.
The new, innovative management method is identical to cooperation based on understanding and mutual cooperation. It involves running joint projects, using and cooperating in the acquisition of modern technologies to improve communication and management, and a joint pursuit in achieving goals. As a result, such management leads to the achievement of results and implementation of the public mission.","a:1:{i:0;s:14:""implementation"";}","Activities are undertaken on many levels. Within the organization, we focus on the development of uniform and common procedures, rules of conduct, remuneration, etc. Joint activities, training, exchange of good practices, joint inspections and other activities, including education are carried out. An external activities aimed at the society is the involvement of the local community in the implementation of joint activities, such as education campaigns, presence at local events, the implementation of agreements regarding cooperation with:
The University of Technology in Opole( developing an innovative IT program, including system consolidation and management support),
Schools (knowledge transfer, joint conferences, studies for office employees),
Prison service (prisoners' work on renovations in the offices),
Business Center Club(creative dialogue with recipients of tax and customs services),
Police, Border Guard( conducting joint activities in the field of counteracting crime), etc.","Cooperation and unification of forces are the key elements of our management process. In addition to leaders and employees joint effort we cooperate with University of Technology( innovative computer program), schools (exchange of knowledge, work for students, free studies for officials), Prison service (free repairs of office buildings), Police, Border guards, other institutions (joint actions, effective fight against fraud), BCC (dialogue matching services to taxpayer`s needs), etc.","Employees and leaders as partners working out common principles, exchange of experience.
Taxpayers, social organizations as recipients of services and consultants, defining the needs of local community.
Schools, universities as partners in the exchange of knowledge, acquiring employees and new technologies.
Police, prison service, other institutions as partners in conducting joint activities, improving work.
Local media as an intermediary in providing information and creating a positive image.","The project has a long-term nature and is currently under development. It is difficult to measure all the results of its operation at this time. However, some results are evident already in the initial phase of its implementation, which can include:
Unification of the way of managing the offices distributed in the whole region.
Improvement of relations between revenue administration and taxpayers.
Improvement of internal communication.
Reduction of operation costs.
Quick reactions to problem engagement and decision-making.
Increased in the competence of employees.
Ensuring a high standard of services provided.
A better understanding of tax procedures.
Increased transparency of proceedings.
It should be pointed that our key goal is not only to be positively evaluated but also to be fully approved by the public. In addition, we strive to achieve a high level of voluntary tax compliance by taxpayers, which will lead to a reduction in operating costs and ensures high budget revenues.","Each new reform brings with it many challenges. Not everything is always successful. Over the last year, we had many reasons to be proud, but also a few difficult moments. We managed to overcome problems, and this strengthened and united us even more. One of the most serious challenges that arose was the change in employee awareness and the overcoming of resistance associated with the uncertainty related to new structures. In addition, the consolidation of the three different administrations was related to the need to transfer employees between offices or the need to change the type of work performed. Convincing employees not only about the need for change but mainly about the fairness of it as well as changing their attitude and manner of working was not an easy task. Initially, our activities were not fully approved by all employees and even met with some resistance, while at the moment this is no longer a problem. Employees integrated well and willingly cooperate with each other.","We learnt a lot throughout the last year. While there is still a lot to do, now we know that you can do what seems impossible at first. Strong will and diligent work make things possible. The recipe for success is simple. Efficient management focused on results achievement and full commitment of all employees and other stakeholders is the most important.
However, also relevant is optimism and cooperation, joint problem solving and listening to the voices of society and its citizens. You can never forget that it is the society and its citizens that the public administration works for. Only joint action and the pursuit of common goals deliver the expected results. Engagement of all available stakeholders; joined forces and synergy, and building relationships based on transparency and mutual respect are the key to success.","One could write a lot about the project and its implementation. The most important point is that the idea of the project is universal and could be implemented by every public administration. Everywhere in the world, public administrations face similar problems. It`s common knowledge that many of their management strategies should be refreshed or redefined. What we propose is a modern way to combine all sides’ expectations. It`s a real challenge to unify management needs with its employee's needs, as well as stakeholders needs. Cooperation and mutual understanding are what Public Administrations should aim for these days. We are confident that our project can be successfully presented on the world forum. We are positive that our projects’ implementation in other countries could bring positive changes and improve the effectiveness of the public administration.","Expanding on what has been noted before, the project also assumes to improve the image of Revenue Administration in the eyes of society, and as a result, increase the level of voluntary fulfilment of tax obligations by taxpayers and thus increase government’s revenue. Increasing the level of voluntary tax compliance will designate its available resources for conduction of prevention actions. This will increase the feeling of fair taxation. On the other hand, it means that our resources could be better allocated and we will be able to designate them as available resources for the training of employees as well as training and education for entrepreneurs as an important part of our compliance strategy. Finally, such actions will improve the taxpayer’s satisfaction with the services provided by the tax office and increase the number of taxpayers properly fulfilling their tax obligations. At the same time, the staff will be better trained, more self-confident and satisfied with their work. Lessons learned from surveys conducted within the project and reports will improve the quality of long-term actions as well. On the other side, one should be patient. Results aren’t always coming fast. And you should act in cooperation with other stakeholders. Working together gives better results. Only joint effort and mutual cooperation could bring the best results. In the end, one should listen to people, hear voices inside the organisation and try to understand outside environment. One should be good to others and show respect for their needs. That`s what I would like to share with all of you.","The Revenue Administration has not been very popular so far and the services it provided were not always correctly perceived by the local community. Our goal is not only to achieve the best results but also to shape the right image in the eyes of the public. Aspects such as exerting a positive influence on the way of thinking and awareness of the participants of tax processes, which as a result determine the way employees and taxpayers behave, are also important. As a result, joint effort leads to an improvement in the quality of services provided and creates the positive image of the Revenue Administration in the eyes of the society.","a:13:{i:0;s:4:""3677"";i:1;s:4:""3709"";i:2;s:4:""3681"";i:3;s:4:""3675"";i:4;s:4:""3687"";i:5;s:4:""3711"";i:6;s:4:""3715"";i:7;s:4:""3712"";i:8;s:4:""3716"";i:9;s:4:""3717"";i:10;s:4:""3718"";i:11;s:4:""3720"";i:12;s:4:""3719"";}",,,,
3411,"Conversation festival LAMPA",https://oecd-opsi.org/innovations/conversation-festival-lampa/,,"Foundation for an Open Society DOTS",Latvia,other,"a:1:{i:0;s:14:""civil society "";}","Conversation festival LAMPA",https://festivalslampa.lv/en,2015,"In an increasingly divisive and polarised world, the annual nationwide Conversation festival LAMPA in Latvia has become an outstanding platform for discussing matters of societal concern about Latvia, Europe and the world in face-to-face conversations. Co-created by a diverse array of civil society organisations, public authorities and private companies, the festival opens up policy-making processes to wider audiences and creates an open platform for direct engagement among people in Latvia.","A broad range of events, thought-provoking discussions and hot topics all feature at the Conversation Festival LAMPA, a nationwide, open-air annual summer festival organised annually in Cēsis, Latvia since 2015. LAMPA provides a rare chance to spend two uplifting days sharpening one’s mind, expanding one’s horizons, and challenging one’s assumptions. It’s an inspiring and energising platform for everyone with something to say. It’s for everyone who wants to learn and talk about issues important to Latvia, Europe, and the world.
The mission of the festival is to strengthen democratic conversation culture, foster civic engagement and active involvement in social and political processes, and encourage a desire for lifelong learning in an ever-changing world.
The two-day festival takes place every year on a Friday and Saturday in late June or early July. Creating the festival events are civil society organisations, private companies, public authorities, universities, media, civic-minded individuals and churchgoers. In 2018, LAMPA featured more than 270 events – conversations, debates, talks, lectures, workshops, performances, stand-ups – in Latvian, English and Russian. Admission is free.
The number of festival attendees has increased from 3500 in 2015 to 16 000 in 2018, indicating that the festival has picked up on a desire or even need for people in Latvia to convene on an annual basis at such an event.
The festival brings together people in Latvia from all walks of life, engaging them in conversation and an exchange of ideas. Being the first and only of its kind in this country, it clearly serves a vital role in fostering openness and dialogue, something that is of great importance in this diverse country with its eventful history.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""616"";}","The idea of a festival was inspired by political festivals organised in other Northern European countries. However, the Conversation festival LAMPA has its own model, with the core idea of creating an open platform, where important issues can be discussed among people from various walks of life. It is a unique public forum, where anyone has a chance to put forth a topic for a public discussion.
If previously the festival format was only utilised for entertainment, and discussions on significant issues only took place in conference halls, then the festival has changed this conventional model. Moreover, its joyful and open atmosphere has made the format for public discussions attractive to young people, who comprise almost half of festival attendees. Public authorities, led by the State Chancery, have become important partners and co-organisers of the festival almost from its inception, organising various events in a festive spirit. Thus, bringing engagement with society to a new level.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","The Conversation festival LAMPA is a long-term initiative, not a project which is about to end in the near future. Moreover, we are in a constant process of the evaluation, which helps us to improve the festival and make it more attractive for even wider audience.","The festival champions a co-creation process and cross-sectoral cooperation. In 2018, its fourth year, the festival was co-organised by 235 organisations and civic activists, among them civil society organisations, companies and political parties, as well as governmental and municipal institutions. The main organisers of the festival are the Foundation for an Open society DOTS, Swedbank, Armadillo ad agency, Deep White communication management agency, Cesis municipality, and the British Council.","The people of Latvia are the prime stakeholders and beneficiaries. First, anyone can apply and organise a conversation on any issue of importance to him/her. Second, festival attendees have plenty of opportunities to enrich themselves with new knowledge, discuss the things they care about or are interested in and meet new people they otherwise would not meet.","The number of festival attendees has increased from 3500 in 2015 to 16 000 in 2018, indicating that the festival is needed in Latvia. The festival has become a national event where ideas converge and people meet. Conversations can serve as a spark for a new idea. An idea first put forth at the festival could later be on developed into a project, business or even legislation.
Our expectations: a continued increase in the number of participants, further growth in interest in organising an event/conversation, and the participation of public authorities becoming a tradition.
The festival has ambitious long-term goals – to strengthen democratic conversation culture, empower people to take active part in public life, and promote critical thinking, a culture of curiosity and life-long learning. We also aim to bring political and democratic culture to a new level, where civility and dignity are respected and celebrated, but this requires time, partnership and persistence.","In 2016, the Corruption Prevention and Combating Bureau, reacting to a tweet, inspected the participation of the State Chancery and other state institutions at the festival, as to whether their participation constituted a conflict of interest. Although it found no such conflict, the whole process proved challenging, since participation of public authorities is crucial to the festival’s mission.
Overall, there have been no significant setbacks.","The festival should be built on a strong set of clearly articulated values and a strong mission statement. An open platform for everyone, reflecting societal diversity. Therefore, partnership and co-creation are key to success.
All opinions are welcome and important, but clear rules should be in place for all events to ensure that conversations are held in a respectful manner.
Participation of public authorities is crucial for achieving the festival goals.","The festival idea can be further replicated both locally and internationally. On the local level – local civic activists can organise regional conversation festivals all over Latvia to discuss and debate local issues. On the international level – other countries can follow our example and organise their nation-wide conversation festivals. So far, the Conversation festival LAMPA has inspired creation of the festival of discussions BUTENT in Lithuania, the Jubel festival in Belgium and a Ukrainian conversation festival to be organised next year in Kyiv.","Start with why – what is your mission statement, values and goals you are trying to achieve.
Know your audience! Be very specific in your first year – whom you wish to attend and how to reach them. You can expand your audience in the following years.
Don’t be boring – it’s a festival! Create a joyful, lively, open, trusting and optimistic atmosphere.
Do not limit conversations only to politics. Events should be on a range of topics – health, science, education, culture, politics, lifestyle and many more.
Be creative in event formats! Audience engagement should be a priority.
Co-create! The festival should unite civil society organisations, businesses, public authorities, religious organisations and civic-minded people.
Think young! The festival should be attractive for young generation since its inception.
Financial sustainability should be a priority from the day one, but beware of commercialization! Do not allow any plain product/service advertisement; all the events and activities should be aimed at societal benefit.",,"a:28:{i:0;s:4:""3740"";i:1;s:4:""3744"";i:2;s:4:""3742"";i:3;s:4:""3743"";i:4;s:4:""3745"";i:5;s:4:""3746"";i:6;s:4:""3770"";i:7;s:4:""3741"";i:8;s:4:""3747"";i:9;s:4:""3748"";i:10;s:4:""3749"";i:11;s:4:""3750"";i:12;s:4:""3751"";i:13;s:4:""3752"";i:14;s:4:""3754"";i:15;s:4:""3755"";i:16;s:4:""3762"";i:17;s:4:""3756"";i:18;s:4:""3758"";i:19;s:4:""3759"";i:20;s:4:""3760"";i:21;s:4:""3761"";i:22;s:4:""3764"";i:23;s:4:""3771"";i:24;s:4:""3765"";i:25;s:4:""3767"";i:26;s:4:""3768"";i:27;s:4:""3769"";}",,,https://youtu.be/oo_QD8g1jKw,
3549,"The Irish Citizens' Assembly",https://oecd-opsi.org/innovations/the-irish-citizens-assembly/,,"Citizens' Assembly",Ireland,central,"a:1:{i:0;s:22:""Deliberative Democracy"";}","The Irish Citizens' Assembly",https://www.citizensassembly.ie/en/,2016,"The Citizens' Assembly was an exercise in deliberative democracy, placing the citizen at the heart of important legal and policy issues facing Irish society. With the benefit of expert, impartial and factual advice the 100 citizen Members considered five topics. Their conclusions formed the basis of a number of reports and recommendations that were submitted to the Houses of the Oireachtas (the Irish Houses of Parliament) for further debate by our elected representatives.","The Citizens' Assembly was an exercise in deliberative democracy, which placed the citizen at the heart of important legal and policy issues facing Irish society. Under intense scrutiny and at all times operating transparently, 99 citizen Members considered five distinct topics over a 19-month period.
The five topics covered a range of complex policy issues, all potentially divisive and some particularly emotive. The challenge faced by the Assembly was how best to add depth and quality to the public debate and understanding of these five issues in an era of social media.
Of particular significance was the consideration of the abortion topic. As in many jurisdictions, this issue brings legal, ethical, medical and constitutional complexities. In the Irish context, it is an issue which has been the subject of public debate and the subject of referendums for over 25 years. The Assembly process brought forward tangible policy and legislative proposals that were uniquely citizen led. The approach adopted through the Citizens’ Assembly allowed for a mature and informed debate that ultimately led to an amendment to the Irish constitution and related legislative change on this highly charged topic.
Following the general election in 2016, the Government committed to the establishment of a Citizens’ Assembly within six months and without participation by politicians, with a mandate to look at a limited number of key issues. The establishment of the Assembly was approved by resolution by both Houses of the Oireachtas.
The Assembly began its work in October 2016 and held 12 weekend meetings between then and the final meeting in April 2018. There were 99 citizen Members of the Assembly, in addition to the Chairperson, chosen at random to represent the views of the people of Ireland. The membership of the Assembly was broadly representative of society in terms of gender, age, social class and regional spread, as reflected in the Census. The five issues the Assembly was mandated to consider were: 1) the Eighth Amendment of the Constitution (which concerns abortion); 2) how we best respond to the challenges and opportunities of an ageing population; 3) how the State can make Ireland a leader in tackling climate change; 4) the manner in which referenda are held; and 5) fixed term parliaments.
For each of these five topics, the Assembly was tasked with not only considering the matters but “to make such recommendations as it sees fit and report to the Houses of the Oireachtas”. In so doing, it was vital that workable policy proposals be produced through a list of recommendations on each topic that would have the public’s support as shown through a representative sample of well informed citizens.
A submissions process on each topic widened the reach of public engagement and resulted in approximately 15,000 submissions being received across all topics.
All public meetings were live streamed and then archived online, all papers presented to the Members were made available online to the public immediately and all policy decisions were made available to the public, together with, where appropriate, the rationale for same.
In accordance with the Assembly’s rules and procedures, a Steering Group was in place to support the Assembly in the efficient and effective discharge of its role and functions. In practice, the Group assisted with planning and operational issues associated with the work programme. The Steering Group consisted of the Chair and a representative group of Members elected by the Assembly Members.
The Members voiced their perspectives and opinions with both an awareness of and the intention of having a positive impact on the lives of their fellow citizens. Supplemented with expert, impartial and factual advice the Members voted recommendations formed the basis of four reports on five topics that were submitted to the Houses of the Oireachtas for further debate by our elected representatives. The recommendations have provided politicians with further insights from voters on policies and pathways that would have the public’s support, based on the representative nature of the Assembly members.
Deliberative democracy exercises are gaining traction worldwide as a way to better respond to the challenges faced by democracies. Ireland has had two constitutional amendments passed which originated as proposals put forward by deliberative democracy exercises (marriage equality as recommended by the Convention on the Constitution and replacing the Eighth Amendment as recommended by the Assembly). This makes Ireland a world leader in the use of the deliberative democracy model, as demonstrated by the high levels of international interest in the Assembly process in terms of media coverage and invitations to present the Assembly’s work abroad.
The Taoiseach (the Irish Prime Minister) has publically stated the Government’s proposals for the establishment of a future Assembly to consider other societal issues.","a:4:{i:0;s:3:""181"";i:1;s:3:""621"";i:2;s:3:""260"";i:3;s:3:""616"";}","• Members randomly selected from the voting population, did not include a proportion of elected representatives.
• In keeping with the commitment to the principles of openness/transparency, all public proceedings were “live streamed” and all papers and presentations were made available in real time on the Assembly website. With sign language and Irish interpretation also available, the live streamed proceedings were accessible to the widest possible audience as they took place.
• The provision of information based on facts/expert testimony was key to enabling a rational and respectful debate by the members on all issues.
• The use of trained and experienced facilitators at the member roundtable discussions allowed for equality of voice in their deliberations.
• Expert Advisory Groups, comprised of academics/practitioners, were fundamental in developing the work programme, selecting speakers and providing expertise/advice particularly in relation to the development of ballot papers.","a:2:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";}","The Assembly has submitted four reports on five topics to the Houses of the Oireachtas as stipulated by the resolution approving the Assembly’s establishment.
As an example, the report on the Eighth Amendment of the Constitution (which concerns abortion) was considered by a joint committee of politicians from both Houses, who in turn also recommended a referendum to remove the Eighth Amendment from the Constitution. This referendum took place on 25 May 2018 and passed by a majority of 66.4%. The Assembly had voted for this by a majority of 64%. Following the recent conclusion of legal challenges to the result, the Government is progressing legislation to allow for the termination for pregnancy in line with the results of the referendum.
The report and recommendations on climate change are currently being considered by a similarly constituted Committee on Climate Action.
The remaining reports are awaiting further consideration by the Government.","Expert Advisory Groups assisted with work programme development. Speakers from academia, professional bodies, civil society and international organisations contributed to the process/presented to the Members.
Collaborative relationships were built with civil society representatives, allowing the Secretariat to understand and address concerns that were raised. These groups played a vital role in publicising the Assembly’s work amongst their members/the media and through social media platforms.","The Secretariat went to great lengths to engage with stakeholders/media through advocacy groups, NGOs, representative organisations, State bodies, academia and individuals throughout the process.
Recommendations were the outcome of presenting evidence based material to the members, balancing, listening and respecting differing views, thus strengthening the quality of public debate and aiding public understanding of complex, divisive issues which may otherwise be deliberated in reductive ways.","The Assembly generated a large body of expert evidence/analysis on topics it considered, all of which is available on the Assembly website and is an important repository of information.
The Assembly produced four Reports on five topics, which include 77 recommendations spanning constitutional, legislative and policy proposals.
With respect to specific substantive outcomes of the Assembly, the most notable lasting change is that a proposal developed by the citizen Members and voted on by them was put to the people at referendum and has resulted in a change to the Constitution, the foundational law of the State. Deliberations on the 8th Amendment of the Constitution saw the Assembly’s result almost exactly mirror that of the wider electorate in the subsequent Referendum (64% v 66% in favour respectively).
The Assembly also witnessed significant interest from both political/non-political groups at home/abroad in the process and received many requests to present on the Assembly model.","As recognised by the Chair in the final Report, structuring a comprehensive and coherent work programme in the timeframe afforded to the Assembly was challenging. The topics assigned were wide-ranging and often spanned a broad spectrum of disciplines/policy work being carried out across different Departments. To ensure the full completion of the work programme it was necessary to seek two extensions from the Houses of the Oireachtas.
The extended timeframe had a knock on impact on some Members ability to continue in their role. Members participated in a voluntary capacity. It is clear from feedback from Members that, while many were proud to serve for the entire period (61 Members in total); this level of commitment took a considerable toll on their personal lives. It is also clear that during the 19-month period, some of the Members who withdrew from the process did so as their circumstances and availability changed, which is inevitable over such an extended period.","An independent Chair with status, personal credibility and authority to lead the process impartially, oversaw consideration of the issues in a balanced, neutral and informative way.
The small Secretariat demonstrated extremely high levels of commitment, energy and determination to make the process a success. Continuity of the Secretariat and almost two-thirds of the original members encouraged a sense of shared commitment/responsibility. New members were supported/encouraged by the Secretariat and existing members to contribute to deliberations.
Clear administrative procedures alongside appropriate logistical and financial resources were integral to the Assembly’s success.
Underpining the Assembly’s work were six key principles - openness, fairness, equality of voice, efficiency, respect and collegiality. The Assembly has proven that operating in an open and transparent manner, and ensuring that all views are listened to equally and respectfully, better serves all stakeholders.","The Assembly is a unique exercise in deliberative democracy, however many of its central engagement mechanisms are adaptable to other Departments in the Civil Service and the wider Public Service. The Assembly Secretariat has already engaged with multiple Departments and agencies to share experiences. Examples include the National Dialogue on Climate Action, which is currently holding regional meetings around the country on Climate Action. At these meetings they have adapted the deliberation model to meet their specific requirements. Learnings have also been shared with An Foram Uisce and the National Centre for Curriculum and Assessment. The open approach to communications and engagement with stakeholders is currently being examined as part of Action 4 under Our Public Service 2020, with a view to sharing our approach across the public sector more widely.","The project has demonstrated the merits of an alternative and innovative way to gain and better understand citizens’ perspectives, preferences and opinions outside the traditional representative democracy model. It has highlighted the potential for considering certain topics in a format in the future that could in turn produce workable policy measures which have the public's support.
The level of public scrutiny from the outset was very intense, meaning that all decisions and actions taken were the subject of rigorous discussion and enquiry. Operating openly and transparently, an approach that public bodies are often criticised for not adopting, was recognised as being one of the pillars of success of this project by commentators.
The Secretariat observed throughout the process that the level of interest in the process/its structures/its outcomes from international audiences; media, academics and other agencies and representatives from foreign Governments was very high. The Secretary presented on the Assembly’s deliberative democracy process to various groups - the State Ministery of Baden- Wurttemberg, Germany; the World Forum on Democracy, Strasbourg; and Building Change Trust, NI to name a few.
In the final Report, the Chairperson made a number of reflections on the process, which also serve as lessons learned. They were, briefly, as follows: the importance of transparency; certain procedural aspects around the recruitment of Members; potential reimbursement and a maximum length of service for Members to encourage continuing participation; consideration given to the types of topics referred to a deliberative democracy body; the length of time given to each topic; engagement with academia (as outlined above); the provision of a clear path for recommendations; the importance of facilitation of the deliberations, further research into the deliberative nature of such bodies and the impact of social media on proceedings.","Further detailed information about the work of the Assembly is available on the website www.citizensassembly.ie.",,,,,
3598,"Etorkizuna Eraikiz (Building the Future)",https://oecd-opsi.org/innovations/etorkizuna-eraikiz-building-the-future/,,"Provincial Government of Gipuzkoa",Spain,local,"a:1:{i:0;s:7:""Cabinet"";}","Etorkizuna Eraikiz (Building the Future)",https://www.gipuzkoa.eus/es/web/etorkizunaeraikiz/etorkizuna-eraikiz,2016,"The Provincial Council of Gipuzkoa presents the program entitled Etorkizuna Eraikiz (Building the Future) as an innovative program for a more open and collaborative governance. Etorkizuna Eraikiz incorporates public deliberation with the citizenship for the design of public policies, ensuring the effectiveness, efficiency and plurality of this participation. The program consists of an active experimentation exercise to develop the future of the territory.","The deep crisis (economic, social, cultural, etc.), in which Europe and Gipuzkoa have been immersed since 2007, obliges governments to face a necessary transformation to meet the needs of the society regarding the future.
Adapting to continuous and abrupt changes requires a strong will to reinvent ourselves, as well as a clear orientation to gradually improve the capacity of the public system to do and not stop doing what the society expects of us. Reinventing governments should show us new organizations that develop innovative public services, respond effectively to the needs of the citizens, manage scarce resources and offer a new concept of public value.
In this context, the Provincial Council of Gipuzkoa presents the program entitled Etorkizuna Eraikiz, within the Strategic Management Plan 2015-19, as an innovative program for a more open and collaborative governance. The program incorporates public deliberation with the citizenship for the design of public policies, ensuring the effectiveness, efficiency and plurality of this participation.
The Etorkizuna Eraikiz program consists of an active experimentation exercise (pilot experiences) through projects that offer answers to current needs but also provide a shared foresight about the economic, social and political future of the territory. Through these projects, strategic challenges will be faced and new public policies will be designed, in line with and more relevant to citizenship's needs.
Thus, two types of initiatives are proposed:
GipuzkoaLAB, a prospective exercise that helps to build public policies and faces the strategic challenges of the future in the medium term.
Gipuzkoa Taldean seeks to identify the demographic, economic and social challenges that the territory will face in the near future (in the medium term). The objective is to propose a shared reflection with all the agents of the territory, in which the key-ideas for the future direction of Gipuzkoa are identified in a global way.
The Etorkizuna Eraikiz program also includes three elements or initiatives that will provide transversal support to the two pillars mentioned, these are:
• The active process of international benchmarking, (Nazioarteratze Sarea)
• Shared reflection among the main actors of the innovation policy ecosystem. (Ikergunea)
• Debate, diffusion and socialization of the main challenges of the territory of Gipuzkoa (Gizartaratze Prozesua)
The main objective is to strengthen the capabilities of Gipuzkoa and cope, collaborately, with the challenges that the territory faces.
Meanwhile, specifics objectives are:
• Defining a public agenda with topics that are relevant to competitiveness, sustainability and cohesion of Gipuzkoa, approached with participatory dynamics, that may results in new public policies
• Strengthening the capacity of Gipuzkoa to meet its future challenges, promoting together with the economic and social agents the reflection and strategic management. Collective working supported on the knowledge and participation of people, with the objective of defining Gipuzkoa in 2026.
During these three years of implementation, the international contrast has been an important element to improve the programme. Thus, experiences from Norway. Sweden, Australia, Colombia, UK, France, Denmark, among others have been consulted to enrich the program.
In short, Etorkizuna Eraikiz represents a new way of thinking, working, sharing and governing from policy-making, to offer real solutions to the current challenges.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""217"";i:4;s:3:""317"";i:5;s:3:""257"";}","Etorkizuna Eraikiz represents a new way of thinking, working, sharing and governing. Etorkizuna Eraikiz is:
A relational space tackling public issues where work teams are focused on people;
An active exercise of foresight;
A space of co-creation and co-design;
Lab Experiences; and
Empowerment of citizenship.
A new mean of territorial governance through a model of Quadruple Hélix:
Companies involved through Gipuzkoa Lab;
Citizens participating in a more modern and participatory way of policy-making;
Universities pushing the process through Ikergune; and
Government articulating the diverse type of public bodies.","a:1:{i:0;s:14:""implementation"";}","Etorkizuna Eraikiz currently is within its fifth year of implementation. After the first year of analysis and definition of the programme, Etorkizuna Eraikiz started implementing projects in 2016. During these three last years, a wide campaign to put the programme into the territorial agenda has been developed and has resulted in the engagement of local companies, local administrations, universities, social organizations and citizens. Nowadays, the efforts are focused on the sustainability of the project in the belief that Etorkiuna Eraikiz has come to stay.","Citizens. More than 25.000 peoples have participated in the program somehow. The projects have been designed and developed by more than 3,000 people (included workers)
Government officials. The Cabinet Office of the General Deputy, the Department of Governance and the Deparment of Territorial Development fully involved in the programme.
Cicil society organizations are running
Companies. More than 380 companies engaged.
Universities. The 4 basque universities are participating in the programme.","Companies benefits by putting into practices measures to promote workplace innovation resulting in more commitment of the employees.
Citizens by participating directly in the design of public policies and the definition of the challenges of the territory.
Social organizations by experimenting with new solutions to tackle social problems.
Governments officials by putting into practice social listening in the development of programs, rules and projects.","Etorkizuna Eraikiz is already transforming the governance model of Gipuzkoa. The way to build public policies in a collaborative way, between the Provincial Council and society as a whole, is underway. Etorkizuna Eraikiz over its 3 years of implementation: has got the following results:
• Development of 5 strategic projects through the creation of 5 reference centres in cybersecurity, ageing, audiovisual creation, electromobility and digital gastronomy.
• 20 pilot projects in the field of conciliation and the participation of workers developed with the participation of 20 companies and around 2,500 workers.
• Support for the experimentation solutions to concrete problems through the public funding of more than 60 projects since 2016.
• Creation of Etorkizuna Eraikiz Gunea first laboratory of public policies in the State.
More than 25.000 people have participated in the activities somehow.","Etorkizuna Eraikiz is a challenging programme and therefore in its implementation, many problems and contradictions have appeared. The challenges Etorkizuna Eraikiz faces are:
Connecting with society. We need to communicate this new paradigm and people have to understand it.
Creation of an interactive space to promote collaboration. There is a lack of real culture of collaboration. People have to internalize this new way of building the future.
The third challenge comes from the inside of the government. It is important to have committed and well-formed civil servants. Up to date, we find very vertical structures in government. If Etorkizuna Eraikiz hopes to be a model of future it is crucial to apply a new conceptualisation of the administration.
The fourth one is the design of a new methodology to make a follow-up to these new forms of relationship.
The last one is a necessity to generate conditions for the co-creation.","Etorkizuna Eraikiz is not a simple and easy programme. It faces multiple and diverse challenges and problems. For this reason, it is imperative to have the support of the political, social and economic actors, especially from those in charge of defining public policies.
Firstly, one of the most important conditions for Sucess of Etorkizuna Eraikiz is the commitment and the firm bet of the Deputy of the Provincial Government of Gipuzkoa on it. A solid leadership and guidance are essential to carry out the programme successfully.
Secondly, the support of the citizenship is always a challenge itself but in the case of Etorkizuna Eraikiz, it is mandatory. The commitment of the citizenship to participate in the programme and to work collaboratively to design public policies is fundamental to deploy a new governance. Future challenges are defined and tackled down together, the governments and the society, based on the deliberation and the dialogue in a space of co-creation.","Etorkizuna Eraikiz could be replicated in other territories as a source of strengthening democracy. It is an exemplary model of a new way of governance, based on the following elements:
- A previous and detailed analysis was elaborated in order to have a clearer understanding of the problems and challenges we face.
- The commitment of different actors such as academia, the private sector, governmental institutions, and social organizations in the deployment of the Quadruple Helix model.
- Allocation of real funds for the development of the programme.
- A strong communication campaign to inform and engage citizens in the programme.
- Shared values between politicians and society regarding the future of the territory.","Deploying a program such as Etorkizuna Eraikiz demands a strong commitment and a clear leadership. The way to change actual paradigms of governance is full of obstacles and difficulties, therefore, it is necessary to leave the political interest apart and work together for a new reality.
One vital aspect is to apply the active social listening. It is mandatory not just to listen to society but to engage society in the process of building the future. To do this, it is important to communicate clearly and directly. People need to understand what these new times are demanding and have to be prepared for a new way of a relationship between government, companies, universities, social organizations and citizens.",,"a:3:{i:0;s:4:""3809"";i:1;s:4:""3812"";i:2;s:4:""3810"";}",,https://www.gipuzkoa.eus/es/web/etorkizunaeraikiz/-/presentacion-del-espacio-etorkizuna-eraikiz-gunea,https://www.youtube.com/watch?v=hzouKIDZKTE,https://www.youtube.com/channel/UCGTlG1JzpAbxOAt2LxMFOyA/playlists
3659,"The Ecosystem Forum",https://oecd-opsi.org/innovations/the-ecosystem-forum/,,"Prime Minister's Office Finland",Finland,central,"a:1:{i:0;s:12:""public_admin"";}","The Ecosystem Forum",https://suomidigi.fi/ennakointikykyinen-yhteiskunta/ekosysteemifoorumi/,2017,"The Finnish Government has piloted a new innovative operating model based on co-creation and networking widely within the society. This so-called ‘The Ecosystem Forum’ aims at boosting human-centric digitalisation policy and data economy. It is a new way to formulate policies, prepare decisions and improve implementation. The forum is led by the State Secretary at Prime Minister's Office. In addition, the Prime Minister's Office has an active role in the facilitation of the network.","The digitalisation policy needs to be run in a more coherent and co-ordinated manner. Therefore, the Finnish Prime Minister's Office together with the Ministry of Finance has created a novel way to formulate policies, the Ecosystem Forum. It brings together all relevant stakeholders from different sectors to discuss openly key challenges and possible policy options. The discussions are held on specific issues, ecosystems or new policy areas, eg. ethical standards of A.I, MaaS (Mobility as a Service) and information policy. The Ecosystem Forum is a two-year governance experiment, which started in June 2017.
The novelty in The Ecosystem Forum is that the participants of the Forum are not formally representatives of their ministries. The forum operates directly under the leadership of the State Secretary at Prime Minister's Office and the mandate is derived directly from the Government. Through the State Secretary, the stakeholders have a direct channel to communicate their views to the high-level decision-making bodies, as far as the Government as a whole.
The forum emphasizes ethical and human-centric approach on digitalisation and digital economy issues. Human-centric approach steers the focus towards the needs of individuals and companies instead of administrative agendas and silos. Thus far, we have had eight forums with very promising results. The participants have been very motivated, and we have found innovative solutions to common challenges. The challenges usually concern regulation, resources or out-dated operating models. We have been able to remove sectoral and administrative barriers and reach conclusions and proposals faster than previously.
It is not just about the workshops. Regular meetings and keeping in contact with the network actors are a key part of the operation. The role of Prime Minister’s Office includes active facilitation of the network of ecosystems and curating suitable strategic themes for the workshops. Monitoring by the Prime Minister’s Office is kept to the minimum: it is more about helping the line ministries to achieve their goals in relation to the Strategic Government Program. Compared to traditional administrative working groups and reporting procedures the forum is a faster way to reach solutions to complex challenges.
In addition, the Ecosystem Forum offers the line ministries a platform to align their actions towards common collective goals. It also reduces the risk of doing the same things all over again. As a policy tool, it adds more insight by giving the private and third sector actors active opportunities to have their say in the matters. This happens before new projects are started so it is not just an ordinary hearings which are usually held after the course of action has been already decided by the government. All events are streamed live online, and key findings of the workshops are available for anyone to utilize. This enhances the openness of the whole operation.","a:6:{i:0;s:3:""354"";i:1;s:3:""620"";i:2;s:3:""302"";i:3;s:3:""190"";i:4;s:3:""217"";i:5;s:3:""194"";}","The Ecosystem Forum is a systemic innovation platform because:
1) It is a new way to formulate policies in collaboration with ecosystems, prepare decisions and improve implementation
2) A more collaborative style of leadership contrasting with the traditional command and control approach
3) The workshops themes are strategic and novel
4) The participants contribute to the policy design based on their expertise instead of their formal roles in their organisations","a:3:{i:0;s:16:""generating_ideas"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";}","As of October 2018, we have arranged eight 'Ecosystem Forums' or one day events with approximately 100 participants in each. We have boosted themes like A.I, MaaS (Mobility as a Service), maritime policy and information policy. Currently, we are involved in preparing for the Finnish Presidency of the Council of the European Union by contributing towards the Finland's digitalisation agenda in our forthcoming cross-ministerial forum. We will also participate in finding solutions for national reform of social security system at the end of the year.","Prime Minister's Office and Ministry of Finance created and launched this innovative operating model. The core group consists of government officials who are key experts in digitalisation. They help to discover novel themes for the workshops. Civil society organisations, private sector companies and research society participate in the 'Ecosystem Forums'.","The Government comes across new ideas to boost digitalisation. Civil society organisations and companies get to have their say before the course of action is decided. Working in networked environment reduces the risk of overlapping and incompatible work within the government. Eventually this will lead to better services for citizens.","We have achieved some very promising results. The forum has had impact in boosting and advancing the following areas:
- Government Report on Information Policy
- A.I service assistant Aurora for citizens
- Legislation for secondary use of health data
- IHAN-standard for human-driven data-economy
- MaaS (Mobility as a Service) -projects
- Maritime Policy
Interviews and discussions indicate a strong support for continuing the existence of the Ecosystem Forum method. Surveys made after workshops show that the participants have been satisfied with the working methods","There is a need to find ways for citizens and companies to participate directly in choosing the forum themes. The operating model also has to strengthen its ties to the top-level decision making in government: the ministerial groups and the collective of permanent secretaries. The Ecosystem Forum is at its strongest when it operates as a mid- or expert-level policy-designing and co-ordination tool. In order to be more impactful, it also needs to find a balance between “the bottom-up” and “top down” approaches.
We are currently planning to design a new digital tool for more effective citizen and company participation in the forum. We are also drawing up plans to ensure the future of the operating model. The plan includes a proposal on how to integrate the forum with top-level decision-making while at the same time retaining its 'operational freedom'.","Support from the Government and the political leadership illustrated by the strong role of the State Secretary of the Prime Minister is essential. This ensures that the core group of digitalisation experts are highly commited to the common cause. The Government has to set a vision for the operating model, eg. ""Human-centric digitalisation"". Moreover, the informal manner of the operation is crucial. Line ministries, departments, companies and civil society organisations must be actively involved. The themes that The Ecosystem Forum engages in have to be strategic enough for the relevant stakeholders to have an interest. PMO needs to allocate sufficient resources for the day-to-day planning and running of the operation.","The Ecosystem Forum started by addressing policy issues related to digitalisation. It has proved to be effective in these matters. Moreover we have been testing the use of the idea in other new policy areas, eg. maritime policy. It seems that the concept can be useful more widely.
The method for finding solutions in cross-departmental stratetic workshops or forums with different key stakeholders involved has been enhanced in various Government sectors due to the example set by our forum. For instance, the up-coming Government Report on Information Policy and Artificial Intelligence has been prepared with using rather similar methods.","1) Mandate from the government is crucial
2) Leadership from a top-level civil servant is essential
3) Set a broad vision which engages the key stakeholders
4) Pick strategic themes; PMO adds the most value this way
5) Try always to connect with relevant ongoing key projects within the government
6) Make sure that the line ministries are involved
7) Build an environmet of trust and openess between different stakeholders
8) All of the above makes the companies and civil society organisations participation more impactful. They just do not have a say, they have to chance to connect, innovate and align their actions in a meaningful way.",,,"a:1:{i:0;s:4:""4325"";}",,,
3707,"Secondary Cities (2C) Pokhara Project",https://oecd-opsi.org/innovations/secondary-cities-2c-pokhara-project/,,"Kathmandu Living Labs",Nepal,other,"a:2:{i:0;s:11:""information"";i:1;s:19:""Disaster Management"";}","Secondary Cities (2C) Pokhara Project",https://secondarycities.state.gov/pokhara,2016,"Learning from the challenges of 2015 Nepal Earthquake where geo-spatial data was at a premium, Kathmandu Living Labs implemented a project that created a robust geo-spatial database for the entire Pokhara Lekhnath Metropolitan City. The ownership of this dataset was passed to the local government. The project opened the door for open mapping to be adopted by the government, engaged local citizens to map their neighbourhoods and encouraged local government to make use of spatial data.","Pokhara Metropolitan city is the second largest city in the country and is the provincial capital of Province 4. The city is growing at a staggering rate of 6.952 percent per year compared to a meagre national average of 1.35 percent per year (2011 Nepal Census). Beyond the rapid urban growth and administrative importance to the region, Pokhara is also the preeminent tourist (both domestic and international) destination of Nepal. Its karst topography and sharp elevation rise have meant that Pokhara is bejeweled with lakes, caves, waterfalls, and gorges.
Unfortunately, the western segment of Nepal on which Pokhara is situated also lies on the Main Himalayan Thrust fault that has not ruptured for the past 500 years. This delay in the normal pattern of the rupturing of the fault has only heightened anxiety regarding the eventual threat of a massive earthquake. Beyond the threat of earthquake, this region suffers from landslides, floods and lightning strikes all of which take the lives of hundreds of people each year. Due to its susceptibility to such natural events and the presence of a highly dense population, Western Nepal is now considered as one of the most natural disaster prone regions in the world.
Pokhara’s resilience and preparedness to deal with a natural disaster is of utmost importance to the region. The need to prepare Pokhara also stems from the chaotic scenes witnessed in Kathmandu right after the 25 April, 2015 earthquake. The earthquake highlighted the importance of a planned city and drilled home the need for creating a centre for effectual response.
Kathmandu Living Labs (KLL) is the local implementing partner of the 2C (Secondary Cities) Pokhara project and works in cooperation with the American Association of Geographers and the United States Department of State. The 2C Pokhara project focuses on the development of disaster resilience and emergency management in the city of Pokhara. KLL's approach for the last two years has been to help local partners and communities within the city of Pokhara to create a robust OpenStreetMap (OSM) data of their city and develop a community which is able to update, maintain and make effective use the collected data. In the long run, the 2C Pokhara project envisions the formation of a geographic information sensitized community that is able to use the collected OSM data to mobilise strategically, create applications and use tools such as Quakemap.org in the advent of a major disaster.
What do we do?
Engage local people, community and various government and non-government organizations in mapping activities, helping them understand various mapping tools and disaster management concepts.
Forge and strengthen partnerships with local authorities; sensitize them, train them on collection, usage and dissemination of map data.
Organize events like Open Data Day in order to celebrate and make people aware about the usefulness of data when they are open.
Organize Developer’s Mapping Parties to leverage the power technology in using open data to solve societal problems.
Build government capacity to utilize open map data and maintain it.
Why do we do it?
To increase disaster resilience and emergency preparedness in the city of Pokhara and in the region.
To whom do we cater?
Local people and community - the first responders in case of a major disaster.
Local government and non-government authorities.
Academia - national and international schools and colleges through Mapping Parties, Developers’ Meet, and various other conferences.
After two years of on the ground work that included bringing the local government on board and a joint publication of a city atlas ""The Map Book"" the project envisions a growth in the use of open source tools for data generation, especially ones that emphasize OpenStreeMap (OSM) in Pokhara. The 2C project has also led to a strong foundation on which the map data of Pokhara can be easily enhanced and sees this happening, as locally led workshops and training sessions around the tools developed continue to be used and promoted by local schools, universities and community partners. The open and free nature of the data and tools has also removed any economic barrier to take this project to other cities of the world.
Finally, the success of the project has meant that the 2C Pokhara team is poised to become a hub of geospatial expertise, providing support to other cities (eg. Indore, India) in creating robust disaster resilience approaches across the region.","a:4:{i:0;s:3:""181"";i:1;s:3:""221"";i:2;s:3:""611"";i:3;s:3:""302"";}","The 2C Pokhara Project is an innovation in creating robust geospatial database for local government because:
1. Engages local people, community, various government organizations and non-government organizations in mapping activities, helping them understand various mapping tools and disaster management concepts.
2. Forges and strengthens partnerships between citizens and the local authorities; through joint sensitization programs, training them together on collection, usage and dissemination of map data.
3. Organize events like Open Data Day to celebrate and make people aware about the usefulness of data when they are open and the standards the data have to meet to be adopted by the local government for planning purposes.
4. Organize Developer’s Mapping Parties to leverage the power of technology in using open data to solve societal problems.
5. Build government capacity to utilize open map data and maintain it. The web portal, mobile app and The Map Book are examples of this.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","This project has entered a phase of diffusing lessons. With the successful adoption by the local government of the geospatial data generated by this project measured through the acceptance of the mobile app, web portal and the publication two city atlases. The project now seeks to replicate the approach in other cities around the region. However, as the initial idea behind creation of a robust open source dataset was to create a resilient and prepared city this can only truly be tested during a time of a natural disaster.
At the time of submission the approach and the tools developed are in the process of being shared through a conference to various cities in South Asia and a similar pilot project is to be run in Indore, India from October, 2018.","Funding Partner: American Association of Geographers and Human Information Unit, U.S. Department of State
Geospatial Expert Support: Colorado State University
Supporting/Volunteer providing Partners: Pokhara Metropolitan Office (MoU signed); Tribhuvan University, IoE, Paschimanchal Campus (MoU signed); Nepal Red Cross Society Kaski (MoU signed); Geomatics Engineering Students’ Association of Nepal; Nepal Scout Kaski; Big Foot Software; Rotoract Club of Pokhara and many other organizations.","Local people and community: over 600 local people were sensitized and trained on aspects of open mapping and disaster management. Ward level maps created for better vulnerability capacity assessment and planning.
Local government and non-government authorities: trained in open mapping, produced maps and generated data for planning purposes.
Academia: trainings provided for students, invitations to conferences and brought experts from abroad for guest lecture at academic institutions.","Geospatial data created and validated by the project:
Buildings: 173453
Roads: 4760.29 KM
Kindergartens: 75
Schools: 405
Colleges: 47
Hospitals: 37
Clinics: 86
Health Posts: 37
Pharmacies: 374
Dental Clinics: 59
Veterinaries: 45
Banks: 208
Co-operatives: 249
ATMs: 149
Government Offices: 154
NGOs: 162
Hotels: 457
Restaurants: 1023
Museums: 6
Fuel Stations: 38
FM Stations: 32
TV Stations: 5
Security: 49
Places of Worship: 408
Before the project, spatial data was severely limited.
Prepare Pokhara web portal developed and launched for easier visualization of critical infrastrucre of the city.
Explore Pokhara mobile app developed and launched for navigation of the city.
Two editions of 'The Map Book', a paper based atlas of the city.
610 volunteers trained and over 50 deployed for field mapping. 4 Metropolitan Office staff trained including current IT officer on open mapping and open data. Over 20 events hosted including 2 international conferences and one workshop in Bali, Indonesia.","There were multiple challenges to the work we carried out. As our work relied heavily on citizen participation, one of the challenge was to explain to the local people the paradigm shift that has taken place due to the maturity of neogeography (Turner 2006) or VGI (Goodchild 2007) and get them to add places they want to add to the map. The traditional mindset that geography and cartography are complicated concepts carried out by experts in that field needed to be changed. For the older generation there was also a fear of using smartphones or modern technology. Organizations tend to be similarly rigid and getting written commitment from policy makers, security agencies, humanitarian agencies, Municipality, and Academic Institutions took enormous time and effort. The project also experienced political change through Nepal's first local elections in 18 years. However, the wealth of data generated by the approach was able to convince new decision makers about our projects importance.","Choose a thematic area. This will help to focus the mapping effort (in our case disaster management).
Find local champions inside and outside government who can drive the movement forward.
Map the stakeholders and their specific interest in mapping for thematic area chosen. Find ways to work together to use their resources, tools, and expertise, to create win - win situations for all.
Mainstreaming open data in crisis management at policy level is necessary and where possible policy makers should be kept informed about the data being generated.
Bring academic institutions on board and help them include OSM and Open Data in geospatial course materials.
More you get people to understand that data will be important to their work the more they will understand the value of data and how use of data can create social impact
Do not limit your volunteers to students with backgrounds in engineering and geography. Make it clear that this approach makes mapping accessible to all.","After the success of this project, several municipalities throughout Nepal have started to experiment with OpenStreetMap (OSM) as a quick alternative geospatial source for the running of their cities. KLL, took similar 2C approach to municipalities of Nepalgunj and Nilkantha and was able to create a fairly robust map of these cities. As local governments are mandated through the Disaster Act 2016 to have digital maps of their city most are finding that the quickest way to create data is through citizen engagement and crowd sourcing.
Outside of Nepal the project's tools were shared with people of Bali, Indonesia through the first OSM workshop. Presentations were given during State of the Map Asia conference as well as in several universities in the U.S.A. Finally, groundwork has been put in place for the project to be replicated in Indore, India. Keeping local context in mind the project here will focus on informal housing and public health however, the approach will remain the same.","The project has really helped us understand the value of working on the ground and together with the local populace when generating a geospatial dataset of that location. Though some work such as tracing of buildings and roads can be done through satellite imagery, it is highly advantageous to carry out the work being based on the ground. This is because beyond the generation of data the use of data being generated and why it is being generated is more important. Living and working at the site also provides greater flexibility to ground truth the data being created and keep information updated. The crowd sourced approach to mapping has also meant that local people can fill the void left by departing organizations/projects. This ensures that the momentum generated by a funded project can be sustained beyond its life cycle. For example the students of Paschimanchal Campus continue to update the OSM map and the government continues to update secondary attributes within this map.
Map data integrity is of utmost importance to the government and a high bar has to be set by validating and ground truthing as much information as possible. However, by training the government it is easier to explain the challenge of collecting perfect data and this will in time lead to adoption of open data by the government. Economics of using student volunteers also end up playing a big part in any government's decision to want to take ownership of mapping data collected through this effort.
Finally, a collaborative effort that brings various stakeholders tech and non-tech should be brought together to ensure that the data generated is being used by as diverse a group as possible ensuring the greatest impact.",,"a:29:{i:0;s:4:""3928"";i:1;s:4:""3929"";i:2;s:4:""3930"";i:3;s:4:""3931"";i:4;s:4:""3932"";i:5;s:4:""3933"";i:6;s:4:""3934"";i:7;s:4:""3935"";i:8;s:4:""3936"";i:9;s:4:""3937"";i:10;s:4:""3938"";i:11;s:4:""3939"";i:12;s:4:""3940"";i:13;s:4:""3941"";i:14;s:4:""3942"";i:15;s:4:""3943"";i:16;s:4:""3944"";i:17;s:4:""3945"";i:18;s:4:""3946"";i:19;s:4:""3947"";i:20;s:4:""3948"";i:21;s:4:""3949"";i:22;s:4:""3950"";i:23;s:4:""3951"";i:24;s:4:""3952"";i:25;s:4:""3953"";i:26;s:4:""3954"";i:27;s:4:""3955"";i:28;s:4:""3963"";}",,,https://youtu.be/VTetqNZm4vI,
3881,"Services Guide",https://oecd-opsi.org/innovations/services-guide/,,"Secretary of Planning, Management and Patrimony (SEPLAG) ",Brazil,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Services Guide ",http://servicos.al.gov.br/,2016,"Services Guide is a response to the scattered and inefficient information on public services available, developed as an open data digital catalogue, that together with an artificial intelligence software provides personalised information to the user while collecting data about citizen’s needs at the same time.","In 2016 in Alagoas, Brazil, government administrations of dozens of state agencies provided hundreds of different services to Alagoas’ citizens, and all information regarding bureaucracy, documents needed for different processes, addresses, operating times and others were dispersed in an unstandardized manner through distinct websites or not even available online. The result was long lines, inefficiency, a frustrated population and high administrative costs. In consonance with the current administration agenda, which prioritizes modernization and digitalization of public management, the Secretary of Planning, Management and Patrimony of the State of Alagoas (SEPLAG-AL) launched, in 2018, Services Guide: a digital catalogue that centralizes all information regarding public services offered by the State Government, coupled with Jaque, a virtual clerk based on artificial intelligence.
Digitalization and transparency is a global trend on public management. In fact, Brazil is putting forward its own legislation regarding access to information as a citizens right. However, transparency is more than just open data, it has to create conditions that makes information easy to access and to use. Thus, more than just complying with the law, we wanted to go further by providing a digital catalogue with a virtual clerk based on AI. Technically, Services Guide is a three-layered system that manages and standardizes information. The first layer is a website that centralizes all information where citizens can easily access. The second layer takes care of content management, where public agencies submit the information regarding their services. The third layer is an open API, where Jaque gets the information to provide its virtual clerk services.
Services Guide provides a step-by-step explanation for each service provided by each public agency. It contains information such as the length of processes, documents needed, location and operation time of agencies, availability of services and so on. If stakeholders are not sure how or what to search, they can simply ask Jaque. The software was designed to better serve and create a bridge between the population and the public administration. In order to catalogue all the data needed to build Services Guide, SEPLAG bet on an innovative approach and offered training to every agency on how to submit their information into a content management system, guaranteeing autonomy and empowering each agency to keep their information updated. SEPLAG even created a specific tool for monitoring and analysing the information submitted by each agency in terms of quality, quantity and updates. Inside each of the agencies, SEPLAG assigned communication and transparency assessors that served as a link between SEPLAG and their own agencies, which were essential for a productive communication.
Services Guide has three main beneficiaries: first, Alagoa’s citizens, whose lives will be facilitated by being able to get the information they need regarding public services in a user-friendly single digital platform. They will also have Jaque, the 24-7 virtual clerk, at their disposal. Second, public agencies that offer services now have an updated, standardized and unified catalogue of what they provide, easing the demands for information and releasing them from the burden of not being able to fully comprise with the new federal laws. Third, strategic public agencies, that now can use the open data as a reliable source of information to formulate better policies.
The future of Services Guide and Jaque is promising. We envision to improve this service to a complete digital platform of citizenship, where more and more services will be able to be fully executed online, simplifying the processes and saving both time and money. As Jaque gets more efficient through machine learning, we plan to expand it to other websites and even social media, making her an ever-present avatar of the public service, guiding the user along the bureaucratic and tortuous ways of the public administration. Furthermore, by analysing the data collected by Services Guide and Jaque, we can map citizen’s main needs and develop specific policies and campaigns to address it. Mapping can be done not only quantitatively but also geo-referenced, allowing SEPLAG to better understand possible regional inequalities of Alagoas.
We believe Services Guide and Jaque are the beginning of a much wider project, that will change the way public service is offered in the state of Alagoas. Digitalizing services and building virtual platforms are a great way to guarantee sustainability and to institutionalize changes, especially in the ever-changing environment of public administration.","a:7:{i:0;s:3:""617"";i:1;s:3:""618"";i:2;s:3:""611"";i:3;s:3:""302"";i:4;s:3:""147"";i:5;s:3:""184"";i:6;s:3:""190"";}","The Services Guide is a cross-sector partnership between all public agencies of Alagoas, that worked together under the management of SEPLAG to deliver the project. It's also a collaborative partnership with the private sector, developed after networking done at a hackathon, to deliver an artificial intelligence that acts as a virtual customer service of the public sector.
The idea of Jaque as an avatar of the government, acting not only as a symbol, but actually communicating with the civil society and executing public functions.
The whole project being an integrated platform between civil society and government, based upon an Application Programming Interface (API) that feeds government open data to an automatized A.I, enabling further study and analysis of this data to be used for strategic policy making.","a:3:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";}","The project is simultaneously on different stages, being them development of proposals, implementation and evaluation. The Services Guide was implemented on December 2016, and went through four “waves” of regular growth, as it depended on the work of a large number of public agencies. On May 2018 its final version was officially implemented and, since them, there was a solid growth on the months that followed. On the other hand, the artificial intelligence part of the project, Jaque, was implemented on May 2018, having been developed under Proof of Concept, as a partnership with Ilha Soft, a local app development company that has projects in partnership with the federal government and UNICEF. The proposals for the development of Jaque is now under open bidding.","The project was intersectoral, combining efforts from the government of Alagoas and Ilha Soft, a private IT company. SEPLAG led the project by idealizing the platform and its main features, assigning one hundred and eighty public serves out of the sixty-four agencies involved to head the project internally, and training each agency on how to submit their information into a content management system. Ilha Soft, under a proof of concept agreement, develop the virtual clerk based on AI.","The main beneficiaries are the civil society, which now has a digital catalogue on public services to consult, which reflects on a cheaper, faster and more efficient process. The public agencies of Alagoas, which now can provide information about their service on an user-friendly digital platform; and Ilha Soft and the private sector, which had (and still have) the opportunity to develop an innovative project with on a state scale and with great potential for social impact.","The Services Guide offered an environment for the amplification of the transparency policies being undertaken by the government, and optimized the search on public services, making it easier for the civil society to access information they need. The catalogue is currently comprised of 1.546 services and 1.236 service units, made available in a standardized and simplified manner, involving more than 60 public agencies, becoming one of the biggest platforms on information on public service of the country. During May 2018, the number of informations given was 110.000, an increase of almost 1.000% in relation to the month of May 2017. From January 2017 to August 2018, more than 210.000 users accessed more than 760.000 informations, 636.000 of them being only during the year 2018, and 125.000 of them only on August 2018, with 143.671 users from May 2018 to August 2018, which shows the exponential growth of the project. All numeric results were measured using Google Analytics.","The main difficulties were gathering executive support of the public agencies, especially on the initial stage of the project; dealing with commissioned positions turnover - which hurts continuity -, and not being able to assign a large workforce to work solely on the project; creating a good communication channel with all of the public agencies; not having enough investment to expand Jaque, as it was developed under PoC, and having to deal with the technical instabilities of the software with a small team; and lastly, managing to give visibility to the Services Guide. To respond to some of these problems, SEPLAG worked hard to structure good communication with the other public agencies, by assigning communication and transparency assessors in each agency, who were responsible for preparing and submitting the information, which was essential for productivity. It also worked hard to improve the search engine optimization ranking, successfully putting it on the top five of search tools.","The main conditions are related mostly to policies, leadership and human resources. In regards to policies, the administration agenda to modernize the public service and the consequent openness to innovation at SEPLAG are considered vital factors for the feasibility of the project. Also, having to comply with federal laws and decrees is a major incentive, given the urgent nature of this obligation. In this sense, SEPLAG managed to sanction the Services Guide as a state decree, which gave it the official stamp it needed. Moreover, a strong and creative leadership, that is able to promote productive dialogue between different agencies, structure cross-sector partnership and assign the right people for the job is essential. Finally, human resources is what impels the project forward in the operational field. The assigning of a communication assessor and a transparency assessor in each agency served as a link connecting both sides and was fundamental for the delivery of information.","It’s important to stress that especially in third-world countries, public administration is often bureaucratic, stressful and inefficient, putting the citizen in a situation of exclusion and misinformation. This type of project puts the citizen almost on the same level of the public serves in terms of access to information, giving them power to demand, question and critically evaluate services, which beforehand they wouldn’t be able to. Services Guide is, therefore, a powerful tool for the transparency of the public service. In this sense, it can be used as an inspiration or a direct reference to other states and countries, as it can be easily replicated anywhere, the methodology is accessible, and it can be expanded to other platforms, such as social media, or even adapted to other functions in different sectors. It’s part of a global trend of shifting the traditional government-citizen relationship, which holds unforeseen potential.","The project struggled a lot in its initial stage to gather executive support, and basically grew as a bottom-up project, building its ground on the technical foundations and from there attracting the interest of the decision-makers. Initially, many public agencies were reluctant with the project, given its complexity and the responsibility that lies behind it, fearing that a great level of transparency and exposure could be harmful. Indeed, we feel like this lack of support has delayed - even hurt -, the possible technological advancement of the project, due to lack of support from agencies that have technological know-how but aren’t willing to work closely together. With this, we learned a lot about how the lack of strategic support is harmful to a project, and the great level of importance of negotiation designed to be mutually beneficial.
However, we learned a lot more about finding ways to go around it. The first important point is that SEPLAG, the creator of the project, gave up on its central role in order to build a horizontal relationship with the other agencies and make the whole of the public administration the real protagonist. This was a fundamental attitude to overcome the lack of strategic support, as it helped with the adherence of the first agencies on the initial (and most troublesome) stage. Secondly, adjusting the project to be done in four “waves”, organizing it in a way that the biggest public agencies (like the Secretary of Education and the Secretary of Health) would be on different parts, and the most difficult and complex agencies would be in the end, guaranteed a more mature team to deal with them. Finally, since the beginning, training and monitoring were part of the structure of the project, as well open data and open government, which gave the consistency and the tools the project needed to be tracked, expanded and solidified.","The Services Guide won the “VIII Award for Innovative Actions of the State of Alagoas”, in the category of “Modernization of Management”. It was also one of the selected cases to the presented on the “III Week of Innovation” promoted by the National Public Admnistration School (ENAP). Also, Ilha Soft is part of the UNICEF Innovation Fund portfolio, because of the “push” technology that’s behind Jaque, which is “a platform for creating omnichannel chatbots”. Earlier this year, on June, they were invited to go to NY to present their projects at UNICEF, where they had the opportunity to talk about Jaque - which received lots of praises. There, they had their investment renewed for another year.",,,,https://www.youtube.com/watch?v=0e91Ee3q8MI&feature=youtu.be,https://www.youtube.com/watch?v=rwF9N2zq70E&feature=youtu.be
3956,"Irekia Civil Participation and Accountability Website",https://oecd-opsi.org/innovations/irekia-civil-participation-and-accountability-website/,,"Basque Country Government",Spain,regional,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Irekia Civil Participation and Accountability Website",https://www.irekia.euskadi.eus,2010,"Governments through all over the world are struggling against disaffection from the people. Incapacity to participate in policy-making, it’s a common perception among citizens.
Citizens has the right not to participate, but administrations has to ensure the right to get involved in policy-making.
IREKIA was the first participation portal in Spanish & Basque languages and it has been made in Open Source Software and in its recent version offers and Government Program public tracking tool.","We are attempting to address the problem of the deep-rooted perception of the difficulty in effectively participating in political life outside electoral processes. Citizens underutilized options such as popular legislative initiatives. Another need not covered by traditional processes was mere consultative participation. There was no open and bi-directional channel to gather citizen opinions on government issues.
Also, there are difficulties on accessing to participatory processes ""in person"". The configuration of working groups makes it difficult for citizens to freely access these processes, due to physical distance or impossibility of schedules. This face-to-face participation became a real ""psychological"" brake for certain groups, such as people with disabilities, people belonging to ethnic minorities, etc ...
The Government was aware that citizens want to know firsthand what is being done in politics and want to have the opportunity to express opinions on issues of their interest directly to those who decide. They wanted to do it in an ""organized"" manner, so that they can mutually support their proposals. For this reason, a web platform was developed under the name Irekia - Open Government (irekia means ""open"" in Euskara (Basque)), where the activity of the more than 200 people with public responsibilities in the Basque Government. Born on January 2010, one of the pioneers at European level, was aimed to deepen transparency in the administration.
Currently Irekia houses a complete file of each public office, its agenda, the staff under its charge, its budget, its public resolutions and the government program initiatives under its responsibility.
In the new version of Irekia, an accountability section of the Government Program has been included, in which each responsible public office returns to the public in plain language the degree of compliance of the initiatives and policies under its responsibility.
Irekia maintains digital meetings on social networks such as YouTube, Facebook and Twitter between government officials and Internet users. In these digital meetings, the ministers and the president respond directly to questions with bigger support among citizens.
Objectives or goals of the innovation
1. Inclusion of groups normally removed from citizen participation.
2. Build a more informed citizen participation
3. Active listening to debates about the Basque political agenda.
4. Serve as leverage to continue leading the Spanish autonomous communities in the rankings as Transparency International
5. Internally strengthen the philosophy of accountability among government positions. Make it accessible to the public.
Irekia reports the government's activity to its more than one million visits per year, and also interacts in networks with nearly 100,000 profiles per year that share, answer and value their contents. (The Basque country has 2.2 million inhabitants)
There are also cases of implementation of Irekia software in America (Carchi region in Ecuador) as well as some more in Spain.
The Basque Country has become part of the local program of the Open Government Partnership, as a joint application of three Institutional levels. Irekia, because of its pioneering nature, has served as a medium of the value proposal that has been translated into the first Basque action plan presented last August.
Irekia must listen to young people to continue contributing public value. Before the end of 2018, it will have developed a participatory process focused on the citizens of the future to discover the keys to the new dialectic that the open government of the future should develop.
Irekia includes solutions aimed at the accessibility of groups with special needs, (news readers, automatic subtitling of videos, pages and newsletter in simple language ...) wants to deepen it by periodically developing Access-Clinics.
We believe that participation should take place as close as possible to the citizen and that technological tools are an important aid, but the main thing remains rooted in public-private collaboration, or ""Auzolana"" ""common good"" as the expression in Basque that encourages all the action of the Basque government","a:5:{i:0;s:3:""181"";i:1;s:3:""611"";i:2;s:3:""302"";i:3;s:3:""303"";i:4;s:3:""619"";}","In the design of the online platform, certain challenges that have been key in its subsequent development were assumed:
1. Rigorous approach to on-line processes in fixed-time phases and results: Presentation / Discussion / Contributions / Conclusions.
2. Public response statistics: each citizen petition initiates a timer in Irekia that publicly indicates the time it takes for the administration to respond.
3. Active listening to this initiative in social networks. These comments are incorporated into the web platform.
4. Measurement of the degree of satisfaction of the answers offered by the Government, via test mails.
5. Transparency in the first person: The government positions are accountable for the degree of compliance with the government program in their own words in an open manner.","a:1:{i:0;s:9:""diffusing"";}","The web site is currently immersed in a redesign process, for which it is intended to have, in addition to its regular users, other groups, usually more distant, as people with functional diversity, young people, traditionally away from politics ...
The main lesson learned in these first 9 years, is that citizen participation is already taking place outside official sites. Irekia has evolved from being web-centric, towards more and more multi-channel contents: the contents of the web are aimed to the interest groups where their conversations are.
The new audiences of Irekia know us for a content close to their interests, and therefore we must renew the opportunities for our visitors to repeat visits, offering new government proposals to support, assess or criticize.
In terms of what we are currently working on for the future of Irekia, we are developing with the environment of the Intellectual Disability.","The design of the Irekia platform, the progress and evaluation of the activities is subject to processes such as the PDCA model: Plan-Do-Check-Ad.
Citizens associations, the infomediary sector, the government's technology company, as well as the responsible positions and officials of the Government's Presidency Department take part in this process.","Irekia reports the government's activity to its more than one million visits per year, and also interacts in networks with nearly 100,000 profiles per year that share, answer and value their contents. (The Basque country has 2.2 million inhabitants)
Infomediary sector that uses Creative Commons By license content it's an important user too.
Government Officials and Civil Servants are beneficiaries of contents that are officially displayed on the Irekia web, (mostly on real time).","1. Leadership among the Spanish regions in the Transparency International ranking with 100% of indicators met in 2014-2016. Irekia contributes with an important number of indicators.
2. Response times to citizen requests continue to improve from the beginning. At present the medium response-time is around 5-6 days.
3. Irekia has been growing in traffic since its inception. It currently exceeds one million visits per year. (Population of the Basque Country 2.2 million inhabitants)
4. Irekia has received international recognition, highlights the United Nations Public Service Award in 2015. It also attracted the attention of the Organization of American States (OAS) and the Ibero-American General Secretariat, through separate agreements.
5. Publication of Irekia's free software for reuse. Various institutions from different countries have been interested in the Irekia software for their Open Government initiatives.","Challenges
Irekia faces the challenge of improving the connection with citizens. Simplify the language-code to facilitate bidirectionality and interactions.
Including the groups most distant from the consultative and policy-making processes.
Failures
Irekia started this journey with a web-centric strategy. Too many expectations were created around the web. Over the years, web-site activity and contents has been re-oriented towards social networks, closer to the citizen.","Leadership and political will.
Support of the infrastructure and information technology area.
Social groups involved in the co-creation of policies.","The initiative has been replicated in several institutions, the last and paradigmatic case has been El Carchi Regional Government in the north of Ecuador.
We encourage any institution to test the Open Irekia software before developing its Open Government initiatives at this very link (https://www.irekia.euskadi.eus/es/site/page/source_code)","We dare to propose a brief decalogue of lessons learned in case they are useful for someone trying to initiate/improve an Open Government project:
1. There is no need to start from scratch. Others have made the mistakes you will make.
2. The government is not the center around which everything gravitates.
3. Citizens are already criticizing us. It is better to listen to them and have the tools to answer them.
4. Sometimes a ""I heard you"" or ""I take note"" is better than a ""no answer""
5. ""Inclusion"" is the next revolution in the opening of governments, although it does not sound revolutionary at all.
6. ""Accountability"" is another revolution if we know how to make it accessible and involve the public.
7. Create Content Continuously, the three C's to generate opportunities for citizen participation. Your proposal has to compete in overcrowded social media.
8. Involve the departments of your government. They already do a lot of participation.
9. Open data: engagement involves visualizations
10. Fail to improve.",,,,,https://www.youtube.com/watch?v=sg0BZcN96po,https://bideoak2.euskadi.eus/2016/11/15/petri_balance_congreso/acces_denon_es.mp4
4025,"Canada Beyond 150: Policy for a diverse and inclusive future",https://oecd-opsi.org/innovations/canada-beyond-150-policy-for-a-diverse-and-inclusive-future/,,"Privy Council Office and Policy Horizons",Canada,central,"a:1:{i:0;s:90:""Policy support for the Prime Minister and Cabinet, and, strategic foresight, respectively."";}","Canada Beyond 150: Policy for a diverse and inclusive future",http://www.canadabeyond150.ca/index-en.html,2018,"Canada Beyond 150 was an experiment in leadership development for a diverse cohort of new public servants, with the goal of encouraging a culture shift to a more open and innovative public service. Working in groups part-time over a year, participants learned foresight, design thinking and external engagement methods and applied them to complex policy issues, with a focus on diversity and inclusion. It demonstrated the power of experiential learning, especially from engagement with stakeholders.","The Opportunity and the Innovation
Canada’s 150th anniversary was in 2017, and presented an opportunity for the public service to look forward — to boldly take stock of the challenges facing us today and envision Canada as the even greater society that it can become. It was also a time to expand the policy development toolkit, grow the public service’s knowledge base and analytical insight, and foster a culture of innovation capable of delivering a visionary future. Canada Beyond 150 was an innovation championed by the Privy Council Office in partnership with Policy Horizons Canada to achieve these goals.
Design and Objectives
The innovation had many elements. First, it was designed on the principle that diversity and inclusion could enable better and more innovative methods, generate stronger analyses, and yield better outcomes and greater prosperity. Second, it used innovative screening techniques to recruit a diverse and inclusive cohort of more than 80 new public servants from across Canada. It selected an engaged and ambitious participant pool and honed their abilities to become change agents within the public service.
Finally, Canada Beyond 150 was an immersive professional development curriculum that emphasized open policy development and innovative methods. Participants learned methods and techniques in foresight analysis under the tutelage of Policy Horizons Canada, a knowledge organization within the Government of Canada focused on medium-term policy development. They experimented with design thinking and other tools, and engaged and co-developed policy analysis and proposals with partners both within and outside the federal public service. Most of the project’s work was conducted virtually and accessed by participants across the country, with training workshops in innovative methods and tools posted publicly for all to use. As a result, participants engaged a wide and diverse spectrum of partners in the development of longer-term analyses and innovative ideas to influence and inform future policy-making. They strove to work in the open and, in adopting new methods and tools, to up the game on transparency and accessibility to the public and partners.
Benefits
The project delivered a suite of analyses and policy proposals in five timely and important thematic areas: reconciliation with Indigenous peoples; open and transparent government; socio-economic inclusion; the United Nations’ Sustainable Development Goals; and feminist government. The work will benefit Canada’s policy agenda in the short, medium, and long terms. It has had a particularly beneficial impact on Canada’s approach to reconciliation with Indigenous Peoples and open and transparent government.
The innovation had a number of benefits beyond these tangible deliverables. It tested and modelled digital-enabled ways to engage citizens, businesses, and other institutions in the policy and program development processes. It developed analyses that look beyond the horizon of short-term priorities and products to think big about how macro-level challenges and trends could have cascading impacts on the Canadian policy landscape. It designed diverse and inclusive solutions that have been disseminated across the Government of Canada’s policy, programs and service portfolios, and which will have positive ripple effects for years to come. And it has trained a new cohort of public service leaders, positioning them to channel their drive and ambition to make a positive difference in concrete areas of policy development.
Building to Scale
The Canada Beyond 150 experience is now an open-source, shared resource for all corners of the Canadian public policy community. The participants themselves have become new leaders and change-makers in policy development, and the resources of the curriculum have been disseminated across the public service and are available for use.
More formally, the Canada School of the Public Service has committed to explore the use of immersive policy development exercises like Canada Beyond 150 to develop a broader suite of training tools and approaches for the public service. The federal public service is launching its Medium Term Policy planning cycle, and the learnings and methods from Canada Beyond 150 will directly inform the trajectory of its analysis. Finally, Policy Horizons Canada is exploring ways to take up the Canada Beyond 150 toolkit and learning model in its future foresight studies and learning modules.","a:10:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""260"";i:6;s:3:""623"";i:7;s:3:""616"";i:8;s:3:""317"";i:9;s:3:""302"";}","Methods and Tools
Canada Beyond 150 deployed a uniquely designed, easy to use platform to screen applicants in a name-blind fashion. It created statistical tools to observe bias and weight application assessments accordingly, which helped to recruit a truly diverse and inclusive field of candidates.
It also used a unique suite of methods. It blended the future-focused approach of foresight studies with the user-centred sensibility of design thinking, and prioritized close engagement with partners and stakeholders throughout. This tri-partite lens surfaced unique analyses, diverse perspectives, and truly creative proposals for policy interventions.
Finally, it used digital platforms to support the work across regions and sectors – work that brought an innovative approach to areas of public policy that had hitherto been unexplored or underdeveloped. These tools allowed for a greater degree of transparency, participation, and accessibility in the policy development process.","a:1:{i:0;s:9:""diffusing"";}","Diffusing Lessons
The learnings from Canada Beyond 150 are currently being disseminated throughout Canada’s federal public service.
At the level of content and analysis, the project reports and findings are being used to inform the Government of Canada-wide Medium Term Planning cycle.
At the level of tools and approach, the innovative model deployed by Canada Beyond 150 is being examined for broader use and applicability in public service training and professional development by the Canada School of the Public Service.
Finally, the participant cohort continues to lead on the issues identified under the project. For example, the team on reconciliation with Indigenous Peoples continues to meet regularly to discuss issues in this space, and to brief on its policy proposals and approaches to the senior management cadre within the federal civil service.","Canada Beyond 150 participants' learning, foresight analyses and policy proposals were enriched by ongoing dialogue with diverse partners from all sectors. Indigenous collaborators worked particularly closely with both the team designing the program and the participants working to better understand reconciliation with Indigenous Peoples. Many of the key collaborators elected to be recognized on this list: http://canadabeyond150.ca/collaborators-en.html","Each participant group engaged with stakeholders and beneficiaries on their respective policy analyses and proposals. This included citizens; private firms and companies; other government offices and jurisdictions; and civil society organizations in a wide range of sectors and domains. For a full list of Users, Stakeholders, Partners, and Beneficiaries please see here: http://canadabeyond150.ca/collaborators-en.html","Canada Beyond 150 has issued reports for each of the eight thematic areas and a ‘project magazine’ summarizing the methods, tools, analyses, and learnings. A post-project survey showed that these products and the participants' learnings have been shared with the participants' home departments (100%), and with civil society partners and stakeholders (33%). The same survey also found evidence that the program was promoting a shift to a more innovative public service. After the program, participants reported being comfortable: communicating openly with Canadians about their work (65%); with collaborative horizontal projects (95%); and trying new approaches to their work and experimenting with new methods (78%). In addition, it is expected that the analyses and proposals developed through Canada Beyond 150 will inform the Government of Canada’s policy suite and toolkit over the course of the medium-term policy planning cycle. An evaluation of the program's impact is underway.","The project encountered challenges in delivering on the curriculum timeline, which was strictly confined to a 10-month period from June 2017-March 2018. . The ambitious planning of the project design team often conflicted with the pedagogical needs of the participants themselves. Learning new tools and methods; testing them out and adjusting accordingly; listening and engaging meaningfully with partners – all of these take time. And the reality of the amount of time it takes to execute these tasks well forced the design team to re-calibrate and adjust the curriculum accordingly. The lesson was to be agile instead of rigid – to adapt to circumstances as they materialized.","Leadership and guidance from the senior levels of the public service, including the Clerk of the Privy Council (Canada’s most senior public servant), was essential for the success of Canada Beyond 150. This provided the oxygen to allow the project to breathe and license for it to flourish. Access to experts in the policy development cycle and the unique suite of tools and approaches deployed in the project were also key conditions for success. These needed to be paired with a degree of support with financial resources, particularly to support the face-to-face meetings of participants from across the country. These were vital to advance the analysis and development of products like the final reports. Similarly, the success of the project is a reflection of the ambition and competence of its participant base, which was motivated and valued success and making a difference.","The Canada Beyond 150 policy toolkit has been replicated across a number of policy portfolios within the Government of Canada. Strategic policy shops are engaging in weak signal scanning and analysis and foresight analysis. Broad government movements like OneTeamGov and the Policy Community Partnership Office are deploying the user-centred focus of design thinking and techniques for co-creation and meaningful engagement at a broader scale across the federal civil service. These efforts focus on federal public service learnings, to be sure, but also implicate partners and stakeholders in other sectors and jurisdictions.
The immersive professional development model of Canada Beyond 150 is also being explored for use at larger scale and in other fora across the Government of Canada, with a particular focus at the Canada School of the Public Service.","Canada Beyond 150 was designed to encourage a shift to a more inclusive and innovative public service. The project design team identified a number of lessons to carry forward its spirit of experimentation and commitment to listening to diverse perspectives. These encourage public servants to:
Create environments that enable experimentation and experiential learning
A crucial part of experimentation is accepting that not all steps will go smoothly. Low-risk environments that facilitate experiential learning can have a transformative long-term effect, and help to strengthen
and expand the policy toolkit.
Support engagement wherever possible
The Canada Beyond 150 experience shows the remarkable power of engagement to help advance policy analysis and refine the design of policy proposals. This could apply equally to service and program design.
Engage in reconciliation, expect that it will be difficult, and don’t give up
The participants who chose to work on reconciliation experienced setbacks and discomfort. Reconciliation calls on public servants to examine their work within painful and continuing patterns of colonial organization
and resistance, and support efforts towards renewed relationships and better outcomes for Indigenous Peoples. The lesson from this program is to seek help, including from Indigenous Elders; seek out and prioritize Indigenous voices and perspectives; listen, reflect, and adjust; and keep trying for individual and institutional improvements that will advance reconciliation.
Recognize that embracing diversity and choosing inclusion within the public service can be valuable not only for fairness, but also for effectiveness
The Canada Beyond 150 model for diversity helped participants and the policy development process be better attuned to Canadians’ realities, which contributed to more responsive policy making.",,,,,https://www.youtube.com/watch?v=e5EVCmKSMUI,
4171,"Better Rules, Better Outcomes",https://oecd-opsi.org/innovations/better-rules-better-outcomes/,,"Service Innovation Lab (lead by Department of Internal Affairs) and Better for Business Programme (led by Ministry of Business, Innovation, and Employment)","New Zealand",central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Better Rules, Better Outcomes",https://www.digital.govt.nz/blog/labplus-better-rules-for-government-discovery-report/,2018,"The frameworks for creating and managing the rule of government, as reflected in policies, legislation and regulation, are still based on a paper paradigm. In a digital world this creates poor service experiences and often the intent of a policy is not achieved. Instead if we co-design authoritative machine-consumable rules we can provide better services for citizens, better delivery of policy intent, and enable communities, NGOs and private sector to be part of a government service ecosystem.","The models of creating, managing, using and improving the 'rules' of government (policy, legislation, regulation and business rules) are traditionally developed for use in a non-digital – paper – environment. In an ever increasing digital world, this creates inefficiencies and also can impact on the effectiveness of the policy – i.e. the original policy intent is not achieved.
New digital technologies and the effective use of government data present opportunities to better deliver to people’s needs. To fully realise these opportunities, policy and rules need to be developed in a manner that recognises the context of the business or citizen customer experience, and enables digital service delivery where appropriate. A different approach would be to apply a multi-disciplinary and multi-stakeholder approach to co-design authoritative and reusable sources of machine consumable legislation and rules in conjunction with the transparently equivalent human-readable versions. This enables software, artificial intelligence, blockchain and IoT applications to be primary consumers of government rules.
The benefits of this approach would be: faster and better delivery of policy intent through integrated policy and service design; services designed to be delivered in the most effective and user-centered manner, e.g. seamless and responsive services; reduced risk from misinterpretation of rules & effective communication of rule changes simultaneously for all systems relying on those rules; early error correction, modelling & testing of outcomes; digital transformation of government; legislative reform, & future proofed policy; better cross system rules management; accountability of public and private measures & decision-making, supporting open, transparent, government; enabling NGOs, communities, social enterprises and private sector to be part of a government services ecosystem.
In February 2018 a 3 week Discovery Sprint (Better Rules) explored this approach. The results were published in April 2018 and were subsequently reported by Apolitical, to much global acclaim. In July 2018, it was agreed that two existing cross-agency work programmes (Service Innovation Lab and Better-for-Business) will co-lead further development of this work. These two programmes represent 16 government agencies that are responsible for a large number of regulatory frameworks and provide the majority of government services to citizens and businesses. A global and distributed work programme has emerged since April 2018. In September 2018 a global online discussion forum was launched to shape a common vision and actions to realise this vision.
The Service Innovation Lab provided the environment and process for the 3 week Discovery Sprint, using a design-led and agile approach. The key feature was empowering a multidisciplinary, and multi-agency team to explore the problem space and co-create an approach. This team included policy developers, legislative drafters, service designers, rules analysts and software coders. The first week focused on understanding the problem and opportunity. The second and third weeks was spent working on two use cases to test the concept of developing machine consumable rules in parallel to human-readable legislation. The team used methods from the business rules community: concept diagrams, decision-trees and RuleSpeak, and used the software language Python to write the test legislation as code.
The Service Innovation Lab has since implemented two use cases of legislation as code: (1) to support a planning tool for parents, expectant parents and caregivers to assess what financial help is available; (2) a calculator to help low income ratepayers find out how much of a rebate they are entitled to and steps them through the application process.
The Ministry for Business, Innovation and Employment has taken the lessons learnt through the Better Rules Discovery into account as they review the Holidays Act, where the intent of the Act is widely supported, but the design of the Act makes it difficult to implement. The Discovery Sprint explored if a “rules” approach could help remedy some of the problems. Some of the findings are reflected in a Cabinet paper.
The next steps are to: (1) further test the approach on the end-to-end review and implementation of a piece of legislation; (2) bridge the gaps between professions (policy, service design, software developers) (3) connect up the global interests through an open online forum; and (4) harness the collective work and intelligence across communities to better understand the problems and opportunities in this space.
During our journey, we have been inspired by: Data61 (Australia) and their concept and tool for “regulation-as-a-platform”; the implementation of the OpenFisca software (France) as an open source rules and calculation engine; the business rules methods used by Inland Revenue (NZ) based on the Semantics of Business Vocabulary and Business Rules Standard.","a:17:{i:0;s:3:""190"";i:1;s:3:""618"";i:2;s:3:""876"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""623"";i:6;s:3:""147"";i:7;s:3:""162"";i:8;s:3:""611"";i:9;s:3:""302"";i:10;s:3:""303"";i:11;s:3:""615"";i:12;s:3:""317"";i:13;s:3:""616"";i:14;s:3:""617"";i:15;s:3:""320"";i:16;s:3:""354"";}","Previously people have looked at optimising the policy and drafting process while separately others were trying to develop code from existing legislation. We have brought the two professions together as part of a multidisciplinary team to co-design both human and machine-consumable legislation. The project is using methods, standards and a knowledge base that are shared and understood by all professional groups. The approach we developed can be used across groups and across sectors. By focussing on open-standards and open-source solutions, the single source rules of government can be easily shared across the whole government ecosystem, including communities, NGOs and the private sector.
This project moves away from digital being digitisation of existing government processes and enables true digital transformation. This work enables the public sector to capture more benefits from “going digital”, including capturing benefits from emerging technologies like AI, blockchain and IoT.","a:1:{i:0;s:20:""developing_proposals"";}","The “Better Rules, Better Outcomes” initiative doesn’t follow a linear innovation pathway and goes across multiple phases. Some of the use cases are being implemented, but they are domain specific. Scaling and systemising the concept to make it part of the core of how government operates is in the design phase. The approach is based on (1) prototype & iterate and (2) start at the “edge” and move slowly into the “core”. Part of our focus is to have more use cases to share with the wider government community to create more awareness and buy-in.","The founding partners were: the Service Innovation Lab (who provided the environment and lead the design process); the Ministry of Business, Innovation and Employment and Inland Revenue (agencies responsible for policy development and service delivery); the Parliamentary Counsel Office (the agency responsible for drafting legislation); and a private sector software company to provide implementation expertise. Others included government and non-government policy, legal and software professionals.","The application of this approach benefits: (1) citizens and businesses through better government services and greater transparency of eligibility requirements, rights and obligations; (2) government partners in the service delivery ecosystem, including non-government organisations and software developers; (3) policy developers and legislative drafters through improved and more agile process of developing and implementing policies and legislation that achieves the original policy intent.","Since the publication of the Discovery Report, the network of interested people has grown to more than 200 individuals affiliated with 50+ organisations worldwide. Many want to replicate our approach and expand on our work as they see potential impact on: (1) the pace and quality of policy development and implementation when co-designed by a multidisciplinary and multi-stakeholder team which is focused on the context of the end user and works to remove the translation gap between policy intent and implementation; and (2) the ease of service integration, innovation and change management based on single-source, openly available machine consumable rules.
The two implemented use cases of legislation as code that calculate eligibility for financial support for parents and low income ratepayers have proven the value of this approach, particularly to support integrated service delivery for eligibility calculations, and clarification of rights, obligations and for compliance purposes.","The biggest challenge is to balance the interest of the different groups and professions needing to participate to make this innovation a success. The value proposition for each group is different. The ultimate aim is to have better services for citizen and businesses. The concept is easier to “sell” to people in the service delivery and software development space. Policy developers and drafters may see this as eroding their profession. We have the support from senior executives in the policy and drafting professions, but we have to make sure everybody gets value out of this.","For an innovation like this to start required the interest, enthusiasm and commitment from a diverse group of people who held a common goal and could contribute their specialist expertise for a concentrated, but brief period of time. Building from this positive start was possible because the process was conducted completely in the open - inviting people in to peer review the work and publishing and promoting the final report. This and the fact that each person involved became a champion of the work in their respective professions has built considerable momentum for the continuation of the work, including gaining senior level support across government and future collaborative partners.
The all-of-government nature of the Service Innovation Lab and the Better-for-Business programme provided the right environment for this kind of innovation. This includes design-led and software developer delivered prototyping.","The innovation started with a small but diverse group.
Through co-leadership of two existing cross-agency programmes, representing 16 agencies, we are able to extend the reach across a large part of the NZ public and support new use cases.
Through support from senior executives this project is also championed at several All-of-Government forums and partnerships that will define the future of digital government in New Zealand.
By kick-starting a global community we have created the environment that will enable this innovation to be further developed and scaled around the world.","The design-led approach taken to explore the problem and opportunity space was a valuable way to approach this complex space. It helped the diverse group come to collective agreement even though this was sometimes uncomfortable and confronting.
Since the work was started as an experiment by practitioners and without senior level sponsorship, the idea, once proven, needed to then be ‘sold’ to senior leaders. This then delayed further progress on the broader work while these leaders were brought on board.",,,,,,
4187,"Crowdsourcing alternative policy proposals' impacts on SMEs (small and medium enterprises)",https://oecd-opsi.org/innovations/crowdsourcing-alternative-policy-proposals-impacts-on-smes-small-and-medium-enterprises/,,"Ministry of Public Administration",Slovenia,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Crowdsourcing alternative policy proposals' impacts on SMEs (small and medium enterprises) ",https://presojaucinkov.gov.si/Msp/,2018,"Open and inclusive policy-making builds upon the idea of designing policies by broadening the evidence base. An innovative web-based tool called SME test enables the public (citizens, business entities, economic and other interest groups) to quantify the impact of their alternative policy proposals on SMEs, in addition to substantiating their comments and proposals on a public policy proposal. Despite the tool's ease of use, it enables users to conduct more sophisticated analysis.","We launched this project out of the desire to ensure that public policies are prepared in cooperation with stakeholders, who can provide new, invaluable inputs, innovative ideas and evidence about the problems as well as the solutions.
On the other hand, it is also based on the awareness that not all stakeholders have the capacity, knowledge and resources to be able to provide structured responses and suggestions to policy makers, which are based, inter alia, on data.
The result of activities is online application, which can be accessed by all interested public via eDemocracy portal, which is intended for consultation with stakeholders on public policies and regulations in the making.
Background
At the Ministry of Public Administration the application development started in 2015, primarily intended for regulatory drafters. The main goal was to integrate the application into The Modular Environment for the Preparation of Electronic Documents (MOPED), that enables the preparation of all documents, required in the legislative process. It combines different modules all based on the same information and applied the same standards, including the SME test.
The main functionality of the application is calculation of the costs and benefits of various alternative options to solve the identified policy problem. Although it is essentially based on the Standard Cost Model (SCM) methodology, it enables the identification of qualitative effects of proposed public policies, as well as all others compliance costs such as direct financial costs and costs of additional investments. It is linked to the public records, so users don‘t need to obtain information on individual parameters required for the calculation of costs and benefits (e.g. population).
In the first step, the user identifies various alternatives to solve the policy problem and assigns to them all the related obligations, that the stakeholders, to whom the regulation refers to, will have to comply with. For each obligation, the user enters the parameters necessary for the calculation, and then the system itself calculates predicted costs or benefits. It is important to note, that a calculation can be made not only for new obligations, but also assessment of impacts of amended or abolished obligations can be made.
The test was officially introduced into the policy process in 2016, and mandatory for use since January 2017.
Objectives, goals and beneficiaries of the innovation
During the development of the project, we witnessed the need for similar tools for the interested public who wish to participate in the regulatory process. Despite the desire for constructive cooperation with stakeholders, public reactions at different stages of drafting the regulation are often unstructured and come in the form of a free text. Regulatory drafters often do not get the concrete data needed for evidence-based policy design. So the decision to open the tool to the public was taken.
The public can thus access the tool through the eDemocracy portal, that enables citizens to actively cooperate and take part in the decision-making process. The most important part in that is the chance to influence the drafting of regulations by expressing opinions and sending proposals and comments on regulation drafts to those who prepare them and to the final decision-makers. The eDemocracy portal allows publishing of documents of regulation that is being created. The interested public (citizens, NGO’s, etc.) can, therefore, participate in the regulation drafting process by sending their comments, proposals opinions via the eDemocracy website.
From spring 2018, in addition to submitting a comment, the public can also provide a concrete calculation of the anticipated effects of the proposed policy alternatives.
In the future, we plan to continue to carry out activities aimed at encouraging use of the tool by the public as well as the implementation of similar tools for assessing the effects in other areas such as social, IT, the environment, etc.","a:8:{i:0;s:3:""181"";i:1;s:3:""210"";i:2;s:3:""623"";i:3;s:3:""302"";i:4;s:3:""615"";i:5;s:3:""317"";i:6;s:3:""616"";i:7;s:3:""621"";}","The project represents a unique and innovative way of stakeholder engagement and co-creation of public policies. It relies on an inclusive approach where all relevant actors are involved and attention is paid to marginalised, disadvantaged or less powerful groups, who do not have the necessary resources, to prepare similar analyses as those prepared by professional interest organizations. Individuals can thus base their position on concrete calculations, even if they have no knowledge in the field of statistical or economic analyses.
On the other hand, it allows drafters of regulations to get a concrete insight into the real situation in practice.","a:1:{i:0;s:14:""implementation"";}","The project is implemented, the public can access the application. Training of representatives of the largest interest groups was also carried out. Currently, activities are aimed at helping users and promoting the use of the application.","In the development phase of the application, the development was carried out according to the needs of the drafters of the regulations and the methodology for assessing the effects of draft regulations on SMEs.
When the application was adapted for use by external stakeholders, citizens and representatives of interest groups were included in the development. The application is thus adapted to the lay public, which does not know the methodology for estimating costs and benefits of public policies.","The first group of beneficiaries are government officials, which are expected to prepare an overall impact assessment on the economy, especially on the small and medium enterprises.
The second group are citizens, civil society organizations and also companies, enabling them to use the cost-benefit quantification tool, thereby reinforcing the arguments for their proposals.","Given the early stage of project implementation evaluation of the effects has not yet been made. According to the monitoring results, the share of impact assessments of regulations, submitted to government procedure, which include concrete calculations is increasing. An upgrade of the application is also being prepared, in the direction of obtaining accurate data or usage statistics.","Although it is not necessary to know the methodology for cost and benefits calculation in detail, it is necessary to enter certain parameters, which requires a careful consideration from the draftsman of the regulation. The problem was solved through permanent trainings of both, public officials and stakeholders. There is also help-desk available to the users and guidelines published on websites of the government.","Experience shows that personal values and motivation they are crucial when developing and implementing an innovation such as this. Given that the main objective is to facilitate the work of public officials on the one hand and, on the other, to strengthen the power of public argumentation, it is necessary to reconcile a multitude of needs and desires.
It is also important that people are aware that this kind of innovation does not make their every day job more difficult, but in the first place, as soon as taken on board, brings quality in the regulatory process.
Certainly, there is also leadership and support, especially in the initial stages of project development and implementation, when a certain share of people refuse to change the way they operate, even before they are well acquainted with an innovation.","The application can be replicated with the aim of adjusting for impact assessment to other areas. It is also not necessary to be strictly applied to regulations, it is useful in the assessment of the costs and benefits of all public policies that in one way or another affect the lives of citizens and businesses.","Certainly, the main lesson is that the process of project development and implementation is easier if the stakeholders or the target group are involved in all stages of preparation and implementation. If the innovator has their needs, wishes, and even problems as the main guide, his/hers success cannot fail.",,,,,,
4310,"Vitamin Lab: How to Take Citizen Responsiveness and Integrity in Health Services to the Next Level",https://oecd-opsi.org/innovations/vitamin-lab-how-to-take-citizen-responsiveness-and-integrity-in-health-services-to-the-next-level/,,"Transparency International Lithuania",Lithuania,other,"a:4:{i:0;s:9:""education"";i:1;s:6:""health"";i:2;s:12:""public_admin"";i:3;s:16:""Civic engagement"";}","Vitamin Lab: How to Take Citizen Responsiveness and Integrity in Health Services to the Next Level ",https://www.transparency.lt/wp-content/uploads/2016/11/Social-design-experiments-in-healthcare_2016.pdf,2016,"The innovation was developed to tackle the problem of corruption in the Lithuanian healthcare sector. We conducted a Vitamin Lab experiment to find out if the change of the clinic’s environment indirectly affects the behaviour of patients, how it can influence their attitudes towards the clinic, increase transparency and reduce bribery. To our knowledge, it was one of the first initiatives to use this type of measured social design interventions in the context of healthcare sector corruption.","The problem: Over 50 per cent of Lithuania’s population believe that the healthcare sector is corrupt. 2 out of 5 Lithuanians admit to having paid bribes at the national level healthcare institutions over the period of five years, what makes the healthcare sector the most corrupt public sector in Lithuania. Compared to the EU level, Lithuania has the second highest percentage of bribery at healthcare institutions. While the problem of corruption is attracting increasing attention in the public domain, there has been no firmly demonstrated interest from the policy-shapers to change it, citizens do not have a sufficient sense of empowerment to demand better, more accountable services and the motivation of doctors to initiate change has remained unsupported by systemic political will.
An innovative solution: Given the lack of progress in tackling healthcare corruption through conventional instruments, we developed a bottom-up ambient accountability initiative – Vitamin Lab - to create good case examples and examine the potential of a broader range of innovative citizen-centric mechanisms and their potential to change expectations and relations between customers and service providers, to give more salience to values of professional integrity and work towards empowering patients to make themselves and their feedback heard.
Vitamin Lab is an initiative which features an interactive installation that we created together with the community of Lazdynai Outpatient Clinic (our partners in this initiative) and installed it in the clinic’s waiting area. The volunteers were actively inviting patients to evaluate the quality of services they received that day with the help of installation. Patients were given five evaluation balls, or “vitamins”, and asked to allocate them to one or several of the evaluation categories: (1) Thank you, (2) Service was pleasant, (3) I did not like it, (4) The procedures were clear, (5) I would recommend this clinic to others. Patients were also offered to leave a more detailed written feedback in a Vitamin Lab’s suggestion box.
Qualitative and quantitative research methods were used to assess the importance of feedback and overall success of the initiative: a survey of patients (representative survey, proportional quota sampling, two waves: N = 416, N = 380, total sample size N = 776); in-depth interviews with the polyclinic’s personnel of the Lazdynai Polyclinic; a focus group with Vitamin Lab volunteers; and a focus group with patients of the Clinic.
Goals of this experiment: (1) Better understand the criteria by which patients evaluate the healthcare services; (2) understand how giving patients the opportunity to give feedback impacts their satisfaction with the services they receive; (3) improve patients’ satisfaction of the services they receive; (4) increase patients’ sense of empowerment and demand for good service as well as the salience of values of integrity and service quality in the clinic’s environment; (4) understand how such initiatives contribute to the change of patients’ behaviour and their attitudes towards corruption in healthcare.
Results: The Vitamin Lab experiment provided an opportunity to gain a deeper understanding of doctor–patient relationships and how things actually work at the polyclinic. Thus, as the first initiative of this kind in Lithuania and, to our knowledge, one of the first to use this type of measured social design interventions in the context of healthcare sector corruption, it provided valuable insights into both the healthcare sector in the country and the potential of such interventions and allowed us to have a stronger connection to our stakeholders.
Our main insights from this initiative are as follows: (1) patients who believe that gifts and informal payments do not help to get better services were much more likely to recommend the clinic to others; (2) patients who participated in the ‘Vitamin Lab’ were less likely to believe that unofficial gift-giving or giving money or any other material reward helped them to receive better treatment in the Lazdynai Polyclinic; (3) the possibility to leave a feedback contributes to the better evaluation of the services provided. Patients who participated in the Vitamin Lab were more positive about the services in Lazdynai Outpatient clinic (40.6 (Net Promoter Score) compared to 26.4 (the overall score)).","a:7:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""181"";i:3;s:3:""623"";i:4;s:3:""617"";i:5;s:3:""619"";i:6;s:3:""621"";}","Our project is innovative in approach, intervention design and implementation. First, we adopted a bottom-up, social design approach, in order to understand the existing culture in healthcare institutions from ‘the practitioners and clients point of view’ through stakeholder workshops and use of participatory design and applied theatre. This led us to co-design and create change through a unique, yet very simple and engaging ambient feedback mechanism that empowers patients and makes feedback highly salient in the clinical arena to all involved. The approach is unique in marrying behavioural insights with TI’s innovative tactic of “ambient accountability” (http://ambient-accountability.org/what) – using creative interventions to promote integrity in the very places and situations where it is challenged. Vitamin lab was the first initiative of this kind in Lithuania and, to our knowledge, a first in the world to use ambient feedback and social design in healthcare corruption.","a:1:{i:0;s:9:""diffusing"";}","The Vitamin Lab experiment helped to showcase the importance of small victories – that healthcare institutions need to adapt a measured approach in order to change the status quo and to take in the patients’ feedback. As a result of this initiative, Vilnius city municipality is currently planning a pilot initiative – to carry out representative patients’ surveys in all the public healthcare institutions in the city and rank them based on the results. In addition, other healthcare institutions started thinking about smaller measured initiatives in their environments.","(1) Lazdynai Outpatient Clinic – main partner;
(2) patients of the clinic – intervention participants; valuable feedback on quality of service of the clinic;
(3) medical community of the clinic – contribution to the design of the intervention;
(4) social designers – application of social design methods in public healthcare institution;
(5) Transparency International Secretariat – research and methodological support;
(6) volunteers – collection of patients’ feedback.","(1) citizens – more willing to recommend clinic; changed perception of entitlements;
(2) doctors – more polite, value-aware to patients and each other;
(3) clinic administration – increased knowledge of service perks/flaws; useful insights for its organizational management;
(4) other healthcare institutions – presented with easily applied tools to increase the service quality;
(5) Vilnius City Municipality – inspired by intervention to consider broader feedback systems in healthcare.","It is a first proof of concept that strategic social ambient design interventions can set into motion positive dynamics of change. Simple visible feedback system can rewire the social dynamics, sense of entitlement, trust and expectations.
To measure impact more systematically we carried out: a baseline and ex-post patient surveys (n=416 and n=380), focus groups, interviews, engagement tracking. After the intervention:
(1) patients were more likely to recommend the clinic to friends (rise in net promoter score);
(2) doctors and patients perceive less gift giving and soliciting.
Quotes from stakeholder interviews: “Why I like this system is that when everyone is in a hurry, running, you can very quickly and easily evaluate the service, and don’t need to write or fill out anything.” (patient, male, 76)
“As time went by there were some constant patients who were coming probably… every week. And they were saying: ‘Give me those vitamins, I’ll evaluate the service.’ (volunteer, female, 24)","(1) While we had the buy-in from the administration, it took us more time than expected to get the support from the medical community of the clinic;
(2) we experienced that it can be quite difficult to convince the polyclinic’s community that social design methods can be useful, as they were perceived as overly creative and abstract for the medical personnel not used to such interventions;
(3) we encountered the lack of willingness of the medical personnel and doctors to engage as they chose to isolate themselves from exercises they believe were aimed at changing their everyday routines. In order to address these issues, it was important for us to form a team of experts well in advance and to develop a map of possible risks and their mitigation plans and to act when such risks arise;
(4) last but not least, we hoped to be able to change the behaviour of patients with this intervention, but we managed to change only their attitudes.","(1) Leadership and involvement from the top management of the clinic - we started communication with various healthcare sector institutions in Lithuania, however, only managed to build a stronger relationship with Lazdynai Outpatient Clinic;
(2) Human resources - feedback collection requires constant communication with patients; in addition, we put a lot of effort to keep constant communication with the healthcare institutions interested in testing transparency initiatives in their environments, including communication with the management of the Lazdynai Outpatient Clinic;
(3) Personal values and motivation – high level of engagement of medical community in the initiative strongly contributes to its successful implementation.","The aim of the innovation was never to replicate it but rather to ensure that its DNA is adopted and replicated by other institutions in the country. The initiative gathered a lot of media attention, was widely discussed in the sector and received an award for the best anti-corruption initiative of the year from the Ministry of Health. Last but not least, it encouraged the Vilnius City Municipality to initiate the ranking of the healthcare institutions based on the feedback of service delivery by the patients, inspired the Ministry of Health to set more concrete anticorruption goals and laid first stones for the creation of culture of good case examples in healthcare.","(1) It is essential to continuously keep in mind, manage and adjust the expectations of various actors involved in the initiative – it was sometimes challenging and time-consuming to ensure that the activities agreed on were understood in the same manner;
(2) Implementation of such pilot transparency initiatives requires high level of engagement and buy-in of top management of the institution. Moreover, the topic of corruption is very sensitive to the medical personnel and administration of healthcare institutions. Thus, it might take time to identify institutions that want to create change and be good case examples;
(3) It was essential to ensure that such initiatives are measured in a representative manner. The engagement of patients into evaluation of service in the Vitamin Lab was not the goal itself – it was the visual installation that allowed us to receive so much attention for this topic of service quality and contributed to our advocacy goals. The most important part was surveying the patients before and after the Vitamin Lab – this allowed us to measure our involvement and its success / failures;
(4) For our advocacy goals it was important to keep the constant communication with different stakeholders working in the sector (other healthcare institutions, municipality, Ministry of Health, among others). This allowed us to present the approach of small measured interventions in a better manner and create a community of institutions interested in implementation of similar initiatives in the future.",,"a:1:{i:0;s:4:""4328"";}",,,https://www.youtube.com/watch?v=G31HLtVdqyo&t=1s,
4647,"The Mayor’s Fix-It Team",https://oecd-opsi.org/innovations/the-mayors-fix-it-team/,,"City and County of San Francisco","United States",local,"a:1:{i:0;s:12:""public_order"";}","The Mayor’s Fix-It Team",http://sfmayor.org/neighborhoods/fix-it-team,2016,"In May 2016, the Mayor of San Francisco launched the Safe and Clean Neighborhoods Promise. This was a new initiative to improve the quality of life in San Francisco with a coordinated approach to delivering City services better and faster. He issued an Executive Directive to Department Heads responsible for quality of life issues directing them to prioritize services so all residents have access to clean, safe, maintained public spaces and facilities. To ensure success, the mayor created the Fix-It Team.","When Fix-It was formed in 2016, it immediately began work in five areas within San Francisco neighborhoods (“Fix-It Zones”), where a significant amount of residents had been voicing quality of life concerns to the Mayor. In an effort to utilize data as the Fix-It Team expanded its scope of work in 2017, the Fix-It Team worked with the Mayor’s Office of Civic Innovation to create an equitable, transparent and data-driven model to determine the Fix-It Zones. This process included collecting resident feedback through community surveys and an analysis of mapped 311 data and police data.
The Fix-It process is summarized over 5 stages: Identification of the challenges and opportunities (data and information gathering), Evaluation (mapping concerns and walking the area with the residents), Validation (walking the area with the responsible City agencies), Execution (action plan creation and service monitoring), and Reporting (sharing successes and roadblocks with residents, survey and feedback).
When working in Fix-It neighborhoods, residents are encouraged to voice any and all issues pertaining to their neighborhood’s public spaces. However, the Fix-It Team works to set expectations with residents by defining quality of life issues as issues primarily focused on the built environment, issues that do not require a capital investment to address and resolve, such as sidewalk cleanliness, street lighting, bus stop and street conditions, graffiti, and more. In addition to these types of issues, Fix-It works with City agencies in order to provide residents with timely and accurate information about processes to address health and human service concerns, such as encampments and discarded syringes, as well as infrastructure concerns, such as streetscape improvements and traffic calming efforts.
Most of the Fix-It Team’s time is devoted to problem-solving by analyzing data, listening to residents, and working with City agencies to create a set of specific, measurable, and realistic actions to take in each zone. After creating an action plan, Fix-It is responsible for executing quality service delivery and ensuring follow through from agency partners. Throughout the entire process, residents receive consistent communication, with responses to their questions and reports back with results. Fix-It is also active on social media, posting before/after images, providing resident information, and soliciting feedback.
The Fix-It Team works directly with City agencies to implement the Action Plans for each Fix-It Zone. The Fix-It Team relies on these collaborations to implement the varied requests from residents. These partnerships enable Fix-It to utilize a diverse range of City services to address issues immediately while simultaneously illuminating complex City processes for residents. This makes Fix-It a “one stop shop” for residents, removing barriers to accessing city officials and agency representatives.
Fix-It provides a service to two groups: city agencies and residents. Its process is designed to meet the needs of both groups and deliver value to them. Fix-It defines value proposition to both groups by 1) Fixing safety and cleanliness concerns; 2) Offering direct contact in city government for quality of life issues; 3) Improving neighborhood resilience; 4) Understanding what services residents need most; and 5) Packaging the highest priority service requests for the appropriate agencies.
Fix-It’s success hinges on delivering value to these two groups. As part of the “Reporting” stage in the Fix-It process, several tools and methods are utilized for evaluating work. Fix-It tracks the completion level of its action plans, ensuring all concerns were addressed, and conducts trainings and community clean-ups to empower and assemble residents. Residents are surveyed before and after Fix-It’s work, and individuals are interviewed as well for qualitative feedback. The Fix-It Team visits its neighborhoods at various times of day and night to evaluate conditions, and has an in-house database to assess its impact on quality of life via data analysis of 311 and crime data.
Over a two-year period Fix-It has engaged with nearly 1,500 community members, completed nearly 4,000 identified “fixes,” and hosted nearly 60 community meetings over 30 zones throughout San Francisco. In 2018 Fix-It expanded its scope to propose wider-ranging quality of life solutions, such as offering motion-sensor LED lighting to residents on darker blocks, contracting with cutting-edge waste technology to improve public garbage cans in key areas, working with non-profits to engage with and improve the lives of unhoused and at-risk individuals, and taking over management of supplemental cleaning contracts awarded by the City to ensure that residents’ needs are being met.","a:11:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""210"";i:5;s:3:""211"";i:6;s:3:""623"";i:7;s:3:""611"";i:8;s:3:""302"";i:9;s:3:""612"";i:10;s:3:""621"";}","While the idea of listening and responding to residents may not seem ""innovative,"" in a complex municipal bureaucracy like San Francisco this can be harder than it appears. Fix-It uses its multi-agency partnerships, unique data analysis abilities, and dedication to transparency to ensure that residents' concerns are not only addressed effectively, but sustainably, comprehensively, and with consistent communication. Fix-It has a toolbelt of solutions due to its versatile and experimental nature that are not always realistic to deploy in the silo’ed reality of traditional City government. Fix-It’s work with the community is not bound by legacy processes, allowing Fix-It to be positioned with a wider range of possible solutions. Furthermore, Fix-It is committed to measuring its success through pre- and post-intervention data analysis, surveying, and site review. A dedication to transparency and measurement is essential to Fix-It’s daily approach.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Because Fix-It is a model that is only two years old and being applied to new neighborhoods throughout the year, it’s clear that the cycle of this innovation currently touches on all 6 statuses. Fix-It’s data analysis and ongoing community partnerships lends itself to constant problem/opportunity discovery, with ideas and solutions to address a given issue dependent on the issue’s unique circumstances. As root causes of various quality of life concerns are looked into, new proposals and pilot projects are critical to Fix-It finding sustainable success. Because Fix-It partners with new neighborhood zones throughout the year it is constantly implementing and evaluating efforts. The lessons learned from those efforts inform the solutions and proposals for the next problems/opportunities, and the cycle continues.","Although the Mayor created the Fix-It Team with work overseen by the Controller’s Office, San Francisco residents serve as primary partners – residents generate all of Fix-It’s work. Fix-It also officially partners with 7 different City Departments to complete field work, and Fix-It is dedicated to partnering with existing community organizations in each of its zones, including non-profits, community benefit organizations, resident and merchant associations, etc to ensure maximum impact.","All San Francisco residents, merchants, and visitors benefit from improved quality of life and public space. Departments tasked with cleaning and maintenance see efficiencies that make better use of resources, and can more directly assist residents with their needs when facilitated through the Fix-It Team. Indeed, Fix-It’s model provides verified, validated concerns to agencies that can then have significant positive impact for businesses and residents.","Fix-It uses a variety of evaluation tools and methods to measure its impact and success. The most basic measurement analyzes Fix-It’s Action Plan completeness, to evaluate the comprehensiveness of Fix-It’s direct response to community concerns. Fix-It staff also visit zones regularly to visually assess conditions and confirm whether agency modifications have positively affected quality of life. Furthermore, Fix-It both surveys and interviews residents before and after its interventions to ensure its having the desired impact. Finally Fix-It performs rigorous data analysis of 311 service request and crime data, using algorithms developed to assess year-over-year trends and perform correlative before/after intervention analysis. Over a two-year period Fix-It hosted nearly 60 community meetings over 30 zones throughout San Francisco, engaged with nearly 1,500 community members, completed nearly 4,000 identified “fixes,” and found overwhelmingly positive feedback from the community.","The biggest challenge to Fix-It’s success is thoroughly assessing quality of life in a consistent and quantifiable manner across a variety of neighborhoods. There are many factors that sway both street life conditions and data results, and larger socioeconomic trends and City policy can make effecting lasting change regarding a given issue a challenge. In addition, as Fix-It expands to additional zones, scaling the operation to ensure continued productive partnership with its stakeholders becomes a greater challenge. Fix-It has found that effectively communicating expectations to both residents and City agencies builds the trust that is critical to a long-term successful process. Fix-It is also not afraid to pilot possible solutions, which is understood by stakeholders as an experiment which may or may not produce the desired results.","For the Fix-It model to be successful, clear support from higher levels of local government (Mayor’s office, City Administrator, Department Heads) is critical, as is buy-in from agency representatives to ensure work is being done. In addition internal employees who are knowledgeable about City processes and have community engagement skills is important. The Fix-It model relies on a shared understanding that the effort is not politically-oriented but rather politically-neutral, with only an improved quality-of-life as the goal. This foundation of trust brings a variety of stakeholders to the table, which creates enhanced conditions for success.","The Fix-It model is easily replicable to other municipalities, although it would require some modifications depending on governmental structure and relevant issues in a given city. Fix-It can also be incorporated into a city’s existing oversight and accountability structure. The City of Seattle did have a “Find It, Fix It” program with some similarities, such as neighborhood walks hosted by City officials for residents, with quality of life concerns prioritized and addressed. However the Seattle program did not have a significant data analysis component nor sustained follow-up and ongoing partnership. However the Seattle program did have a grant aspect to fund community projects, a feature that San Francisco Fix-It would like to incorporate in the future.","We’ve learned the classic lesson that simple can often be better. When City agencies communicate effectively, are consistent and logical in their strategies with simple information, follow-up, and follow-through, residents are incredibly understanding. This builds trust and enhances partnerships with the community. Another key mechanism for building trust are “quick wins” – oftentimes residents want to see large-scale changes and feel frustration and helplessness around challenging quality of life issues. However, when a partnership achieves simple, quick fixes (getting a crosswalk re-painted, having a tree trimmed), a foundation of trust is built that gives a City agency time to work on a larger-scale approach to endemic quality of life challenges, and residents feel heard, empowered, and confident in their civic representatives.","At this point, the Fix-It Team is comprised of only 5 staff: Director, Deputy Director, Strategic Manager, Community Outreach Manager, and intern. The small team allows us to be individually versatile and unified as a group, although it limits the amount of projects we can work on simultaneously. We anticipate adding one staff member in the near future to assist with contract and financial management, as our success has led to City agencies requesting support for supplemental cleaning contractor management. We think the small team is an advantage but we look forward to adding another team member to increase the height of our ceiling.","a:11:{i:0;s:4:""4651"";i:1;s:4:""4652"";i:2;s:4:""4653"";i:3;s:4:""4654"";i:4;s:4:""4655"";i:5;s:4:""4656"";i:6;s:4:""4657"";i:7;s:4:""4658"";i:8;s:4:""4659"";i:9;s:4:""4660"";i:10;s:4:""4661"";}","a:1:{i:0;s:4:""4650"";}",https://youtu.be/tk3A13MMUcQ,,
4666,"CityScope FindingPlaces: HCI Platform for Public Participation in Refugees’ Accommodation Process",https://oecd-opsi.org/innovations/cityscope-findingplaces-hci-platform-for-public-participation-in-refugees-accommodation-process/,,"City Science Group, Media Laboratory, Massachusetts Institute of Technology",Germany,local,"a:4:{i:0;s:7:""housing"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:9:""transport"";}","CityScope FindingPlaces: HCI Platform for Public Participation in Refugees’ Accommodation Process",https://www.media.mit.edu/publications/finding-places-hci-platform-for-public-participation-in-refugees-accommodation-process/,2016,"In reaction to the sudden arrival of tens of thousands of refugees to the city of Hamburg (DE), MIT and Hafen City University's City Science Lab created a public participation and decision-making process for refugee accommodation in Hamburg neighbourhoods. 'CityScope FindingPlaces', an Human Computer Interaction platform, was designed and deployed to facilitate dozens of community meetings with ~500 participants, resulting with 160 locations accepted by Hamburg’s citizens to be developed for refugees housing.","Nearly 21 million people fled their home countries during 2015. A total number of 1.2 million asylum applications were filed in Europe, 442,000 in Germany alone. The persistent influx of asylum seekers posed major challenges for German federals and municipalities. As a consequence, available solutions were ad-hoc implemented and in many cases refugees were accommodated in tents, warehouses or gymnasiums.
In the City of Hamburg, Germany, accommodation facilities concentrated in certain neighborhoods while others received little to no refugees at all, sometimes stimulating civil protest against refugees. In early 2016, Hamburg's mayor Olaf Scholz assigned MIT and HCU CSL the development of a participation process that would enable citizens to engage in finding accommodations for a predicted influx of ~79,000 refugees. The goal was to incorporate the citizens’ personal experience and local knowledge into the political and administrative evaluation of potential locations. The results and proposals emerging from the participation process were to become recommendations for political decision-making. The project was named 'FindingPlaces'.
To enable a well-documented, accessible and scalable citizen participation, MIT CityScope was proposed as a decision-making and knowledge-support tool. Featuring an Human Computer Interaction (HCI) urban modeling and simulation platform, CityScope is able to present contextualized information in an easy-to-comprehend and easy-to-interact manner. A series of public participation workshops was planned to be centered around interactive CityScope stations displaying task-related data to citizen groups as they worked out decisions. The main conceptual components of FindingPlaces included 1) a workflow design for the overall workshop series, 2) a choreography ('procedure') for the individual participatory workshops, 3) the technical adaptation of CityScope interactive tables, and 4) extensive pre-processing of urban data.
CityScope is an ongoing research at the MIT Media Lab’s City Science group, featuring different iterations of an urban simulation platform with the goal of making complex urban questions accessible and tangible to various audiences. What differentiates CityScope from other highly-specialized, experts-focused planning tools is its tangible, user-oriented design, prompting a discussion not limited by expertise or prior knowledge.
In recent years, real-world CityScope deployments took place in the UAE, Shanghai, Andorra, Boston, Helsinki, Taipei and more, each of which dedicated to a local urban challenge. A common CityScope platform features a tangible urban model (city, neighborhood or street scale), a local computational analysis unit, data & analysis server integrated with a Geographic Information System and a feedback module. CityScope usually includes a set of color-tagged LEGO bricks acting as intractable spatial UI elements. The computational analysis unit has sensors or cameras and computers for real-time scanning of interaction in the scene. The feedback module contains display screens, projectors and as well as AR, MR, VR or touch feedback.
Between May and July 2016, a total of 34, two-hour workshops were held at HCU campus with nearly 400 participants. Each workshop focused on one of the city’s seven districts. In total, 161 locations were suggested by the participants and evaluated by the authorities. With these, accommodation solutions for almost 24,000 refugees were proposed, exceeding the initial targeted goal of 20,000. More than half of the parcels were designated parks, green areas in inner-city locations, landscape, or agricultural spaces in rural areas, that are mostly subject to nature or landscape conservation. Another 15% of the suggested parcels were used as sports fields or playgrounds. Others were parking lots, commercial and industrial areas, parcels designated for future housing projects or port area parcels. Almost three quarters of the suggested locations were rated as not suitable in the initial assessment, leaving 44 rated as feasible. A further 24 were excluded after a detailed examination. Ultimately, 6 received recommendations for implementation and 10 were taken into consideration for future planning.
Using CityScope platform for refugee accommodation has shown how digital technology can effectively support social challenges and physical changes. The core issue of Finding Places– the refugee crisis and global migration – will probably remain a challenge of high urgency. Global socio-political developments may yield new migrant waves soon, and the challenge of accommodating refugees in cities of the destination countries remains acute. Beyond the Hamburg case, MIT and HCU CSL are actively promoting CityScope solutions to other world cities facing similar issues.","a:5:{i:0;s:3:""181"";i:1;s:3:""609"";i:2;s:3:""302"";i:3;s:3:""620"";i:4;s:3:""373"";}","CityScope FindingPlaces suggests a novel approach for public participation in complex planning processes. In contemporary planning, incorporation of the public's opinion is not standardised; Even in cases where participation is implemented, the degree of interaction and the ability to explore design alternatives is limited. CityScope novelty is in its accessibility, tangibility and simplicity while tackling multilayered urban questions. FindingPlaces workshop methodology and CityScope technology enabled a high level of involvement and direct discussions between experts and non-experts, leading to evidence-based and goal-oriented interaction. Adapting CityScope for the FindingPlaces project also excelled to platform design itself. While core CityScope concepts, setup and interactions were maintained, new components (such as: networked communication between end-devices, integration of a Geographic Information System (GIS) and persistent data management) were introduced.","a:1:{i:0;s:9:""diffusing"";}","Although FindingPlaces reports were concluded in 2017, the core issues of the refugee crisis and global migration still remain a challenge of high urgency. Looking ahead to emerging world conflicts, the EU as well as other research bodies around the world highlighted FindingPlaces as a viable path to sustainable planning for refugees. Beyond the Hamburg case, MIT and HCU CSL promote the solution to other European ‘Arrival Cities’ facing similar issues, like Thessaloniki, Patras, Messina or Amadora. Solidified through the FindingPlaces deployment, CityScope platforms is now providing a large spectrum of applications to urban challenges worldwide. CityScope capabilities span from urban planning, architecture and real-estate development to logistic, data analysis and human-dynamics. Deploying CityScope platforms in Living Labs such as Hamburg, Andorra, Helsinki, Quito or Shanghai enables a fruitful exchange between academic research and real-life challenges of the hosting cities.","MIT Media Lab City Science Group created the CityScope [CS] platform. In cooperation with MIT, CSL in HafenCity Uni. deployed CityScope for the FindingPlaces project. FindingPlaces was developed in coordination with the City of Hamburg's mayor's office, the Central Refugees Coordination Staff (ZKF), district administration representatives and the Hamburg Urban Development and Revitalization Agency (steg), a company specialized in citizen participation processes who moderated the public engagement.","Between May and July 2016, a total of 34, two-hour workshops were held at HCU with ~400 participants. Each workshop focused on one of the city’s seven districts. The workshops were advertised via various media channels and ~40,000 brochures distributed all over the city, having an overall reach of ~5 million citizens. Participants were asked to register online; up to 20 people per session were eventually invited, due to space limitation and CityScope platform dimensions.","In total, 161 locations were suggested by FindingPlaces participants and evaluated by the authorities. With these, accommodation solutions for ~24,000 refugees were proposed, exceeding the initial targeted goal of 20,000. More than half of the parcels were designated parks, green areas in inner-city locations, landscape, or agricultural spaces in rural areas, that are mostly subject to nature or landscape conservation. Another 15% of the suggested parcels were used as sports fields or playgrounds. Others were parking lots, commercial and industrial areas, parcels designated for future housing projects or port area parcels. Almost three quarters of the suggested locations were rated as not suitable in the initial assessment, leaving 44 sites rated as feasible. A further 24 were excluded after a detailed examination. Ultimately, 6 received recommendations for implementation and 10 were taken into consideration for future planning.","A key challenge was the tight schedule in which the project needed to be implemented, since common developments of CityScope platforms requires time and testing. Further, logistical limitations reduced the overall exposure of the CityScope tool: Due to the physical size of CityScope , workshops were bound to be held at HCU; This naturally reduced the number of potential remote participants, thus contributing to a selection bias which is well-known in public participation projects. Another constraint was the lack of available urban data. Despite thorough pre-processing of urban data, non-expert participants had trouble understanding the professional planning content. As participants were not used to working with maps and satellite images, orienting the projected images and assessing them adequately was difficult. Most of these challenges are currently being addressed in the development of new CityScope platforms: Open-source, mobile and easy-to-deploy CityScope platforms are currently being designed.","Overall, successful CityScope deployments occur in the domain of three nodes: Clear research question [refugees housing, mobility modeling or urban design, for example]; a strong collaboration with local liaison [HCU for Hamburg]; and system/UI/UX design that mitigates both [i.e, multi-station CityScope platform]. Additionally, public recognition and support from professional stakeholders is crucial for successful CityScope research and innovation. Yet if a project is of high public or political interest – as the case was with FindingPlaces – the approach runs danger of becoming instrumentalized by political forces or interest groups. As well, sufficient data sources, research transparency and clarity about participants´ roles are critical to the users' acceptance and participation.","Since 2013, CityScope deployments took place in the Riyadh, Shanghai, Andorra, Boston, Helsinki and Hamburg as well as in many other cities where the open-source platform [or its components] where replicated. In some cases, such as in Andorra, Hamburg or Boston, CityScope is in active use by both stakeholders and communities.
At MIT, much of the current development of CityScope next generation revolves around creating an open-source, components-based and scalable platform. This effort has the developing world in mind, so that less privileged cities could eventually incorporate CityScope in their planning and decision making toolset. Currently, several global organizations are working with the CityScope team to allow deployments at scale for cities in their regions.
In the context of FindingPlaces project, several bodies dealing with immigration [including the European Commission] have made CityScope FindingPlaces a case study and part of their future toolset for refugees' accommodation.","Applying a CityScope platform for refugees' accommodation has shown how digital technology can effectively support social challenges and physical changes. By both stakeholders and participants, FindingPlaces was evaluated as a positive experience, and CityScope was recognized as a highly supportive instrument for public participation and real-time decision-making. FindingPlaces succeeded especially on the ‘soft’ level of human interaction: Citizens felt as partners in an ‘eye-level’ dialogue with policy makers and city administration, being able to supply planning authorities with relevant information based on their local knowledge. The project built up acceptance towards refugee accommodation in Hamburg and triggered high-quality feedback. Making administrative procedures and decisions transparent effectively contributed to the ‘political literacy’ of the general citizenship.
Nevertheless, these positive outcomes are subject to strong governmental support, not always available in other cases. Yet, if a project is of high political interest, there is a danger CityScope tools will become instrumentalized by political forces or interest groups. As well, decisions made by CityScope developers might affect and even bias some of the outcomes, making CityScope more subjective and less open-ended.
The core issue of CityScope FindingPlaces – the refugee crisis and global migration – will probably remain a challenge of high urgency and tools and approaches as such will be needed again. Deploying CityScope platforms in Living Labs such as Hamburg CSL enables a fruitful exchange between academic research and real-life challenges of the hosting cities.",,"a:15:{i:0;s:4:""4814"";i:1;s:4:""4802"";i:2;s:4:""4811"";i:3;s:4:""4810"";i:4;s:4:""4803"";i:5;s:4:""4816"";i:6;s:4:""4813"";i:7;s:4:""4804"";i:8;s:4:""4805"";i:9;s:4:""4806"";i:10;s:4:""4815"";i:11;s:4:""4809"";i:12;s:4:""4807"";i:13;s:4:""4808"";i:14;s:4:""4812"";}","a:1:{i:0;s:4:""4817"";}",,https://www.youtube.com/watch?v=gKq5SVItIII,https://www.youtube.com/watch?v=tyEZyYyZpyM
4785,LawMaker.io,https://oecd-opsi.org/innovations/lawmaker-io/,,LawMaker,"United States",other,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:22:""Public policy ideation"";i:3;s:36:""Government/Constituent collaboration"";}",LawMaker.io,https://LawMaker.io/,2018,"LawMaker is a lobby for the lobbyless – a free advocacy tool for those of us who don’t have a professional working for them to influence our governments. LawMaker allows Americans to (1) crowdsource ideas for new laws, (2) build voter coalitions, and (3) engage politicians to advocate for change. Our mission is to democratize democracies by empowering the creation of new laws that originate from real people at the grassroots, instead of from lobbyists and wealthy special interests.","LawMaker was created to address a troubling downward trend in citizen confidence in democratic institutions. This has resulted in a cynical, frustrated, and volatile electorate, as well as polarizing politicians who campaign on cultural division instead of concrete policy. LawMaker was designed to benefit both voters and elected officials by addressing the root causes of civic frustration.
A 2014 Princeton University study found, “the preferences of the average American appear to have only a miniscule, near-zero, statistically non-significant impact, upon public policy.” It is thus no coincidence that trust in the US government is at an all-time low. According to the Pew Research Center:
• 76% of Americans say their government “is run by a few big interests looking out for themselves.” (2018)
• 61% say it is “unlikely their elected officials would help them address a problem if contacted.” (2018)
• 74% believe that most elected officials put their own interests first. (2015)
• Only 18% say they can trust the government to do what is right. (2018)
Dissatisfaction with the U.S. government is at 77% after a steady incline from 29% in 2002. In the same period, voter communications to politicians have increased by 400%. Voters are looking for ways to be heard by their representatives, and feel a growing discontent toward a government that isn’t listening.
In light of the 2016 US Presidential Election and the subsequent increase in political engagement, LawMaker has been able to provide a productive tool for the burgeoning numbers of concerned and active citizens. In the past two years, civic engagement numbers have spiked dramatically. According to Pew, 2017 saw a 19% increase in policy-focused action compared to 2016. Popular event organizing site, Eventbrite, saw a 30% increase in political events in 2017 with a mammoth 93% increase in participation. The LawMaker team is utilizing this opportunity to provide voters a new way to engage that allows them to propose and build support for their own ideas for legislation, rather than solely put their energy into supporting the platforms of parties, lobbies, and special interest groups.
LawMaker’s objective is to create a more active and informed citizenry by empowering policy ideation and collaboration that sparks real civic change from the grassroots. The platform gives voters a tangible way to engage their elected officials and advocate for specific policy changes for their communities. LawMaker's user experience is summarized with the following steps:
Step 1. Propose a Policy: Users propose an idea to improve their city, state, or nation. There is no need for complex legal language – just a problem statement and how the user thinks government can address it. Authors can use text or video.
Step 2. Share the Idea: Authentic shares have great power online. Users share their ideas on their social networks to earn support among people who see the same problem and envision similar solutions. All supporters are verified to be real people with confirmed addresses, so their support can be quantified and conveyed to the appropriate elected officials.
Step 3. Crowdsource Amendments: Users can improve their proposal with like-minded people using LawMaker’s “amendment” tool. Other users propose amendments to a policy idea, and the author chooses the ones that best complete her/his vision, thus adding “co-authors” to their proposal to help spread awareness.
Step 4. Advocate for Change: Once an idea has earned a foundation of support, LawMaker helps users engage their elected officials in a public online dialogue to advocate for change.
Step 5. Political Accountability: Before each election, LawMaker will send users a rundown of how each of their elected officials and candidates responded to or voted on the LawMaker policies the user supported and opposed, allowing users to make better voting decisions than ever before.
As with all civic movements, as our numbers grow, so will our impact. LawMaker aims to earn 50,000 users in California before expanding to New York, Florida, Illinois, and Texas. Exposure in these influential states will ease expansion into the remainder of the country. LawMaker also has strategic plans to expand into Canada, Mexico, England, and India.","a:8:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""302"";i:5;s:3:""317"";i:6;s:3:""619"";i:7;s:3:""621"";}","LawMaker innovates on the three main ways people engage with their government between elections:
1-PUBLIC HEARINGS are largely held during working hours, a challenge for people with jobs, stay-at-home parents, and youth. LawMaker simulates public hearings on any policy topic. Content is public, permanent, and always open for comment.
2-CALLING/EMAILING POLITICIANS often results in no response. Additionally, callers have no idea if their message was one of 10 on that topic, or one of 10,000. With LawMaker, users can communicate collectively, and the platform incentivizes a response from politicians.
3-SIGNING PETITIONS may feel good, but rarely results in political change. Petitions lack an accountability loop in which signatories are notified how/if elected officials respond. Through LawMaker, each politician’s reply (or lack thereof) is conveyed to users before the next election, empowering more informed voter behavior and incentivizing officials to respond to constituents.","a:1:{i:0;s:14:""implementation"";}","LawMaker launched our California beta in 2018 to cover city, county, state, and federal government officials. Thus far, over 500 policy drafts have been initiated or submitted.
From the bottom-up, LawMaker reaches out to civic groups, grassroots advocacy organizations, and local councils to inform them of the opportunity to propose policy ideas & develop larger civic coalitions.
From the top-down, we partner with elected officials to issue LawMaker Challenges. Politicians use the platform to offer a 60-day opportunity for their constituents to propose policy ideas on specific topics. The elected officials commit to use the policy with the most support as inspiration for their next piece of legislation.
We have conducted two LawMaker Challenges with US Congresswoman Julia Brownley and LA City Councilman David Ryu. Brownley’s legislation is pending. Ryu has already introduced his winning policy before the LA City Council, where it is currently undergoing legislative review.","After completing the first LawMaker prototype, we interviewed 100 voters and surveyed nearly 5,000 citizens on the platform’s features, experience, and design. We used this detailed input to modify LawMaker into the micro-lobbying platform that it is today.
Since our launch, we have partnered with two government officials, Councilman David Ryu and Representative Julia Brownley, to launch LawMaker Challenges, and have Challenges with four new elected officials pending for early 2019.","LawMaker has two beneficiaries—voters and elected officials.
Voters propose policy ideas they would like to see their politicians introduce. Thus far, one such proposal has been written into an ordinance that is under review in Los Angeles. Another pends before a US Congresswoman.
Officials that issue LawMaker Challenges are also beneficiaries. Through their participation, they get a unique public outreach opportunity to collaborate with voters who feel ignored by their elected officials.","Approximately 20,000 Californians have signed up for LawMaker and over 500 policies have been initiated or published on the platform.
Of those policies, two have been officially recognized by elected officials. Congresswoman Julia Brownley is currently considering her policy action on a LawMaker proposal on campaign finance reform. Los Angeles City Councilman David Ryu has issued an ordinance before the LA City Council (http://clkrep.lacity.org/onlinedocs/2018/18-0045_mot_01-16-2018.pdf), which uses the words of LawMaker users to propose a change to public hearing regulations. The ordinance is currently in legislative review. Because of the awareness around the unique way this ordinance was created, nearly 40 civic organizations and local councils have written to the City in support of the policy.
LawMaker will launch four LawMaker Challenges in 2019 that will result in new civilian-inspired legislation being introduced by four members of the California State Assembly and Senate.","LawMaker’s long-standing challenge, one that is faced by nearly every civic action organization, is public awareness. Voters are generally loath to participate in civic engagement unless they have significant experience with or recognition of the method they are choosing. Protests and phone call campaigns get so much participation because voters are familiar with such engagement. New forms of political action, like LawMaker, require strategic awareness campaigns to familiarize voters with a new avenue for action.
Fortunately, we have not experienced any failures due to this obstacle. We face this challenge by finding new, cost-effective ways to increase awareness, usage, and sharing. Earned media has been a huge success, and media articles about LawMaker have resulted in nearly 50% of all users. Participation at civic events also sees a high rate of return. We are also currently putting funds into social media marketing that has resulted in nearly 25% of all new users.","LawMaker is currently built to accommodate users from all 50 states in the US. We narrowed our early launch to California to strategically target financial resources for marketing and awareness. Additionally, the platform relies on the purchase of specialized data that connects each user, based on their address, to a full list of their elected officials (from city to federal level). This data costs approximately $2,000 per state each year, or approximately $98,000 a year for an additional 49 states.
Our first condition for success in California will be earning 50,000 users in California. Once we hit that milestone, we aim to raise the funds necessary, through public grants and small/medium private investors, to purchase the data and wage awareness campaigns in four additional states. Once LawMaker is active in five major states, awareness and user acquisition in other parts of the US becomes considerably cheaper and more effective.","As LawMaker is an ongoing endeavor, it is always available and continually being improved. Thus we have not needed to “replicate” the model. That being said, once the platform is refined based on the usage of 50,000 Californians, there is significant potential for expansion into all 50 states, as well as into democracies around the world.
Outside groups have yet to simulate their own micro-lobbying platforms based on our success, but we will soon be offering use of the platform to grassroots groups for them to use as a hub for their members’ policy ideas, discussions, and formal proposals.","We learned a considerable amount prior to LawMaker’s launch, during our prototyping and iteration process. We found that voters did not want to be educated about civic issues in isolation. They preferred to be given an opportunity to participate and contribute to the policymaking process, and were then motivated to educate themselves on civic issues to increase the efficacy of their efforts. This learning led to a strategic pivot that resulted in the LawMaker platform as it exists today.
Since launch, we have learned that third-party validation is of considerable importance to convince voters to spend time and energy on a new civic engagement opportunity. Users that hear about LawMaker through media mentions or from their elected officials are significantly more likely to sign up and begin using the platform. This informs our ongoing marketing and awareness-building efforts.","LawMaker has developed plans for a 14-month Homelessness Policy Dialogue. This effort aims to solve the problem of public resistance to homeless services in Los Angeles County, where 58,000 people go unsheltered each day.
Los Angeles residents oppose many government plans to tackle this crisis due to inaccurate information about homelessness and lack of participation in the policymaking process. LawMaker aims to solve these problems with a multi-stage facilitated dialogue that starts with a countywide open call for problem statements, and ends with 15 detailed policy proposals to combat homelessness.
This project is not yet a foregone conclusion, but we are confident that we can realize its potential. LawMaker is currently building partnerships with other organizations, raising the necessary funds, and forming the Leadership Board that will guide this dialogue (made up of 16 elected officials and civic leaders). Additional information can be found uploaded as a supporting file.","a:8:{i:0;s:4:""4789"";i:1;s:4:""4788"";i:2;s:4:""4795"";i:3;s:4:""4794"";i:4;s:4:""4793"";i:5;s:4:""4790"";i:6;s:4:""4792"";i:7;s:4:""4791"";}","a:1:{i:0;s:4:""4797"";}",https://www.youtube.com/watch?v=mH8x6av0XTA&feature=youtu.be,https://www.youtube.com/watch?v=m7nff1qqzt0,
4798,"Crowdsourcing the Mexico City Constitution",https://oecd-opsi.org/innovations/crowdsourcing-the-mexico-city-constitution/,,"Laboratorio para la ciudad",Mexico,local,"a:1:{i:0;s:41:""Experimentation and citizen participation"";}","Crowdsourcing the Mexico City Constitution",http://www.constitucion.cdmx.gob.mx/,2018,"With the drafting of its first Constitution, Mexico City had a great opportunity: to explore innovative ways of crowd-sourcing this historic document, setting an example to other cities in the world on how to design important democratic experimentation at the scale of a megalopolis. The result of the entire Constitutional process is a forward-thinking document with progressive social policy and human rights at its heart. It became a legal reality in September 2018.","Mexican citizens’ trust in government was at a historic low. Nationally, only 6% of Mexicans were satisfied with their democratic system and just 2% of the population trusted their government. Though the federal government granted Mexico City the ability to create a city constitution, the process allowed for very little input from the people. Only 60% of the city’s constitutional assembly was democratically elected and it was presumed that the draft would be made exclusively by the mayor. The fact that citizens were not initially given a seat at the table to draft their city’s constitution further deteriorated their trust in government.
In order to build trust and include other voices, the Mayor Mexico City asked Laboratorio para la Ciudad - the experimental arm of the Mexico City government - to created a multi-tiered and citywide campaign to collect citizen opinions and proposals for the city’s constitution. One part of the campaign included a survey was called Imagina Tu Ciudad (Imagine Your City) that asked citizens about their hopes, fears, and ideas for the future of the city, and garnered 31,000 submissions. The mayor also created a working group to draft the constitution, consisting of academics, activists, former mayors, and other citizens representing a diverse cross-section of the population. The city also used Change.org to capture citizen petitions for the constitution. Petitions that received 10,000 signatures were presented to three representatives of the working group. Petitions that exceeded 50,000 signatures were presented directly to the mayor, who committed to including them in a draft of the constitution for approval by the constitutional assembly. Also, citizens were allowed to form their own meetings to discuss topics, uploading the date of the reunion as well as the results on the official web page of the Constitution; more than 100 groups formed to discuss topics such as mobility and indigenous rights. All of these inputs were handed over to the drafting group.
The draft was submitted to a national constitutional assembly for final approval.
On the Change.org platform, Citizens submitted 341 proposals, receiving over 400,000 votes. Four petitions surpassed the 50,000- signature threshold and 11 received 10,000 signatures. The new constitution, which went into effect in September 2018, includes 14 articles based on citizen petitions through this mechanism, including proposals from 17 year-olds who do not yet have the right to vote. The result is an historic document that includes an increased autonomy for Mexico City and a new series of human rights and social policies. The rights outlined in the constitution now bolster a number of other efforts aimed at engaging citizens and transforming communities. The democratization of the process led to a constitution that has been recognized by the United Nations as a “historical document that addresses the central challenges of development and peace” and as “a guide to fulfill the universal, indivisible and progressive nature of human rights.” It has also increased trust and strengthened ties between citizens and local government and became a historic moment for cities world-wide, provoking much reflection on urban futures and the place of cities in global conversations. This historic process and document will have an impact in generation after generation of inhabitants of the fourth largest city in the world.","a:7:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""184"";i:3;s:3:""211"";i:4;s:3:""217"";i:5;s:3:""221"";i:6;s:3:""613"";}","The Constitution of Mexico City is paradigmatic in several ways:
- The highly participatory mechanism designed for its drafting, using both technological and analogue methods
- The creation of multi-tiered participatory practices so as to include different sets of people in different ways; a balance between simple mechanisms for engagement coupled with making the input substantial and layered
- The final document sets a global precedent for new urban autonomies and human rights","a:1:{i:0;s:14:""implementation"";}","The first Constitution of Mexico City was legally born in September 2018. It will now be up to the new Mayor of Mexico City, the new local congress and the citizens of Mexico City to have this document become a blueprint for better urban and social realities. it has also sparked a wave of conversations in Latin America of the role of cities in advancing human rights and quality of life, plus rethinking our socio-economic models as well as what is the future of urban autonomy and agency.","The Constitution was an historic effort between government, civil society and citizens in general.","The method used for drafting and crowd-sourcing the Mexico City Constitution gave all stakeholders a sense of the importance of public participation, as well as the experience of having said participation become a true source of ideas and intellectual resources, instead of participation for participation's sake. It also gave the government insight on how to create complex and multi-layered participatory scaffolding by designing mechanisms ad hoc to different audiences and participatory intensities","Mexico City had an opportunity to draft its first-ever constitution which is legally binding since September 2018; a chance to define and reshape social, political and economic structures for the Western hemisphere’s largest metro area and will impact the lives of the 16 million people that live and work there.
For its creation, in the face of deep public mistrust, the city administration appointed a diverse, non-partisan drafting panel and then opened up channels for public input. First was a collaborative drafting tool to go along with citizen-led meetings (more than 100 took place), then a visioning survey (31,000 people surveyed), and a Change.org petition campaign which generated more than 350 proposals signed by more than 277,000 users. Twelve proposals exceeded 10,000 signatures (with four of those exceeding 50,000) and saw relevant language included in the draft constitution. Many of the young people involved have since become activists.","The first order of business was to draft a brand new local constitution. But the political legitimacy for this exercise was already in question, because the amendment granting local rule had been negotiated between political party elites with almost no civic participation. Acknowledging this challenge, Mayor Mancera appointed a commission with 28 local representatives. They were chosen in an attempt to provide a cross-section of the city’s intellectual life, with historians, artists, politicians, human rights organizations, sports figures, activists and scholars represented, and with gender balance. They were tasked with formulating a constitutional drafting process and developing a first draft. To this, the crowd-sourcing aspect was added: the possibility of organising local meetings and publishing results on platforms; a city-wide survey was added so as to capture different voices from an array of backgrounds; plus a record-breaking collaboration with Change.org.","
- Political will from the very top
- Willingness to experiment in public with very high-profile projects
- Not over-simplify mechanisms and notions of public participation; design multiple and complementary mechanisms
- Ability to work on the ground and not only with tech mechanisms if there is an important digital gap
- Leadership and guidance
- Good communication and community outreach
- True willingness to take citizen ideas seriously
","The individual components that made up the participatory aspect of the Constitution can be replicated for other purposes:
- City-wide surveys to better understand ""urban imaginaries"" and take into account how people perceive different aspects of the city, which can be just as important as objective reality
- Crowdlaw practices (we have used this mechanism several times, including to create Mexico City´s first road safety plan)
- Petition platforms articulated to government procedures
- Hybrid participatory practices that combine face-to-face meetings with processes for publishing results on digital platform to reach wider audiences
- Use of PubPub platform, which we worked and programmed with MIT to make into a powerful collaborative policy tool for open documents
And last but not least, taking into account the increased importance of cities and Mayors on an international scale, plus their increased autonomy, mega cities should explore creating their own constitutions","Avoiding partisanship
The decision to anchor the consultation process in a commission that was broadly representative of residents, rather than of political parties, was surprising and confidence-building, receiving praise even from the administration’s critics. The pressure brought to bear by social groups was also fundamental to the process, according to the general counsel’s office. “If we had broken along the ideological axis of the city, we wouldn’t have been successful,” Granados said.
Ownership
The decision to use a third-party petition site represented a new “hands-off” approach for the city government. Advantages include a proven model and access to a large existing user base--it is always easier to meet people where they are instead of enticing them to join a new social platform. However, this also means losing at least some control over the user interface, features and privacy policy--and private ownership of public data can also raise concerns about transparency and document retention.
Multilayered mechanisms for public participation","Mexico City created a citywide campaign to elicit citizen opinions and proposals for the city’s new
constitution using a citizen working group and online petitions, many of which were incorporated into
the final constitution. This story is emblematic of one of those incorporations:
When Francisco Fontana heard about the process for the new constitution, he thought it was silly.
“Nothing will happen,” he thought, but went ahead and submitted a proposal anyway, thinking it
wouldn’t amount to much. Using the Change.org platform, Francisco submitted a petition calling for a
minimum area of greenspace per person in the city, an issue he was passionate about.
He thought his petition might receive a few thousand signatures, but came home one day to
find 14,000 people had signed on to support it. Eventually, his petition exceeded 50,000 signatures.
The next step was to meet with then-General Counsel, Manuel Granados Covarriubias, to discuss the
proposal. “I started studying to give a proper presentation about my topic,” he said. “I was so nervous.”
Little did he know that Mr. Granados was also nervous, unsure about what to expect.
The meeting went very well. Francisco came away feeling that he was taken seriously, and Mr. Granados
couldn’t wait for the next meeting. “I thought we had a government that didn’t pay attention,”
Francisco said. “They listened to me.” A version of Francisco’s proposal is now part of Mexico City’s
Constitution.",,"a:1:{i:0;s:4:""4801"";}",,https://vimeo.com/210525894,
5011,"City Incubator",https://oecd-opsi.org/innovations/city-incubator/,,"Public Institute Young Dragons",Slovenia,other,"a:6:{i:0;s:9:""education"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:12:""public_order"";i:4;s:10:""recreation"";i:5;s:34:""Youth work and non-formal learning"";}","City Incubator",https://www.mladizmaji.si/mestni-inkubator/,2016,"The challenge the city Ljubljana wanted to address was how to approach young people who have ideas. What works well, and what could be even better? City Incubator is a programme for the implementation of the ideas of young people in Ljubljana. It is a sustainable tool for implementation and co-financing of local youth initiatives. Individuals or groups may put ideas forward and in the frame of the programme, they receive professional support for the fine-tuning, and financial support for the realisation.","City Incubator represents an implementation of one of the measures to increase the support to young peoples’ initiatives, included in the Strategy of City of Ljubljana for Youth 2016-2025. It was developed and first put into practice in 2016 by Public Institution Young Dragons in co-operation with NGO TiPovej!
The innovation addresses young people who have ideas on how to increase the quality of life in the city, and who wish to be actively involved in the life of the city. The city Incubator asks a simple question: What works well, and what could be even better?
City Incubator is a sustainable tool for implementation and co-financing of local youth initiatives. Individuals or groups may put ideas forward and in the frame of the programme, they receive professional support for the fine-tuning, and financial support for the implementation.
Taking into consideration the specifics of youth, a lot of thought and effort was put into answering following questions: How to approach young people? How to activate them? How to support them toward the realisation of their idea? How to empower them, so that when they stumble on the way, do not give up, but rather learn something from the experience and try a second or a third time?
To give it a space, City Incubator was thought to be an opportunity to support initiatives suggested by young people active in the youth centres and those who were not (yet) visitors of the youth centres. Thus youth centre becomes a place that offers to youth resources for creation, challenges for getting experience, opportunity to prove themselves and a chance to lead their own project. All this develops competences that increase employment opportunities.
Programme of City Incubator includes:
- 9 hours of working with professionals for the realisation of ideas;
- 5 individual hours with very experienced mentors (carefully selected matching with the needs of young people and their idea in mind);
- For selected 10 projects at the end of the training process from 200 € to 1.000 € financing for the realisation of the idea.
Young people are invited to propose their ideas that address the following issues:
- Ljubljana is a green capital (ideas that promote sustainable living);
- Youth for youth (co-create a programme and activities for young people);
- Intergenerational co-operation.
Young people at first apply with an idea, which they later fine-tune through the workshops, discussions and fun activities of the programme. Than a committee selects 10 of them, who are ready for the implementation. This takes place in collaboration with other public institutions founded by the City of Ljubljana and with NGOs for youth.
Criterion for the selection is as follows:
- feasibility of the proposed project;
- positive effects for the city;
- applicability of the project;
- motivation of the applicant.
By now, two full cycles have been realised.
In 2016:
- Marko Klemen: My Kleče. My Savlje. (pocket map for the promotion of one of Ljubljana districts);
- Sara Lucu: Stage connects – summer theatre gatherings (cross-generational connections through theatre performance);
- Nejca Vašl in Miha Miklavčič: Urban sculptures (polygon for daily skating in the city).
In 2017 (8 projects, currently being implemented):
- Anita Volčanjšek: From Ljubljane to Tirane (social and charity rally);
- Doroteja Mesarič: With playing into sport (sport workshops for learning about different sports);
- David Velkovski: Street football of Slovenia (non-competitive and creative street football);
- Lana Urbančič Rak: Legend of dragon and terragon (connecting the dragon of Ljubljana with culinary experience);
- Maša Cvar: Social game What Makes me Happy (informative card game for fun and for learning, connecting personal interests with the city);
- Maja Krnaič: Communicating without keys (campaign for alternative free time activities);
- Staš Kramar: Studio Basement (project for sound isolation of the existing musical studio);
- Zoran Fijavž: Rainbow rhetoric (cultivating empowerment skills for youth LGBTIQ+ persons).
The plan is to continue the implementation and to get more public institutions and companies involved. We wish to build a bigger pool of mentors and to adapt the future challenges to the real needs of the city and youth living here. Future challenges are (and will be) communicated in regular consultations with youth in the process of the evaluation of the city strategy for youth and in the Network of Youth Centres of Ljubljana (that now involves 12 youth centres managed by public institution Young Dragons (4) and NGOs).","a:8:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";i:3;s:3:""234"";i:4;s:3:""623"";i:5;s:3:""317"";i:6;s:3:""335"";i:7;s:3:""619"";}","This is a new tool for Ljubljana. Project allows the development and the realisation of ideas of young people, who are not organised in the frame of organisations, associations or other formal groups. Young people in the process of writing the Strategy of the City of Ljubljana 2016 – 2025, proposed it. City reserved funds for the implantation of it in the frame of public institute, which was founded with an aim to develop and run activities for young people.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The City Incubator is an on-going activity. Each implementation is a circle that starts with call for proposals of ideas and continues with the training programme for fine-tuning the ideas. After that, assessment and selection of 10 projects follows and then the implementation of the projects. Every cycle is evaluated with the young people and mentors. Each new circle is planned with relation to actual topics relevant for the city and young people.
The City Incubator connects business sector, NGO, public companies and institutes with young people with ideas for better society.
Each cycle is evaluated, and findings are brought forward to the next cycle.
The programme is being presented as a good practice in different frameworks (magazines, conferences, meetings).","The idea to develop a programme was stated in the Strategy of the City of Ljubljana for Youth 2016-2025 that was adopted by the City Council at the end of 2015. The programme was developed, based on previous experiences, by the Public Institute Young Dragons and a NGO TiPovej!
In the phase of realization of the youth project more companies (public and private) public institutes and NGOs are involved as incubators for developing of project ideas and as supporters of young people with ideas.","Youth - new knowledge how to move from wish to ideas and to the project. Experience, financial and mentor support for realization of the project and social network.
Local communities and citizens - services, products that aim at increasing social cohesion.
Companies, NGOs - opportunity for working with innovative youth and learning from a different perspective. New programmes, services and products.
City officials - the insight into the lives of youth and ideas for better city.","1. 11 projects of young people in 2 implementation cycles
2. developed programme of workshops and mentorship
3. Networking of 20 companies and NGOs
4. Pool of mentors (18)
Evaluation was done by the questionnaires and interviews with young people, trainers who delivered workshops and mentors. The results of evaluation were taken into consideration for preparation of second cycle but anyway the feedbacks from anybody involved shows that the instrument is educational and interesting for making changes in the city.
The most important sign of the success of the process is the feedback of the special committee that evaluated and select young people’s projects.
We plan to continue with the next development cycles and we believe that we will increase the number of projects and young people involved and the number of companies and public institutions involved.
In the future, tool can be used to address one concrete challenge of the city.","Today, because young people are bombarded with too much information, it is challenging to find right channels to address young people with ideas. Partly we found solution in the promotion through the Network of Youth Centres of Ljubljana and through street youth workers. We also promoted City Incubator through monthly newsletter Ljubljana, Youth Information Network L’mit and among NGOs.
The second challenge is how to involve more companies and NGOs and how to make them see the projects of young people as opportunity and not just as additional work. We would like to achieve that young people are recognized as agents of changes and solutions.
For some young people it is crucial to get a more intensive (personal and professional) support for realisation and sustainability of their project. This is another challenge.","'- Support of city administration (recognition of importance of programme);
- Human and financial resources (pool of mentors, finances for longer support);
- Motivation of the project group.","So far some other municipalities have expressed their interest for the project. We are already sharing our methodology and experience with them. We present the project as good practise example at different meetings and conferences on local, regional and national level. The project was recognised as especially interesting by National network of youth centres MaMa.","We believe in young people and their potential that they can develop solutions for challenges of the local communities and city nowadays. They just need to get space, knowledge and trust.",,"a:5:{i:0;s:4:""5025"";i:1;s:4:""5026"";i:2;s:4:""5027"";i:3;s:4:""5030"";i:4;s:4:""5029"";}",,,,
5517,"“STOP the Bureaucracy” portal in conjunction with Single Collection of Measures",https://oecd-opsi.org/innovations/stop-the-bureaucracy-portal-in-conjunction-with-single-collection-of-measures/,,"Ministry of Public Administration",Slovenia,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","“STOP the Bureaucracy” portal in conjunction with Single Collection of Measures",http://www.stopbirokraciji.gov.si/domov/,2013,"The reason for the development and launch of our e-solutions was to facilitate the collection of initiatives and proposals to eliminate administrative burdens and review their implementation in one place.
Our innovation provides users with an on-line one-stop-shop solution, where they receive all information about activities in eliminating administrative burdens and preparing better legislation, and enables systematic collection, resolution and monitoring of implementation of proposals.","The preparation of improved regulations and the elimination of administrative barriers has been handled by the Ministry of Public Administration (Ministry), which often noticed that more and more citizens, business entities, interest associations and public servants are greatly burdened by administrative barriers which arise from legislation, as well as by barriers that emerge from the implementation of legislation. At that time, our Ministry did not have a special channel/electronic address (except a general one) to which the interested public could send their questions, proposal, initiatives and complaints.
Therefore, many proposals or initiatives did not reach the appropriate recipient, so the appropriate or competent person was not informed, and the proposal was not considered, leading to the fact that the competent authorities, which could have replied with appropriate content to the message, were not notified about the problem, and so the initiators did not receive any feedback. Since our Ministry had noticed that the elimination of administrative barriers was a very current topic and is necessary in Slovenia, we set up a special e-mail address in the first phase, i.e. oao.predlogi@gov.si.
The ministry set up the above electronic address as a channel to be used by the interested public to contact us in cases when they encounter administrative barriers which aggravated the implementation of procedures during their activities and everyday lives. The electronic address has become quite well recognised and visited, and is thus used by an increasing number of the interested public. In this way, we ensured that initiatives, proposals and questions are collected at one place and sent to competent line ministries for further resolution in the shortest time possible. The way that the system worked was that new initiatives, proposals and questions (messages) were received through the electronic address. The receiving ministry studied the initiative and forwarded it to the competent authority. Firstly, the ministry had to adapt the mentioned initiative to the operations of the state administration, appropriately transforming it and then sending it to the competent authority. When the ministry received a response from the competent authority, it sent the answer back to the proposer. The ministry did not have an opportunity to publish the proposal with the answer on the website or to notify the interested public. This fact is also one of the key reasons for establishing the online portal STOP the Bureaucracy.
The STOP the Bureaucracy portal plays a key role, since it represents a link between the administration that prepares regulations and controls their implementation and the public, who can find information about the administrative measures for reducing administrative and legislative burdens in one place.
The public can use this portal to monitor proposals, initiatives, their implementation and effects in one place. Users can also review all proposals by category (e.g. finance, the economy) or by competent authority. The website intended for proposals provides access to statistics on initiatives at any time, i.e.: the number of initiatives published, the number of replies from authorities and the number of incentives which have not yet received replies from the competent authorities. The support application enables the ministry to rapidly prepare statistics according to a larger number of parameters. It is important that users notify and inform the portal about the administrative barriers they encounter. The STOP the Bureaucracy portal enables users to do this, since it is ensured that information about barriers is forwarded to the competent authority. In this way, users contribute to the common goal set at the beginning of the project, i.e. to improve the legislative framework and make the economy more efficient.
At this moment, the current portal is being renovated from the content and visual standpoint.
In the Single Collection of Measures application, we publish proposals that are in the process of realization. We also publish best practice cases that result from cooperation between citizens, business entities and public administration bodies via the Stop Bureaucracy portal. Competent ministries report about the progress on proposals that they are dealing with every four months. This application is available online and it is a great tool to control government work.
Every year, minimally 10 measures from the STOP the Bureaucracy portal are evaluated on their concrete effects on the business environment or citizens/general government.
In the future, we plan to unify management and classification of proposals in the area of better legislation for the entire state administration.","a:16:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""190"";i:3;s:3:""210"";i:4;s:3:""194"";i:5;s:3:""623"";i:6;s:3:""283"";i:7;s:3:""614"";i:8;s:3:""616"";i:9;s:3:""317"";i:10;s:3:""618"";i:11;s:3:""619"";i:12;s:3:""338"";i:13;s:3:""354"";i:14;s:3:""621"";i:15;s:3:""612"";}","We implemented a channel that offers two-way communication between the state and users, enables the involvement of the public in the drafting of regulations, enhances cooperation between ministries and stakeholders, all with the goal to continually introduce simplifications and offer useful solutions to users.
The introduction of the one-stop-shop concept also provides many functionalities in addition to useful content that provide users with information on the activities of the Government of the Republic of Slovenia in the field of better legislation.
We enable:
- A possibility to initiate your own initiatives,
- Review of all initiatives,
- Review of the state of implementation of initiatives,
- Review of the responsiveness of ministries,
- Overview of good practices,
- Links to Single set of measures for a better regulatory and business environment,
- Price comparison of any two services using the web calculator ""My Calculator""
- Video content related to better legislation","a:1:{i:0;s:14:""implementation"";}","The portal is published and in everyday use, the public can also access the Single Collection of Measures web site/application. Currently, activities aimed at helping users and promoting the use of the application are being carried out.
Same statistical details about the portal for the period 2014 - 2018:
- more than 500 proposals, of which already 400 realized and completed,
- 50.000 users,
- 110.000 page views monthly,
- 12.000 Facebook users
- 90 % returning visitors,
- 10 % new visitors,
- 33,5 % users are between 25 and 34 years old
- mobile app, responsive design","To ensure maximum usability, we regularly organize content workshops, which, using different methods of work and techniques with target groups, determine their needs for additional improvements on the portal.
We place great emphasis on promotion, where we are collecting suggestions for portal improvements. In terms of optimizing work and constant improvement in the field of cooperation with target groups, we implement the best suggestions. We regularly inform users about portal upgrades.","Our user group is comprised of citizens, companies and civil society officials. Government officials cooperate with these groups and the better regulation team members.
Representatives of interest groups – mainly economic associations and the non-governmental sector - are regularly involved in preparing the basis for improvements. With their experience and suggestions, economic associations represent significant partners in co-shaping solutions.","Users emphasize transparency and ease of submitting proposals and monitoring of implementation in parts of the Government. Users have a full overview of the implemented initiatives in the measures and good practices throughout the Stop Bureaucracy portal.
In the future, we must exert further focus on reducing the deadlines for the implementation of initiatives and measures.
Our biggest achievements:
- between 2009 and 2015, 365 million EUR of savings were realized, based on changes in regulations and simplification of procedures on an annual level, counting for more than 30% of the perceived and measured administrative burdens by SCM Methodology.
- a uniform set of measures has been put in place, which allows for an overview of all the measures taken by responsible authorities by its priority, overseeing their realization and an advanced search engine that enables customized user data outputs.
- IT support for impact assessment on the economy during regulation drafting phase.","To summarize, we mainly had to deal with organizational problems. When the system was first set up, we had to solve problems that concerned dealing with the matter with individual ministries and how to integrate them successfully, i.e. “get them on board”, so that we could actually begin with changing the then-existing concept step by step:
- how to obtain relevant persons at respective ministries, who would be involved in the removal of administrative obstacles,
- problems with frequent changing of contact persons without prior notice,
- mistrust in the existing system,
- preparing of responses, that were too general and non-specific,
- the preparation of partial and non-inclusive solutions,
- unresponsiveness.","For society it is important that the state enables cooperation and establishes channels that allow two-way communication.
We achieved excellent cooperation between ministries by forming a so-called group of coordinators. The group consists of members and their deputies, all coming from high positions within each ministry. In this way, we ensured that the information does not exist only within one specific organizational unit, but is spread throughout the entire ministry. The coordinator at the ministry acts as a single point for all activities related to the STOP bureaucracy portal. The system has proven to be a good practice example of interdepartmental cooperation. The group has meetings monthly, where we exchange experiences, views and suggestions for further work. At the same time, regular work with individual coordinators is very important, because that is where goals are defined and progress is monitored.
We also acquired EU financial funds for the development the portal.","The Chamber of Commerce of Slovenia is active in the field of collecting initiatives and proposals. Our cooperation also influences the growth of concrete proposals, since we are encouraging micro and small companies to engage in the process of eliminating administrative barriers by selecting our channels for this end. The initiative, which is supported by several companies or even associations, also deserves more attention, since it can affect many business entities, which, considering simplifications, also means more savings in time and money.
The municipality of the City of Ljubljana has also moved from solving of the initiatives on a partial level to a single capture system. The treatment is better and faster, it provides quality statistics, analysis of work done and helps in the planning of the future activities of the City of Ljubljana.","When introducing new solutions aimed at the general public, it is essential to include public involvement already in the reflection phase. The use of new techniques and methods, conducting surveys and workshops with stakeholders represent the basis for the preparation of the draft proposal. The solution implemented in this way is useful, understandable, and thus brings added value.
Our experience shows that, to fully coordinate the operation of the system of capturing and solving initiatives through the STOP Bureaucracy web portal, the bureaucracy plays an important role as coordinators and facilitators within ministries, transferring knowledge and experience to their colleagues. Solutions and simplifications should be continually presented and explained to the public. Administrators need to monitor analytics on a regular basis and respond to the problems encountered, while preserving and promoting dual-way communication.
The field of better regulation represents activities that are carried out at a horizontal level in the broader sense. Cooperation and communication between the state, people, businesses and the interested public is crucial for the development of society and values. We also do the same ourselves, dealing with examples from practice that call for changes and simplifications of the existing system, which we encounter daily.",,,"a:2:{i:0;s:4:""5711"";i:1;s:4:""5710"";}",,https://www.youtube.com/watch?v=cE4DkYB1BBU,https://presojaucinkov.gov.si/MojKalkulator/#/
5588,"Decreasing corruption in the Colombian School Meals Programme PAE - A bottom-up approach",https://oecd-opsi.org/innovations/decreasing-corruption-in-the-colombian-school-meals-programme-pae-a-bottom-up-approach/,,"Public Innovation Team (EiP) of the National Planning Department (DNP)",Colombia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","Decreasing corruption in the Colombian School Meals Programme PAE - A bottom-up approach",https://innovacionpublica.atavist.com/proyectos-piloto-de-innovacin-pblica,2017,"The Colombian Public Innovation Team ran a trial aimed to improve the quality and quantity of food served in the Colombian government’s school meals programme (PAE). It combined SMS messages to encourage parental engagement in the programme and lighter audits by a third party (local university students). Behavioural insights were applied to inform message design. The project included a learning phase to test and adapt elements of the intervention and an experimental evaluation (RCT) in the territories of Nariño and Cesar.","Tackling the corruption that affects the provision of school meals is a priority for the Colombian government. Since a video in 2016 revealed the extent of fraud and deception, the issue has become a national scandal. The video showed a provider taking photos of children with one same plate full of food, as supposed evidence that the food was being provided, but also the reality that , immediately after the photos were taken, children were actually receiving much smaller portions of food, directly into their hands.
The project involved a collaboration between several units in the Colombian government (National Department of Planning, Secretariat for Transparency, Ministry of Education, and Ministry for ICTs), the UK's Behavioural Insights Team and the Inter-American Development Bank, with the support of local government entities and universities. We followed the TEST (target, explore, solution, trial) methodology proposed by the Behavioural Insights Team (BIT). In the target and explore phases, we conducted field work (direct observations, focus groups, semi-structured interviews) with members of local school communities in Colombia (government officials, principals, teachers, students, parents, food providers, cooks) and found that (a) parents usually had little knowledge about the food programme and the spaces availaible for their participation, and that (b) the vast majority of parents, even in remote rural areas, had access to cell-phones with SMS capabilities.
Text messages have proved to be an effective way of informing and engaging individuals in a variety of contexts, including parents of school children. This inspired us to test an SMS component in the intervention.
The implementation of the intervention was divided into two phases. In the first, or ""learning"" phase, we focused on understanding how to communicate with parents to increase their engagement with PAE. The second phtase tested the approach at scale with an RCT. The intervention combined SMS messages, based on results from the first stage, with spot-checks conducted at the schools. We tested whether the intervention improved the quantity and the quality of the food.
In the learning phase, we gained knowledge about logistical needs and tested messages sent via a two-way SMS platform, i.e. parents were able to respond to the messages we sent, and receive back an automated response. We used the Ministry of Technology’s SMS platform Urna de Cristal. We texted parents information on the entitlements of their children within PAE e.g. ""Hola Manuel, Hoy Daniel debio haber comido pollo, arroz y brocoli. Si comio eso?"" For 5 weeks approximately, 3000 parents in 8 schools in Nariño (Southwest Colombia) and Cesar (Northern Colombia) received our messages. Parents were randomly allocated each week to see a variation in the content of the message, or to receive it at a different time of day. This allocation allowed us to test the impact such variations on the likelihood of getting a response from parents.
The messages followed an adaptive or “winner stays on” design. Each week we adapted the messages based on what we found to be the most successful variation the week before. Specifically, we tested the impact of the following on parents’ level of engagement: 1) to what extent personalisation of the message matters; 2) to what extent timing of the message during the day matters; 3) whether response rates are higher if we provide parents with more or less information about what their child should have received; 4) whether parents are more likely to respond to a closed- or open-form question.
After the learning phase, we deployed an RCT with a sample of 208 schools, randomizing at the school level. The intervention showed no effect on the primary outcome measures: quantity and quality of food supplied by providers (as assessed during the data collection audits) and parents’ satisfaction with the food served (data collected through a household survey).
We knew before the launch that, given the experimental design, the minimum detectable effect size was relatively ambitious. Considering the high cost of the intervention, expecting or requiring such an effect size for the intervention judged to be a ‘success’ seemed reasonable. However, the confidence intervals are not very wide, suggesting that the actual impact of the treatment was close to 0. Apart from the intervention genuinely not having an impact on provider behaviour, we think there might be 2 reasons leading to spillover effects and thus a smaller effect size:
-Baseline survey as treatment conducted by the university students in both Treatment and Control schools (providers adjusted their behaviour in response if they interpreted these as a sign of increased oversight).
-Providers adjust behaviour across the board, since they served both Treatment and Control schools, they improved food delivery in both.","a:3:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""211"";}","We used a behavioural-insights-inspired approach to tackle a complex policy problem going ""beyond nudges"". We divided the project into 2 phases: The first phase focused on understanding how to communicate with parents to increase their engagement with PAE. We used the Ministry of Communication and Technologies two-way SMS platform ""Urna de Cristal."" The second phase tested the approach at scale. The intervention combined SMS messages, based on results from the first stage, with spot-checks conducted at the schools.
Using our adaptive approach, we learned a lot about how to engage parents in monitoring the school meals provision. Each week we found a statistically significant difference between the two variations of the content of the messages.","a:1:{i:0;s:9:""diffusing"";}","We are currently striving to take this project to a new iteration that builds upon the results and insights gains in the first. We believe that there are good reasons to persuade government officials in Colombia to continue experimenting with approaches to both, increase parental engagement in the PAE as well as a redesigning the audit mechanisms for the program to make them cheaper and smarter. We have also found that there is a lot of learning value involve in the project despite the fact that we did not see significant differences for the primary results variables of the experiment. We are looking forward to transform this learning value into different communication vehicles and formats in order to support policy and decision making for the school study program.","The Programa de Alimentación Escolar (PAE) is a Ministry of Education policy that aims to encourage school attendance and retention. The trial was designed and implemented in collaboration with the Inter-American Development Bank (IDB) as well as the President’s Office Transparency Secretariat (Secretaría de Transparencia, ST), the National Planning Department (Departamento de Planeación Nacional, DNP) and the Ministry of Education in Colombia.","Children: are the main and only users of the PAE. Understanding their behavior was fundamental for the project because in the field trips the interaction with them allowed us to understand the program failures. Professors: indirect viewers of what happens at school. We realized the need to empower them to inform parents about the PAE. Parents: are the main allies in making social control of the PAE. We understood the importance of being informed about the menus that their children received.","This trial aimed to improve the quality and the quantity of the food served under PAE through a combination of encouraging parental engagement in the monitoring of the programme and through highly visible audits.
We find a statistically significant impact on response rates of:
1) asking closed questions instead of open-ended questions - a 163% increase,
2)naming 3 food items their child should have eaten instead of 1 - a 59% increase,
3) sending messages in the morning as opposed to the afternoon– a 45% increase,
4) sending messages about the specific child as opposed to messages talking about thousands of similar children –32% increase.
We did not find any statistically significant impact on the primary outcome measures - quantity and quality of the food served and parents’ satisfaction. We did not find any statistically significant impact on the other secondary outcome measures (parents’ knowledge about PAE and their report).","During fieldwork we observed some of the barriers that might explain the lack of engagement from parents:
1) Lack of knowledge: parents do not know what the delivery mechanisms of PAE are, what their child is entitled to and what their child should receive on a given day. Additionally, parents seem unaware of channels they could use to effectively raise concerns and lack information on the performance of providers.
2) Collective action problem: parents might be scared to take action individually, fearing repercussions by providers or other stakeholders involved in sub-provision of PAE. Some parents perceive PAE as a favour and fear that, if they were to complain, their child would stop receiving food or would be kicked out of the school. Parents may also fear that individual actions and requests will not be listened to because they do not carry sufficient weight to change the operator’s behaviour.","There has been a lot of interest in this work from very high political level. First, the former Director of the DNP mentioned it as one of their core innovation projects both at the UN General Assembly and at the World Economic Forum in Davos. Second, the Colombian President – Juan Manuel Santos - also mentioned the project at a presidential broadcast as one of the government’s main innovation policies to fight corruption. On September 19th, President Iván Duque launched the new PAE whose three main areas are: greater financing, coverage and transparency. This restructuring takes up several of the findings found in this project, which indicates that it will continue to be a key input when the new program begins to be implemented.","There were two main implications from this project. First, we found that we can engage parents in the school food provision by using two-way SMS messages. These trials show that SMS messages can elicit responses from parents and so act as a cost–effective mechanism to collect valuable information from citizens. Second, we found that small variations in the content of text messages significantly change how effectively they engage their recipients.
In that sense, we consider that what we discovered in terms of citizen control is fundamental for any type of public policy. It is necessary to not underestimate the auditor character of a citizen, in this case of a parent, teacher or school rector, throughout the whole procurement process. From the public tender to the food delivery.","We confirmed findings from other studies, that suggest that personalisation of messages can be a powerful way of getting individuals to respond to communication addressed to them. Additionally, we showed that parents are more likely to respond if they receive a closed rather than an open-ended question. Parents were more likely to respond when we named three rather than one food item that their child should have received on the day in question. One possible interpretation of this result is that their was more likely to be a discrepancy between the food served and the food on the menu for the former case and that parents are more likely to respond if their child did not receive the food they should have received. There is some (weak) indication that this might be the case: among the parents who provided a ‘correct’ response, 54% in T 1 indicated that their children did not receive the food they should have compared to 46%. We also found that parents were more likely to respond to text messages sent in the morning compared to the afternoon and if asked to help to improve the food for their own child (rather than other children in the same ETC). Furthermore, the trial has provided valuable lessons on how to run a large-scale RCT trial in general and more specifically using Urna de Cristal’s messaging platform.","During the first phase we decided to randomly allocate a sample of roughly 2000 parents to receive a variation in the content of the messages. We called the model a winner stays on design because each week we would adapt the messages based on what had one the previous week. We tested the impact on response rates from parents and we sent them the information on what their child should have received on a given day. In the second phase we randomly allocated 220 schools to and control. Ideally we would have allocated providers to T & C, because one provider covers several schools but there were only 4 providers in the two states where we were running the trial. One of the main limitations of this study.","a:13:{i:0;s:4:""5593"";i:1;s:4:""5594"";i:2;s:4:""5595"";i:3;s:4:""5596"";i:4;s:4:""5597"";i:5;s:4:""5598"";i:6;s:4:""5599"";i:7;s:4:""5600"";i:8;s:4:""5601"";i:9;s:4:""5602"";i:10;s:4:""5603"";i:11;s:4:""5604"";i:12;s:4:""5671"";}",,https://www.youtube.com/watch?v=ATTGW9zcajA&t=316s,https://www.youtube.com/watch?v=fMqvYsR8E-0&t=1s,https://www.semana.com/nacion/multimedia/aguachica-asi-recibirian-los-alimentos-los-ninos-de-un-colegio-oficial/467333
5605,"Carrot Rewards: A Healthy Living and Public Engagement Platform for Canadians",https://oecd-opsi.org/innovations/carrot-rewards-a-healthy-living-and-public-engagement-platform-for-canadians/,,"Carrot Rewards",Canada,other,"a:1:{i:0;s:6:""health"";}","Carrot Rewards: A Healthy Living and Public Engagement Platform for Canadians",https://www.carrotrewards.ca/home-2/,2016,"Carrot Rewards is a platform promoting healthy living and public engagement that leverages behavioural economics, mobile tech and the power of loyalty programs to motivate and educate users to make better everyday lifestyle choices for themselves, their families and the planet. Created in collaboration with public sector agencies, leading Canadian health NGOs and the private sector. With over a million downloads, Carrot is driving sustainable positive behaviour change on a population scale.","What problem the innovation solves or what opportunity was taken advantage of?
The cost of healthcare in Canada is increasing at an unsustainable rate. A large portion of this upwards drive in healthcare costs is due to the increasing prevalence of chronic conditions among Canadians. Regular physical activity (PA), defined as “any bodily movement produced by skeletal muscles that require energy expenditure”, has undisputed health benefits, however most Canadians fail to meet the recommended PA guidelines. Even though it has been proven that moderate intensity PA, such as brisk walking, reduces the risk of many chronic, non-communicable diseases, Canadians still fail to meet these guidelines.
It is widely accepted that preventative healthcare methods must be adopted. Behavioural changes like increasing physical exercise, maintaining a healthy diet, and reducing stress can lead to a reduction in the prevalence of chronic diseases like cardiovascular disease, cancer, chronic respiratory disease, and diabetes.
What the innovation is:
The Carrot Rewards app was developed as part of an innovative public-private partnership with the Public Health Agency of Canada and the Government of British Columbia, the provincial founding partner to reward Canadians with loyalty points for engaging in healthy behaviors such as walking and learning about their health & wellness.
Carrot’s free incentive based platform offers users rewards for engaging in a variety of wellness promotion activities in the app. Examples include rewards for achieving daily step goals and for consuming content (surveys, quizzes, informational videos and more) related to a wide range of wellness topics including physical and mental health.Carrot is used by a number of other partners to engage Canadians in other policy domains such as financial literacy, environmental awareness & civic engagement.
The Carrot Rewards app includes many proven behaviour change techniques such as goal setting, self-monitoring, identifying barriers (i.e. not enough time to exercise), facilitating social comparison (i.e. inviting friends to Step Together Challenges), biofeedback (i.e. feedback using a smartphone) and graded tasks (i.e. set easy to perform tasks and increase difficulty). The following behavioural insights are also implemented in the app: accessing public health resources (i.e. directing users to informative tools such as helplines and videos), shaping knowledge (i.e. by delivering micro-learning quizzes and surveys), goals and planning (i.e. allows users to create action plans, problem solve, identify barriers and set trackable health goals), feedback and monitoring (i.e. can monitor personal walking behaviour and receive immediate feedback), social support and comparison behaviour (i.e. allows users to connect to friends to challenge or collaborate to achieve a common goal) and external rewards (i.e. users engage in external programs utilizing the motivation of loyalty programs). The combination of these behavioural change techniques and insights allows the app to facilitate an environment for users to achieve and sustain behaviour change.
Who benefited from the innovation?
In contrast to traditional promotion platforms, the Carrot platform enables clear and precise evaluation of behavioural impacts from campaign. The rewards offered to Canadians for participating in the Carrot app are in the form of everyday popular loyalty points providers, such as Aeroplan, Scene, RBC Rewards, Petro Canada, More Rewards and Drop Loyalty points. The diversity and popularity of reward options contributes to Carrot’s relevance for any demographic segment that the public sector would like to reach, including the sedentary population.
How is the innovation envisioned for the future?
Carrot plans to expand nationally in Canada in November of 2018, launch in the United Kingdom in 2019 and is planning to expand to other markets including Australia, Mexico and in select regions in the U.S.
Carrot is based in Toronto and employs approximately 30 specialists in behavioural economics, consumer loyalty, technology, marketing and business development. Total headcount is expected to double over the next 12 months. In the next 5 years, the business is projected to grow to 20+ million users in 10 countries.","a:7:{i:0;s:3:""156"";i:1;s:3:""190"";i:2;s:3:""194"";i:3;s:3:""283"";i:4;s:3:""617"";i:5;s:3:""619"";i:6;s:3:""211"";}","Similar health and wellness tools have been developed and rolled out in various forms, but typically to closed populations such as employee wellness programs and insurance products. This program is unique in two ways; in that it has a direct reach to a broad range of users through the ubiquity of mobile technology, and secondly, that it rewards users with popular loyalty rewards they already collect such as Aeroplan Miles and SCENE Points. This makes the program appealing to a broad range of users, particularly those who are not typically inclined to participate in wellness programs. Health-risk behaviour change campaigns have been delivered through a variety of mechanism including mass marketing techniques. Various health behaviours have been targeted to address population health problems - there is potential in testing new ways to reach Canadians.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","Carrot Rewards is currently launched in three provinces across Canada: British Columbia (BC; March 3rd, 2016), Newfoundland and Labrador (NL; June 14th, 2016) and Ontario (ON; February 17th, 2017). The Steps program has been running since June 14, 2016 and rewards users with points (equivalent to CAD $0.04/day) for reaching individualized step goals, as tracked by a built-in smartphone accelerometer (e.g. Health Kit, Google Fit) or wearable activity monitor (e.g., FitBitTM ).
Carrot is about to cross the million registered users’ milestone in these provinces and are averaging 1,200 new downloads a day.
Peer-reviewed papers that evaluate the effectiveness of our innovation, including one on our first 3 months and one on our steps program, have been published.
Carrot continues to approach new partners with new ways of harnessing the engagement power of our platform to continue to help users make better lifestyle choices for themselves, their families and their planet.","Carrot Rewards partnered with the Public Health Agency of Canada (PHAC), the governments of each province it is currently launched (British Columbia Ministry of Health, Newfoundland & Labrador’s Ministry of Children, Seniors and Social Development and Ontario Ministry of Health and Long-Term Care), the BC Healthy Living Alliance, Diabetes Canada, the YMCA and the Heart and Stroke Foundation. These partnerships have helped shape the development of the platform, content and knowledge disseminated.","Carrot helps citizens make better everyday lifestyle choices for themselves, their families and the planet. The platform incentivizes positive behaviour change on a mass scale. Carrot helps their unique partnership ecosystem, that includes both private & public agencies, to deliver an impactful message and encourage healthier lifestyles to an engaged audience. It does so by harnessing the power of loyalty points and combining it with the ubiquity of mobile phones and behavioural economics.","In a relatively short amount of time, Carrot Rewards has become one of the most popular wellness app in Canada, with over a million downloads, over half a million monthly active users, and a third of a million daily active users. It is also the world’s first national wellness rewards platform, has been voted Canadian App of The Year, has been acknowledged as a Top 10 North American Engagement Program in the 2018 Bond Brand Loyalty Report and is a recent winner of the 2018 Startup 50 Ranking of Canada’s Top New Growth Companies.
Carrot has tracked over a trillion steps, and had over 20 million micro-learning quizzes and surveys completed by users. The app had an install and uninstall rate of 36% in its second year of activity, which is far less than the health app industry average (89%).
Carrot's results have been published in peer reviewed journals that show that we have seen a 20% increase in physical activity in the lesser-active population of Carrot.","Being a private technology start-up, Carrot Rewards was able to move at a quicker pace than the partnership allowed. Another difficulty in the partnership was that Carrot Rewards did not have any pre-existing framework to follow, since they were the first technology start-up to partner with PHAC. In terms of evaluation, it was challenging to know exactly how much information was required for reporting. These challenges were responded to by the development of a robust reporting process that was beneficial for partner relationships as it was able to be agile and tailored to their needs.","For the innovation to be a success it was necessary to have champions or advocates in the workplace of our clients and partners who understand the importance of leveraging technology and behavioural science to help with sustained behaviour change. These innovation champions believed in the potential and had to work hard to see it through the ideation phase all the way through to launch and beyond. Also, having a culture that supports experimentation, innovation, creativity, and collaboration helps set the stage for a company's value and motivation to be at the forefront of a wellness initiative. It's essential to have a team with diverse background expertise (scientist, marketers, partnerships, development) and think outside the box in order to optimize available resources. The innovation should be developed to solve a relevant problem in a unique way and have the potential for scalability across different sectors and policy domains.","Over the course of 3 years, we've been able to replicate the innovation in various provinces (British Columbia, Newfoundland & Labrador, Ontario), each of which have differing health and wellness needs and realities. Similarly, we've been able to replicate across different sectors and agencies where we've started our focus as a health app to expand to broader wellness topics such as consumer health, financial literacy, environment literacy and more. Lastly, we've expanded the initiative from an exclusively government focus to a private sector setting. Most recently, we're exploring the opportunity for international expansions.","The constantly changing environment of today’s technology organizations makes it imperative for partners to have flexible decision-making and adapt their goals from initial plans. Carrot Rewards benefitted from being associated with the Public Health Agency of Canada to increase their credibility, which helped Carrot Rewards to gain trust for subsequent partnerships and future users.
Another key to the success of the partnership, and in turn the innovation, was that PHAC was committed to experimentation and facilitated the partnership with Carrot Rewards; real change was attainable because there was a sense of open-mindedness and leadership who supported the app and was committed to its success.
A multi-sectoral team comprised of individuals from business, academia, health and technology sectors is imperative to make the innovation run smoothly and effectively. Another lesson learned was the importance of ensuring to build time and flexibility and shared understanding into partnership arrangements. Finally, it is important to keep in mind the organization you are working with and understand their limitations (i.e., speed in implementing changes to the agreement) and ensure any expectations on either side are aligned with the nature of companies from that sector (i.e., not expecting all organizations to act like a private company).","One of Carrot’s most novel campaigns was the Flu Campaign which used mobile “push” notifications and geo-location technology to encourage vaccine uptake and awareness for BC users. Of eligible BC users, 38% (30,538/80,228 users) completed the Flu Campaign quiz. Users were eligible to participate in the full campaign with the location-triggered “push” notifications if they resided in a participating city. Of these users (n=21,469), 41% (n=8,766) clicked on the in-app map to locate the nearest sponsored pharmacy and 78% of these users enabled their smartphone’s “location” feature allowing the push notifications to be sent. Over the course of the four-week campaign, 21,509 push notifications were sent to users with an average of 1.3 notifications per participating user.
This is one of many possible examples of the unique power and potential of the Carrot platform for influencing positive behaviour change on a population scale. This innovation deserves to be recognized and celebrated!",,,https://vimeo.com/223813442,https://www.thestar.com/news/queenspark/2017/07/11/carrot-rewards-app-gets-15-million-boost-from-ontario-government.html,https://beta.theglobeandmail.com/globe-investor/globe-advisor/carrot-rewards-nudge-users-toward-healthy-wealthy-habits/article36434258/
5619,"Emergency and Primary Services for People with Disabilities",https://oecd-opsi.org/innovations/emergency-and-primary-services-for-people-with-disabilities/,,"ServiceLab, Public Service Development Agency of the Ministry of Justice of Georgia ",Georgia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","Emergency and Primary Services for People with Disabilities ",http://servicelab.sda.gov.ge/en/reforms/co-designing-112-emergency-services-for-people-with-disabilities/,2015,"This project presents the new approach in service delivery, through which we enabled deaf and hard of hearing persons to have an access to the most essential services, such as emergency call and civil registry services. Tireless engagement of deaf community in service design resulted in elaboration of user centered and People with Disabilities-tailored services, enabling beneficiaries to contact emergency services using a text-based or a video calling system and squire necessary civil documents online via video call.","Georgia has achieved significant results in service delivery through its one-stop-shops and electronic systems, However the equal access to the public service for People with Disabilities remained a challenge. Thus, the Georgian government has prioritized the increased accessibility to the services for People with Disabilities, which is an ongoing process, involving different stakeholders including Deaf and hard of Hearing Union, as well as the Union for Blind and Visually Impaired and people with mobility problems.
The process started with the most important service - 112 Emergency Services. Before the elaboration of the service, deaf and hard of hearing persons were not able to call an emergency number independently, in case of emergency they had to ask neighbor or a friend who knows sign language to call for 112 services instead of them, which caused problems and delay in time for emergency services. Moreover, to solve this issue Deaf and Hard of Hearing Union was requesting an expensive device from 112 Agency, enabling the Deaf to call for emergency by simply pressing the button. However, due to budgetary constraints 112 Emergency Services was not able to provide such devices. Therefore, the UNDP Georgia and ServiceLab engaged in the process with the initiative from 112 Emergency services to tailor the emergency services for deaf and hard of hearing persons.
The adapted services and its delivery options have been designed with a full engagement of people with disabilities, Using the Design Thinking Methodology the user experiences and expectations were outlined the first prototype elaborated. Surprisingly, through the process it became clear, that the Deaf and Hard of Hearing persons, use video calls to communicate with each other or another option for those without smartphone was the text messages. This enabled us to start negotiations with the Deaf and Hard of Hearing Union on using the video call and the text messages as a means for communication with 112 emergency services. Which turned out to be a very acceptable for to receive the emergency, as well as to provide it from the government perspective. Thus, the video-calling option with a sign language operator receiving the calls and text-based option, whereby the person in need can text 112 services about the emergency and the kind of help needed was introduced.
Furthermore, the process was continued by introducing the online services for the deaf and hard to hearing persons by the Public Service Development Agency, which is also responsible for the civil registry and affiliated services, such as birth certificates, passports, ID cards and etc. Even though the PSDA operated many service delivery centers across the country, the accessibility for hard of hearing persons remained problematic, as the front line operators did not know the sign language People with Disabilities had to bring an interpreter with them, which most of the times was related to the extra expenses to be able to access the services. So, though incorporation of the video call possibility with a sign language operator on the other side provided an opportunity for the deaf and hard of hearing to access the primary public services online.
The goal of the above-mentioned innovation is to ensure that every person with hearing loss has access to the modern telecommunication tools necessary for them to receive services and have full access to the public good offered by the government.
The primary beneficiaries of the project are deaf and hard of hearing persons. It should be mentioned that these people – as a target group, are not only the end user of the product produced in the framework of the project, but their tireless and full of motivation engagement is also noteworthy in the whole phase of the project. During the held workshops, several innovative methodologies have been introduced, including Design Thinking which is frequently used and a proven approach by the ServiceLab and which ensures the equal engagement and participation of the interested parties.
By partnering with the beneficiaries, in this case with the members of the deaf and hard of hearing community, the representatives of the 112 Services, the ServiceLab and UNDP had an opportunity to solve problems in the most efficient way, resulting in highly user-friendly services.
In terms of international recognition, it is noteworthy, that the emergency service for People with Disabilities gained the award for Outstanding Emergency Services Innovation by the European Emergency Number Association in 2016.
Moreover, the ServiceLab transformed into the platform for service development for People with Disabilities and continues to tailor services for people with different impairments. including the adaptation of the PSDA and the Community Centers operating under the PSDA web sites for blind and visually impaired (www.voice.sda.gov.ge; www.voice.center.gov.ge).
the above mentioned, demonstrated that the user engagement in service design and delivery is a crucial component for the implementation of the successful services.","a:6:{i:0;s:3:""618"";i:1;s:3:""617"";i:2;s:3:""302"";i:3;s:3:""257"";i:4;s:3:""612"";i:5;s:3:""615"";}","The service itself is a demonstration of the effectiveness in delivering public services for People with Disabilities, taking into consideration the low-cost, high-impact approach, with a simple solution approved by the users themselves. Furthermore, the service enables the government to offer emergency and civil registry services to the deaf and hard of hearing persons and fulfill the primary function of the government to serve people without excluding anyone.
The innovation of the project also lies in the service development process, with its user-centered approach and engagement with an end users in the service design and delivery process. Previously, public services were designed and delivered the way the government officials or civil servants perceived it, which result in increased dissatisfaction and low level of accessibility to the services. User engagement and service design together with the users is a new step forward for the Georgian government towards the communication with end users and open government.","a:1:{i:0;s:9:""diffusing"";}","Both the emergency services and the civil services for People with Disabilities were introduced in 2015 and the processes were fully implemented in the daily process of service delivery for 112 Agency and the PSDA. Since then, to ensure the quality maintenance of the services the random checks are being conducted.
Moreover, the above mentioned projects motivated the ServiceLab to adapt the web sites of the PSDA and the Community Centers (operating under the PSDA) to the needs of Blind and visually impaired. In 2017 with an engagement of Beneficiaries the web sites were adapted websites were introduced, to provide information to visually impaired on civil registry services.
Currently, ServiceLab is developing and concept for the project targeting the 66 territorial offices and 56 community centers across Georgia. As a result deaf, hard of hearing, blind, visually impaired and people with mobility problems will have full access to the front line physical service providers.","Overall, ServiceLab involved all necessary stakeholders in the service design process. particularly for the above mentioned service design following organization were involved. UNDP Georgia provided the support of the project initiated by the 112 Agency, as well as the service related to the civil registry. ServiceLab of the Public Service Development Agency had a role of facilitator, serving as a platform for engagement of service providers and service users (Deaf Union and Union for Blind).","The main beneficiaries of the project and its product are people with disabilities, particularly the ones who are hearing impaired. The Union of the Deaf of Georgia and their representatives appeared to be the collaborators and the beneficiaries at the same time within the frames of this project, as it would be hard develop services without their engagement in each step of its designing process.","As the tangible numbers are the best thing to demonstrate the results and effectiveness of the any goal, basing on the data provided by the “112”, we are able to conclude the results in the following way:
There are 380 registered hearing impaired persons in the database of the 112 emergency services (the pre-registration in required for text messaging service, in order to identify the phone number as a number of deaf person), There were 107 cases of using the video-call option and 99 cases of using SMS text option registered since 2015.
As for the civil registry services, since 2015, 32 citizens requested different services, some of them were video calling from abroad.
In addition to many other values of the service, one of the most important thing is the ability of its transfer-ability, which can be used as one of the main measure of the project’s effectiveness. This can also be the demonstration of its sustainability and further development.","As it is expected, we were not exempt from challenges. One of the challenges during development of 112 services was a communication problem due to its specificity. As it appears the text messaging for the deaf was conducted in a different manner, than regular Georgian language, particularly the grammar and wording of the sentences are simplified and most of the times the tenses are not used among deaf community. For example even asking a question about location sounds different (operator should not ask, ""could you please tell us your location?"" Rather, they should just ask, “where?”). In response to this challenge, through a tireless and active engagement of hearing impaired persons during the whole project operators became able to customize the manner of text messaging with deaf users, to be able to respond to their needs.
Overall, the process and implementation went well. however, many still are not aware of the services, even though we organized the meetings in different communities across Georgia.","From our point of view, the main reason of the success of a project is the full engagement of a product’s “end-users” from the very beginning of a service design, which led us to synchronize every concern or a remark automatically and take into consideration on each stage of the process - which itself is a merit of using an innovative methodology.
In terms of material conditions causing the success of the project, is an infrastructure not different from a standard infrastructure determined for typical service delivery. The space has been allocated and the working area of the stuff was equipped with an appropriate computer technique. A cost-effective approach was considered from the beginning of the idea and this, in fact, allowed us to avoid usage of the expensive devices and equipment for the staging the service. As to human resources, it was truly responsible and necessary issue due to the need of attracting people with specific knowledge and experience, able to use a sign language.","The approach and the service design enables any organization to replicate the approach, as it is very cost efficient, does not require high tech solutions and is easy to adapt to. Good demonstration of this is the implementation of video calls for Deaf within the PSDA, as the project followed the implementation of 112 services for the 112 Agency.
The services were modified to the People with Disabilities with the help of sign language interpreters. This was all largely determined by ServiceLab’s active engagement and facilitation during the 112 emergency services project. This project also had the purpose of capacity building as a result of what replication of the innovation happened.
Moreover, due to the replicability of the project, other government organizations such as Public Service Hall and the Service Agency of the Ministry of Internal Affairs are interested in replication of the services.","From the very beginning of the project the goal was to create and provide an adapted service for People with Disabilities in such a way that these services to be fully tailored to their own needs and allow them to receive the adequate and high-quality service. It should be noted that this only became possible through beneficiaries’ active involvement and great motivation. Consequently, we believe that in order to create an effective product, it should be generated from directly those people, to whom this service is determined for.
Basing on our achievements, it is clear that project’s results are quite efficient and successful. The main indicator to measure its effectiveness is that it was replicated by other entities and new adapted services have been introduced. The effect of “spill-over” has materialized.","Overall, the above mentioned project transformed ServiceLab into the platform for service development across the Georgian government. With a new mandate, ServiceLab supports the ongoing Public Administration Reform, elaborating the unified service delivery policy, where the user engagement and customer oriented service design lies as a basis of the policy. Thus the process grew from the sandbox to implemented policy - from the first, initial project with ""112 Emergency Services"" to replication and incorporation within the service design and delivery policy to be approved by the government by the end of 2018.","a:7:{i:0;s:4:""5646"";i:1;s:4:""5647"";i:2;s:4:""5648"";i:3;s:4:""5649"";i:4;s:4:""5650"";i:5;s:4:""5688"";i:6;s:4:""5689"";}","a:1:{i:0;s:4:""5693"";}",https://www.youtube.com/watch?v=fiAk_R8gcjI,https://www.youtube.com/watch?v=ZzfQdmJsDwE,https://www.youtube.com/watch?v=6jmEv73Kkco&list=PLAuBrNEvppxGIEhb1bRE5o441W3cigeqw&index=4
5724,#OpenCameraCosenza,https://oecd-opsi.org/innovations/opencameracosenza/,,"Camera di Commercio, Industria, Agricoltura e Artigianato di Cosenza (Chamber of Commerce - Cosenza, Italy)",Italy,local,"a:1:{i:0;s:8:""economic"";}",#OpenCameraCosenza,https://www.cs.camcom.gov.it/it/content/service/opencameracosenza,2014,"In order to rebuild the relationship between the administration and its stakeholders, the Chamber of Commerce of the Italian city of Cosenza has initiated project #OpenCameraCosenza. To achieve this objective, #OpenCameraConsenza rearranged the organizational and communication structures and together with the legal representative, the communications team used different tools to reach the administration's stakeholders: Facebook, Twitter, Instagram, Aurasma app, Qr-codes and the website.","#OpenCameraConsenza insists on “openness”: an administration ready to engage with and listen to its stakeholders. The final goal of #OpenCameraCosenza is to reach the majority of stakeholders with useful information through informal channels (social networks, apps, etc.). In this way, the Chamber of Commerce of Cosenza becomes closer to users' needs, involving them in a virtuous circle of improvement of both the services and functions of the administration.
Organizational restructuring was necessary to foster change in units’ daily work, to accommodate units’ priorities, initiate new programs, enhance organizational effectiveness, and address budget reductions. After the reorganization and the job rotation in 2016, the workload has now been redistributed, and each employee is able to carry on duties aligned with his/her skills. Employees particularly interested in new media, who followed specific training, are now responsible for the communication of the Chamber.","a:8:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""302"";i:3;s:3:""234"";i:4;s:3:""305"";i:5;s:3:""335"";i:6;s:3:""338"";i:7;s:3:""621"";}","#OpenCameraCosenza is an innovation because:
1. The project has resulted in a reduction in the cost of communication
2. Each member of the Chamber's staff has a higher level of accountability thanks to the reorganization of offices. This decreases the response time of employees.
3. It has been possible to reach a great portion of stakeholders, involving them in the decision-making process of the Chamber.","a:1:{i:0;s:14:""implementation"";}","As of this date of submission in 2018, the innovation has been fully implemented. The Chamber of Commerce of Cosenza has been developing new projects around #OpenCameraCosenza.
In this first phase, the reorganization of the staff was conducted entirely by the management and the employees themselves.
To make the change happen, the Chamber’s staff undertook training and the management revised the Performance Measurement.
The staff in charge of communication developed the plan to raise the engagement of the stakeholders using social networks (Facebook, Instagram, Youtube, Twitter, Yelp), Augmented Reality and QR-Codes. The use of social networks reduced the amount of printed material with economic and ecological impacts.
Through the use of video tutorials on Youtube, the employees of the Chamber explain both the role of the institutions and how to access its services.
In 2018 the Chamber began using a web-based, free platform to keep track of staff proposals, new performance measurement, and anti-corruption.","The Chamber of Commerce of Cosenza has developed numerous partnership with different institutions in the spirit of ""openess"".
The Chamber has signed over 24 MoUs with different organizations. Those listed are the more significant: Ufficio Scolastico Regionale (Regional Education Offices), National Library, Community of the Universities of the Mediterranean, University of Calabria and Liaison Office, municipalities of Cosenza.","The Chamber has been consistently evaluating users' and employees’ satisfaction through customer care and reporting.
Open.ImpreseCosenza gives public access to open dataset from Cosenza and Italy.
Webinars help stakeholders and employees to stay up-to-date on numerous subjects.
The Chamber of Commerce of Cosenza is also part of Open Government Partnership, an international platform for domestic reformers committed to making their governments more open, accountable, and responsive to citizens.","In 2015 and 2016, to test the efficiency of such a significant change, the Chamber of Commerce of Cosenza developed a system of feedback and reporting.
For each event (call for proposal, training opportunity for employees and stakeholders, discussion forum, etc.) the Chamber has listened to the opinion of stakeholders.
62,43% of the Chamber’s employees are now related to “real” services to stakeholders. The job rotation involved 55% of the employees, the majority of whom had remained in the same position for several years – (in some cases up to 30 years).
In 2016, a new performance measurement of the Public Administration was introduced.
In 2017, the Chamber of Commerce established a Corporate Social Responsibility Think Tank for the purpose of openness of #OpenCameraCosenza.
Pursuing the objectives of transparency and openness, the Chamber produced its first Social Balance Sheet in 2016.","The management of the Chamber of Commerce of Cosenza faced three major challenges developing the #OpenCameraCosenza:
- Transparency problem: the Chamber adopted AGEF platform. Through an automatic tracking system, the platform guarantees the proper conduct of both the Institution and the applicant.
- Natural resistance to change: training programs and bottom-up decision-making processes were the solutions to this problem. Staff training is fundamental to realigning competences to a role, and this is why in 2016, 100% of employees followed at least 30 hours of classes.
- Skepticism: the networking activity of the Chamber of Commerce won over skepticism from other institutions and stakeholders.","To make the change happen the Chamber’s staff undertook training activities.
The staff in charge of communication developed a plan to raise the engagement of the stakeholders using social networks (Facebook, Instagram, Youtube, Twitter, Yelp), Augmented Reality and QR-Codes.
Through video tutorials on Youtube, the employees speak directly to stakeholders.
In 2018 the Chamber began using a web-based free platform to keep track of staff proposals.","This solution could be replicated by other institutions.
It is s model that is usable for a variety of projects, with a focus on transparency, communication and new media.","Job rotation and reorganization based on an increase in accountability produces more engaged employees.
New technologies should be considered a solid partner for public administration.","Numerous institutions acknowledge the success of #OpenCameraCosenza. In particular, the President of Italy’s National Anti-Corruption Authority, Raffaele Cantone, recorded a video for the Anticorruption Day 2017 of the Chamber of Commerce in which he highlighted the keys to the success of #OpenCameraCosenza:
- The ability to combine inner digital transformation with transparency/integrity system.
Finally The Chamber’s Corporate Social Responsibility Think Thank was presented with success during the annual CSR Conference held in Milan in October 2017.",,,https://www.youtube.com/watch?v=o7Kgabn9Y-8,https://www.youtube.com/watch?v=Hn-jAfxV7Rg,https://www.youtube.com/watch?v=T7sE2QDVh14
5760,"Portugal Participatory Budget",https://oecd-opsi.org/innovations/portugal-participatory-budget/,,"Administrative Modernization Agency",Portugal,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:18:""Citizen Engagement"";}","Portugal Participatory Budget",https://opp.gov.pt/english,2017,"The Portugal Participatory Budget (PPB) is a democratic, direct and universal process that allows civil society to decide on public investments in different governmental areas.
It is the first nationwide public participatory budget in the world, enhancing its originality. PPB helps to bring people closer to politics and decision-making, while promoting a deeper connection between regions, integrating the coastline and interior areas, as well as the rural and urban areas.","The Portugal Participatory Budget (PPB) is a democratic, direct and universal process that allows civil society to decide on public investments in different governmental areas. And it is deliberative, which means that Portuguese people are presenting investment proposals and they will be the ones to choose, through voting, which projects are to be implemented, in a very transparent and open way.
It is the first participatory budget of the world done at countrywide level, allowing citizens to propose and vote on ideas for public investments funded by the National State Budget of Portugal.
To ensure the maximum engagement of citizens from all over the country, the PPB consists of a hybrid participatory model that combines face-to-face interactions between citizens and the State, with the use of ICT tools specifically developed to bring the initiative to all citizens and ensure that everyone can fully participate.
The face to face approach is mainly based on participatory meetings held nationwide, in which the population is able to present and discuss their ideas in person, with the assistance of specialized personnel managing these sessions. Still, the citizens can also submit their proposals at the Citizens Spots (assisted digital services counters) and at some public libraries all around the country. The citizens can use digital tools to participate, but also more traditional channels, so anyone can take part of the initiative, even the ones with fewer digital skills. Anyone can participate, which fosters social inclusion and at the same time enhances trust in the public administration.
For the ones that are more comfortable using ICTs, the proposals can be presented online at the PPB portal. In fact, the PPB 2018 webportal plays a central role in the implementation of the initiative as it presents three key features: aggregates all the info about the project; allows citizens to submit their ideas for proposals; allows citizens to vote on the final set of proposals (which can also be done through free-of-charge SMS).
The projects can be regional, or national, thus connecting different areas of the country, and encouraging a broader public participation. It has the potential for becoming an essential tool in creating national networks, and integrating coastline and interior areas, as well as rural and urban areas, since it incorporates groups of proposals with different territory scope - regional and nationwide. The voting phase, which is now in place for this second edition of the PPB, allows each citizens to vote twice: one vote for regional projects and another for national projects.
The PPB really brings people closer to politics and decision-making, compelling them to present sustainable proposals regarding other cities/regions besides their own, fostering an inclusive view of the country. Besides, the process of proposing initiatives and vote for them makes people more aware of the political processes, the civic responsibilities and the context of allocation of public resources, which empowers the population. Additionally, populations traditionally that are not as heard as they should be, such as the rural communities, have now an open channel to directly participate in the policy making process.
The first edition of the PPB was carried out in 2017 and gathered 1015 ideas (Phase 1 – Collection of citizen’s ideas), which resulted in 599 projects to be voted (Phase 2 – Technical analysis of the submitted ideas according to defined rules and criteria), 78 815 votes by the Portuguese population (Phase 3 – Voting) and 38 winning projects, to be implemented by the government and by the respective sectorial services of the Public Administration, in articulation with the proponents of the proposals.
The ongoing edition confirmed the success of the PPB model, with a total of submitted proposals (1418) and voting projects (692), surpassing the numbers of 2017. The voting phase of 2018’s edition ended on September 30 and the winning projects will be known on the second week of October.
Thanks to the first edition success, and some lessons learned, the PPB 2018 edition has introduced some new features, comparing to the previous one. It has a new and improved website, it had a budget increase from three to five million euros, and it is now open to all the governmental areas, instead of being limited to only six areas, like it happened in the first edition.","a:6:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""302"";i:3;s:3:""613"";i:4;s:3:""616"";i:5;s:3:""621"";}","There are other examples of participatory budgets but, as far as we are aware, the PPB is the only one designed and carried out at the national level, all others being local initiatives. Besides, this is an initiative financed by the national State budget, open to all the governmental areas, so the citizens have a direct saying on how to spend part of the Portuguese state budget.
Another interesting feature of the PPB 2018 is its online portal, which plays a central role in the implementation of the initiative as it presents three key features: aggregates all the info about the project; allows citizens to submit their ideas for proposals; and allows citizens to vote on the final set of projects to be implemented by the Portuguese government (which can also be done through free SMS).
The PPB webportal has proven to be an effective way of using ICTs to promote openness, transparency and inclusiveness, at the same time that it enables citizen’s engagement.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","The PPB first edition was in 2017, and the projects of that exercise are already being implemented, so the innovation is happening and is already producing results. In fact, after the result evaluation of the first edition, it was decided to do a second edition in 2018, with changes reflecting some lessons learned from the 2017 experience.
Instead of a 3 million euros budget, the PPB 2018 now has 5 million, and instead of being limited to only six areas (education and adult training, culture, science and agriculture in the mainland, and also justice and home affairs in the autonomous regions), this new edition has been extended to all the governmental areas, which considerably expanded its field of action.
Additionally, the face-to face participatory meetings of the first edition were maintained in the second edition, but a new impetus was given to the ICT tools, namely through the online portal of the initiative, which was completely reformulated.","Led by the Secretary of State of Administrative Modernization, and operationalized by AMA with several partners:
• Ignite Portugal/All, a platform that uses specific approaches to encourage people to present their ideas and entrepreneurial projects
• City/Parish councils and Universities: availability of public spaces for the Participatory Meetings
• Public Figures: participation on the communication campaign
• All ministries: evaluation and implementation of the projects.","The main beneficiaries of the PPB are the citizens. The PPB is an instrument to present the community needs, promoting the collaboration with public institutions and a more efficient use of resources, since it enables the investment in proposals that respond to what the citizens see as a priority. Besides, people are now more aware of the political processes, civic responsibilities and the context of allocation of public resources, which fosters transparency and empowers the population.","The PPB 2017 gathered 1015 ideas (Phase 1 – Collection of citizen’s ideas), which resulted in 599 projects to be voted (Phase 2 – Technical analysis of the submitted ideas according to defined rules and criteria), 78.815 votes by the citizens (Phase 3 – Voting) and 38 winning projects (2 nationals and 36 regional ones). In 2017, there were 45,531 votes in regional projects and 33,284 in national projects.
Given these positive figures, the second edition of the PPB, which started in January 2018 and just finished the voting phase, registered a budget increase from 3 to 5 million EUR 5 million and is now open to all areas of governance, instead of being limited to only six areas, like it happened in the first edition.
This year’s edition has 691 projects to be voted, 272 with a national coverage and 419 regional ones. The top three areas, with more projects submitted to the vote are: culture (229) ; education and sports (98); and agriculture (64).","To inspire a participatory mindset in the Portuguese population, but also in foreigners living in the country, and translate their ideas into sustainable and feasible proposals is not an easy task. The ideas can’t be outside the scope of the State functions, have to be in line with the Portuguese legislation, be feasible, can’t imply the building of infrastructures, can’t exceed the 300.000EUR budget, etc. This analysis and this transformation of ideas into projects is a challenging one and the work of very dedicated teams in all the governmental areas.
Besides, to compel citizens to present sustainable proposals regarding other cities/regions besides their own, fostering an inclusive view of the country, was also a challenge. The participatory meetings held nationwide, the new PPB website and a strong communication strategy proved to be essential to explain the initiative to the citizens and promote their participation.","The top level political support is always an essential condition for the success of any transversal initiative to all the governmental areas and the PPB is no exception to this rule. The fact that the Secretary of State and the Minister of the Presidency and of Administrative Modernization were very active campaigning for the initiative, and even taking part in the participatory meetings, gave a big push to the project.
To raise awareness for the PPB, it is also essential to allocate sufficient time and resources to communicate the project main ideas and phases, focusing on media/social networks. In an initiative in which citizen’s engagement is one of the primary goals, a good communication strategy is a key feature.
Highly skilled, multidisciplinary and motivated teams in the gathering ideas phase, and afterwards in the analysis and selection of the most relevant, suitable and feasible proposals, and in its transformation from ideas to projects are also key conditions for success.","Participatory budgets, at least at the local level, are already well-known initiatives, which can be used and replicated in several contexts. The important thing to keep in mind is that there is no single recipe, and even though the project can be easily replicable, it always needs some adaptation to the context and intended beneficiary group.","In a nationwide participatory budget exercise, it’s important to notice that the regional projects register more votes, meaning that the creation of project categories by regions with non-competing financial allocations is a good option for a participatory budget at the national level. Besides, cities that already have local participatory budgets, and smaller communities, seem to present a higher level of citizen involvement and participation.
It is also important to engage the citizens in all the stages of the PPB, namely in the implementation phase, so that they understand the overall process and feel they’re part of the solution.
Another lesson learned from the first edition that was considered into the design of the PPB 2018, is that this type of initiative can be open to all the governmental areas. The 2017 edition accepted projects only in six areas, but the 2018 edition is open to all the governmental areas, and has received very interesting proposals for the remaining areas.
The use of ICTs can also act as a condition for success. From the first edition to the second one, the PPB webportal was completely reformulated with a more user friendly approach, aggregating all the info about the project and allowing citizens to submit their ideas and to vote on a final set of projects. It has been designed to provide a simple, intuitive and dynamic “one page app”-type of user experience, including a responsive web design approach to deliver an optimized mobile experience.
Nevertheless, it is also important to maintain the face to face approach in parallel, since not all the citizens feel comfortable, or want to use the digitals tools at their disposal. The use of a hybrid model makes it a more inclusive process, open to everyone.","It’s important to reinforce that by engaging the citizens in an inclusive and transparent way, the PPB gives them a sense of belonging and recognition of their power to influence political decisions, at the same time that enhance both the transparency and public trust in the policy making process.
The electronic voting system allows citizens to vote directly on the PPB website, with the civil identification number or the Digital Mobile Key, or via mobile phone by sending a free-of-charge SMS.
Regarding the last part of the process, the winning projects are carried out by the sectorial services, in articulation with the proponents, prompting confidence and increasing the responsiveness of the government initiatives to the citizen’s real needs. The time of completion of the winning projects is different for each case, depending on its nature and scope, but citizens can follow up on the projects.","a:1:{i:0;s:4:""5765"";}","a:1:{i:0;s:4:""5766"";}",https://www.youtube.com/watch?v=WAeZR2HQn40,https://www.youtube.com/watch?v=fwamLtd7BO8,https://www.youtube.com/watch?v=KJ2yi2y15QQ
5867,"Policy Jam",https://oecd-opsi.org/innovations/policy-jam/,,"Government Office for Development and European Cohesion Policy",Slovenia,central,"a:2:{i:0;s:12:""public_admin"";i:1;s:20:""Development Policies"";}","Policy Jam",,2017,"The Government of Slovenia has developed a new approach to preparing government services and public policies. Through specially designed workshops with a 360° approach to different stakeholders, these so-called ˝Policy Jams˝ aim to develop citizen-centred policy solutions. Based on systems theories and service design principles they open up the discussion space, while gearing participants toward finding viable innovative solutions.","The purpose of a Policy Jam is to move from macro topics to concrete challenges that Slovenia is facing. To achieve Sustainable Development Goals by 2030, governments will need to develop sustainable and future-fit solutions that will better address societal needs. Moreover, they will need to meet stakeholders' expectations while remaining viable in complex settings.
Policy Jam is a series of interactive workshops (clustered in a multiple-day event or organized over a longer period of time), where stakeholders:
- come and work on a pre-defined public policy issue,
- try to understand the key challenges,
- and seek possible solutions.
Policy Jam workshops use system approach and design thinking techniques as a method for addressing complex societal challenges and developing sustainable solutions for better services in a complex and multimodal environment.
So far, two such iterations were successfully carried out, with two very different policy areas:
1) The national system of long-term care, and (in cooperation with the Ministry of Health)
2) Future-fit economic diplomacy (in cooperation with the Ministry of Foreign Affairs).
In each case, Government Office for Development played the role of initiator, coordinator, organizer and promoter of the event. As for the content of the jam events, we partnered with “internal clients” - ministry responsible for the policy issue at hand, realizing the objective of better interdepartmental cooperation (whole-of-government approach). Both policy areas are in line with the Slovenian Development Strategy 2030.
By creating a multi-stakeholder innovation platform, Policy jam tackles some of the most pressing issues in the Slovenian public domain:
- poor delivery due to ill-designed systems;
- a siloed approach in organizational behaviour;
- poor division of labour in policy delivery;
- a widening gap between citizens' expectations and the public administration’s ability to deliver quality services in an era of complexity;
- low trust levels between stakeholders.
The underlying goal of Policy Jam workshops is to develop better policies and solutions that will contribute to Slovenia’s implementation of the 2030 Agenda for Sustainable Development. Furthermore, they help to improve cooperation and trust among stakeholders through empathy and exchanging experience and bridging the gap between citizens' needs and service delivery.
Results of both events are now being used by each client in further steps toward implementation. In essence, the beneficiaries of the first two Policy Jam are divided between direct internal client – the responsible ministry, all the stakeholders involved as well as the broader society that will directly be affected by the implementation process.
The Ministry of Health has been developing a new legislative framework for systemic implementation of long-term care and Policy Jam served as a unique opportunity to harness different views and knowledge regarding long-term care from various stakeholders. 17 organizations and institutions that have an active role in providing a quality service of long-term care have actively participated in the event, varying from representatives of the Ministry of Health, retirement homes, centres for social work, pensioners’ associations, caregivers, medical staff, etc. The results of the first workshop that dealt with designing national long-term care are being used in the preparation of pilot environments in two Slovenian cities where our new long-term care system is currently being tested by the Ministry of Health.
The second version of Policy Jam event was done with the Ministry of Foreign Affairs of the Republic of Slovenia. Instead of service design, this event had more to do with system design. The two-day event was meant to join all the stakeholders in one place in two different settings. The first part of the day was for all the systemic stakeholders – twelve organizations, including the Ministry of Foreign Affairs, Ministry of Economic Development and Technology Ministry of Infrastructure, Ministry of Finance, Ministry of Agriculture, Forestry and Food, and various chambers of commerce. The second part was done alongside different export-oriented companies, that are direct users of economic diplomacy services. The results of the second workshop that addressed the challenges of providing future-fit economic diplomacy are now a part of the Ministry of Foreign Affairs' internal reorganization process.","a:9:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""211"";i:4;s:3:""257"";i:5;s:3:""305"";i:6;s:3:""614"";i:7;s:3:""317"";i:8;s:3:""620"";}","Policy Jam workshops:
1) Go beyond just asking stakeholders about their needs, but rather involve them in developing solutions. They increase empathy among stakeholders, build potential for more trust and they create an environment for better cooperation by bringing stakeholders together for the hands-on experience of policy development.
2) Provide a tool for public officials (policy creators) to develop policies that are not just politically, economically and legally viable, but are also user-centred and future fit.
3) Provides policy creators with the information about needs, challenges and new opportunities for all of those involved in the implementation of a certain policy (politicians, public officials, implementation organisations and individuals, direct beneficiaries and their communities.)","a:2:{i:0;s:14:""implementation"";i:1;s:9:""diffusing"";}","As of October 2018, two full iterations of a project have been executed. However, shorter trial workshops, discussions and events were held before the full first pilot was executed in order to test specific segments of the project.
After the initial ideation and planning phase, the weeks-long process led to the first successful execution of the Policy Jam (Ministry of Health, Long-term Care).
Basic evaluation has been performed afterwards and some improvements have been made to the process and methodology. Then, the second iteration was initiated (MFA, Economic Diplomacy).
After the second project, a major in-depth evaluation has been performed in order to identify the main benefits and also challenges of the project. Currently, we are planning a series of events in collaboration with the Ministry of Economic Development to address the ways Slovenian companies could implement SDGs.","Government Office for Development plays the role of initiator, coordinator, organizer, and promoter of the project. As for the content and ownership, we partner with “internal clients” - ministry responsible for the policy issue at hand. Then, we invite all stakeholders to cooperate with us depending on a policy issue. For example trade unions, users (citizens, companies), those who implement policies (doctors, nurses, caregivers,...), academia, and others.","Long-term care:
- policy creators (from ministries)
- stakeholders: caregivers, medical staff, retirement homes, social workers
- elderly (care recipients) who will be the end users of long-term care.
Economic diplomacy:
- policymakers (ministries of foreign affairs, economy, environment,...)
- diplomats
- chambers of commerce, public agencies, business associations
- companies (users)","Both of the ministries that we worked with so far have used the results in developing specific policy solutions & public services. They reported better relationships with their stakeholders, and especially a better understanding of the issues they tried to solve. Several hidden challenges have been revealed during the process.
We can conclude that Policy Jams provide an excellent opportunity to boost policy development process, however, it takes a lot of organisation, learning, time, and energy to implement such tools into the policy process at first. In the future, we would like to work with as many directors-general as possible in order to help them and their teams to develop more functional and citizen-centred policies. Furthermore, we would like to continue to improve the methodology of the project, especially how we motivate various stakeholders to invest two full days in such an undertaking.","Challenges that we faced when organizing Policy Jam events can be divided into internal and external.
Internal challenges are connected to:
- Internal governmental capabilities and resources;
- the willingness of internal clients (governmental bodies and institutions) to actively participate. The key role of the initiator lies in finding the right people in various governmental institutions who are willing to experiment;
- developing a most suitable format of the workshop with the optimal time frame and agenda;
- defining challenges participants will work with potential tangible results;
External challenges include:
- attracting and retaining participants throughout the event
- the managing expectation of all stakeholders
- breaking down the silo and preconceived notions among stakeholders
- dealing with challenging personalities among participants
- harnessing knowledge for best results","For this project, we received full support from the minister for development whose views on public policy innovation were fully aligned with the goals of this project. This was essential for initiating the project. Furthermore, securing the initial funds was extremely important, however, funding is more easily acquired once leadership support is secured. Probably most important for the development of this project is the tireless core team, who are willing to operate like bureaucrat hackers to bring change to a stiff environment such as public policy.","We have replicated this model twice so far, and we are currently planning a series of events in collaboration with the Ministry of Economic Development to address the ways Slovenian companies could implement SDGs.
Such policy development tools could be used in most of the policy creation settings in order to better understand the needs of the users and different other stakeholders in the policy executions (education, health, social care, justice,...).
However, further development of such a tool is needed in order to improve the ways to motivate high-quality participants to devote enough time to such exercises.
Also, such Policy Jams will be most effective if used as a tool by very committed teams. This is why we plan for an even better preparation period with the internal clients (main ministries) in the future. Also, further investment in the skills of public officials would be needed in order to further improve the execution of such workshops.","In order to improve governance and better respond to modern issues, working in silo should be left behind. Sustainable development goals call for horizontality and better cooperation among ministries and institutions. Public innovation events such as Policy Jam directly address that issues by incentivizing inter-ministerial cooperation and collaboration. However, different departments usually find it difficult to work together. Using design techniques in the public sector and policymaking could improve participation and cooperation of stakeholders as well as policy-makers themselves.
New policy measures in Slovenia aren’t usually tested in a small-scale environment but rather directly implemented on a national level, creating many unforeseen problems and in the end bad user experience for the citizens who consequently see public institutions as incapable of meeting their needs. Large or national scale implementation brings higher risks and higher costs for governments. Alternatively, smaller-scale testing and prototyping decrease risk and public expenditure costs, while testing new measures and services in a more controlled environment with iterations and faster improvements from feedback.
Such an approach helps to improve final products and services that address the demands and needs of citizens in a much more reliable way, thus improving citizens’ experience and ultimately their trust in the institution as well as their well-being. The design approach is based on testing, prototyping, gathering feedback information and using it to make improvements. It thus increases understanding of users' needs allowing us to respond in a much faster and appropriate way. Policy Jam events were designed and had end-user testing incorporated in the process. Implementing this on a more systemic level could bring better overall results throughout the public sector.",,"a:10:{i:0;s:4:""5909"";i:1;s:4:""5905"";i:2;s:4:""5906"";i:3;s:4:""6147"";i:4;s:4:""5907"";i:5;s:4:""5908"";i:6;s:4:""5910"";i:7;s:4:""6148"";i:8;s:4:""6156"";i:9;s:4:""6157"";}","a:2:{i:0;s:4:""5903"";i:1;s:4:""5904"";}",,https://youtu.be/XaKvj5dC5AA,https://youtu.be/hG7pzx0tnJs
5925,"Ireland's Open Data Initiative",https://oecd-opsi.org/innovations/irelands-open-data-initiative/,,"Department of Public Expenditure and Reform",Ireland,central,"a:2:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";}","Ireland's Open Data Initiative",http://data.gov.ie,2014,"Ireland’s Open Data Initiative (ODI) is a key element of the government’s Public Service Reform activities. It aims to increase transparency, stimulate new business, build trust in Government and improve the lives of citizens by delivering better services. The ODI involves significant engagement with citizens, business, the data community, researchers and public bodies. Over 8700 datasets from 100 publishers are available on the ODI Portal which provides free access to data via a central portal.","Openness and transparency is a key priority for the Irish government. Open Data (OD) is about making data held by public bodies available and easily accessible online for use and redistribution. The public sector produces vast amounts of data often held in service related siloes. Due to legal and technology constraints the providers of public services in Ireland often face problems gaining access to information already held by other public bodies, leading to a disjointed service for citizens.
An innovative restructuring of service provision was undertaken which placed the management of data as the pivotal enabler for efficient and effective public services. Ireland’s Open Data Initiative (ODI) is aligned with key government priorities such as:
• Digital and ICT Strategy
• Public Service Reform
• Civil Service Renewal Plan
• eGovernment Strategy 2017-2020
• Open Government Partnership (OGP) National Plan
• and the National Data Infrastructure (NDI) initiative
A collaborative and constructive approach has generated the foundation platform for an integrated and interoperable public service from a number of previously aspirational initiatives. Coherence between the various working groups is maintained by cross pollination of members while maintaining the independence of each group.
Data sharing will facilitate policy analysts with access to a greater range of data held across the public service, this will significantly improve policy decision making and evaluation. Implementing single authoritative sources for basic information in respect of key categories of data, such as people, businesses and locations through the development of the NDI for Ireland will further support and drive innovation in the delivery of public services, measurement and evaluation of public policy outcomes.
Our OD mission is to encourage and drive the uptake and use of open data. In doing so to add value to the economy by increasing transparency and stimulating new business applications. Providing free access to public sector data builds trust in Government and improves the lives of citizens by delivering better services. This is being achieved by:
Encouraging the release of all appropriate high value government data as open by default
Building a value driven economy by making data publicly available and freely usable
Engaging with a broad community of stakeholders to promote and encourage the reuse of OD
Opening up government data provides new opportunities for research, innovation, engagement and greater efficiencies for all sectors of the economy. It has the potential to generate business opportunities, stimulate economic growth and contribute to Open Government. The aim of the ODI is to put in place an ecosystem to enable the potential of data to be exploited across the public service, business and the general public. This will be underpinned by the coordinated drive to standardise and share publicly held data. Providing:
• Social, economic and political benefits
• Transparency, citizen engagement and improved services
• Improve risk management, depth of policy analysis and create efficiencies
• Business innovation and economic growth
• Increase data sharing and innovative use across Public sector
• Data is recognised as a strategic and valuable asset
The development of a NDI will allow for an innovative approach for policy development and service delivery. Recent reforms have focused on Public Service Bodies implementing a consistent code of practice and standards for the gathering, use and dissemination of data. Future work will focus on embedding the NDI and the Digital and ICT Strategy across all the Civil and Public Service. This incorporates 5 fundamental pillars:
• Build to Share
• Digital First
• Data as an Enabler
• Improve Governance
• Increase Capability
Two key governance structures have been established to advance the ODI in Ireland:
• An Open Data Governance Board (ODGB) provides strategic leadership and governance in line with best international practice
• A Public Bodies Working Group (PBWG) provides technical advice and support
A public consultation document on Open Data Licences was published in February 2015. The Creative Commons Attribution licence (CC-BY) was subsequently selected as Ireland’s OD licence of choice.
A Technical Framework was developed in 2015 to ensure that the publication of datasets on the portal is done in a consistent, persistent and truly open way. Key components are licences, formats, metadata, standards and Unique Resource Identifiers (URIs).
An Open Data Strategy for 2017-2022 was published in July 2017 and adopted as government policy. The Strategy was prepared under the leadership of the ODGB with input from key stakeholder representatives from business, civil society groups, researchers/academia, librarians/information professionals and the PBWG.
In 2017 Ireland was ranked in overall 1st place in the European Open Data Maturity survey.","a:9:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""876"";i:3;s:3:""239"";i:4;s:3:""611"";i:5;s:3:""302"";i:6;s:3:""317"";i:7;s:3:""617"";i:8;s:3:""621"";}","The cross-government coordinated approach which encompasses digital infrastructure, data standards and access is expected to result in much wider sharing and reuse of public sector data. Benefits will include realisation of the “once only” principle that persons should not have to provide the same information multiple times to different public bodies.
The Data Sharing Bill provides for the creation of base registries that will act as single authoritative sources of basic information for public bodies in respect of key categories of data. These registries will underpin the development of the National Data Infrastructure, which will further support and drive innovation in the delivery of public services and policy.
The value of Open Data ultimately lies in the use made of the data. The ODI involves significant engagement with citizens, business, researchers, and public bodies. This includes organisation and attendance at outreach, dissemination and collaboration events.","a:1:{i:0;s:14:""implementation"";}","OD Strategy 2017-2022 implemented as government policy.
Irish OD Portal rated as No 1 in European OD Maturity survey 2017. The portal hosts over 8,700 datasets with an average 12,000 visitors a month.
OD Liaison Officers have been appointed in all public bodies
The Open Data conference ‘Harnessing Open Data’ will be held on November 19th showcasing innovative reuse of data
The ODI continues to engage with the public and data professionals by participating in conferences to showcase and promote OD including: Data Summit, Dublin, 19th Sept.; Public Service Innovation, Dublin, 26th Sept.; Predict, Dublin, Oct. 2nd; ODI will attend the global CoderDojo in Kilkenny, 19-21 Oct.
2018/2019 grant based OD Engagement Fund open for entries until Friday 26th Oct. Any organisation or individual can apply for up to €5000 in grant aid.
A National Data Infrastructure (NDI) champions group representing all departments is in place
Work to establish a Unique Business Identifier is nearing completion.","The Minister for Public Expenditure and Reform provides the funding to support a 'best in class' OD infrastructure.
The Open Data Governance Board is comprised of representatives from business, civil society groups, researchers/academia, librarians/information professionals who provide strategic leadership and governance in line with best international practice.
Public Bodies Working Group provides technical advice to ensure a coherent and consistent approach to the publication of Open Data.","The business community can take commercial advantage of the data developing applications based on the data on the OD portal.
Citizens become more informed and hold public bodies to account. They receive a unified and more efficient service.
Media use OD to ensure transparency and accountability gains and keep citizenry informed.
Research Community play a key role in identifying economic, social and democratic opportunities.
Public Bodies have embedded OD in their knowledge management processes.","The Data Sharing Bill has passed the first stage of the parliamentary process. When implemented the customer service experience will be improved for users of public services and transaction costs will be reduced for public bodies. The Unique Business Id Number will also improve government-to-business service delivery and regulation. Policy analysts will gain access to a greater range of data held across the public service, which will significantly improve public policy decision making and evaluation.
Theme 4 of the ODI implementation plan incorporates supports to develop commercial reuse of the data. Over 50% of the business users who download data from the Portal are Start-ups or SMEs.
Measuring the impact Open Data has on society is becoming more important. Each year the EU Open Data impact indicators look at political, social and economic impact. Between 2016-2020 the market size for Open Data is estimated to increase by 36.9% to a value of 75.7 bn EUR.","The key challenge has been balancing the need to make better use of data by facilitating greater data sharing with the need to respect citizens’ right to privacy and protection of their personal data. Particularly considering the manner in which the GDPR strengthens the public’s control over their personal data and the purposes for which it may be used. Therefore, as well as providing a clear legislative gateway for public bodies to share data, the legislation must also provide a framework for public bodies to share data in a manner that is compatible with the requirements of the GDPR – that bodies must be transparent with the public about exactly what data is to be shared and for what purpose.
The identification and preparation of datasets for release as Open Data has been challenging for several organisations. A targeted training schedule and a Technical Framework, which provides standards for the publication of data, has been put in place to raise capability levels.","The support at Ministerial level coupled with funding for the ODI has been crucial to the implementation and success of the initiative. The subsequent development of the Open Data Strategy 2017-2022 document and publication as government policy provided the platform to advance the initiative with full governmental backing.
The governance structures implemented involving business, academia, the data community and public bodies has provided leadership to the ODI while engendering cooperation and trust across all sectors.
The inter-linkages with the proposed NDI, Digital Strategy and the Data Sharing Bill underpin the ODI and enhance the provisions for better data management from reception to publication.
It has been important to sell the benefits of the legislation and policies to all stakeholders and reassure them that it is being drafted against the background of ensuring citizens’ rights to privacy and data protection are fully respected and enhanced by what is proposed.","Ireland’s Open Data Portal is provided as fully open source code on Github. Other European countries have used the Irish example to develop similar portals. At a recent EU workshop on ‘Advanced Portals’ contacts were established with several countries with a view to sharing experience and development initiatives to mutual advantage.
The National Data Infrastructure currently being developed is defining standard data definitions and unique identifiers for implementation across government services. These standards will be transferred in time to the local government sector to provide further efficiencies and effective service provision. Joining the circle of service provision will be challenging given the range of systems implemented in the local government sector. However parties in this sector are beginning to examine standards in-line with the proposed National Data Infrastructure.","Public consultation is to be encouraged where possible. The ODI conducted a broad public consultation to inform the development of the Open Data Strategy published in July 2017. This consultation helped shape a more inclusive and open by default approach. The ODI continues to gather feedback from the public through several engagement forums.
A Regulatory Impact Analysis (RIA) for the Data Sharing Bill, which was informed by a public consultation, concluded that there is a need to update the legislative regime to provide for a flexible legislative gateway that will simplify the complex legal landscape that currently slows the pace of government’s efforts to modernise and improve the services it provides to people and businesses. The RIA also concluded that there is a need to allow for data sharing to be carried out in a systematic, consistent and transparent way, so that the public can be confident that their personal data is being used for the right purposes and remains securely held.
Supports are required to assist people to embrace new initiatives and build capabilities. To this end the ODI instigated a training program which introduced people to the basics of Open Data and data sharing through to publishing, data visualisations and anonymisation techniques. Linked data courses are provided for more advanced users.
A Technical Framework was also put in place to provide guidance and standards in relation to using licences, metadata, recommended data formats and unique identifiers.","The Government Reform Division under Lucy Fallon-Byrne strives to put in place a progressive, responsive and innovative public service. The approach taken is to educate and empower public servants to position them to meet the challenges of a changing workplace.
Operation of the Open Data Initiative and Portal is managed by a small team in the Open Data Unit in Government Reform. Technical assistance is provided by a contracted supplier, Derilinx Ltd.
Implementation of the Open Data Initiative in Ireland and the establishment of the Government portal Data.gov.ie is leading to more open, transparent and accountable government and has the potential to reap significant economic, social and democratic benefits. Open data can drive new innovation and provide opportunities - including commercial opportunities - for businesses, citizens and public servants.","a:6:{i:0;s:4:""5990"";i:1;s:4:""6103"";i:2;s:4:""5991"";i:3;s:4:""6100"";i:4;s:4:""5992"";i:5;s:4:""6105"";}","a:2:{i:0;s:4:""6104"";i:1;s:4:""6102"";}",https://drive.google.com/open?id=1EP0hk7PWuMfuKGXyliLhkuKc9EZhtyKJ,https://www.dropbox.com/s/makwnvb57r62w9h/Ireland.mp4?dl=0,
6081,"Bogota’s Citizen Complaints Dashboard",https://oecd-opsi.org/innovations/bogotas-citizen-complaints-dashboard/,,"Veeduria Distrital of Bogota",Colombia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:18:""Preventive Control"";}","Bogota’s Citizen Complaints Dashboard ",http://tablerocontrolciudadano.veeduriadistrital.gov.co:3838/BogotaDashboard/,2018,"Bogota’s Citizen Complaints Dashboard (Tablero Control Ciudadano) is a preventive and social control web tool that displays the requirements that the citizens put before the public offices. The Citizen Complaints Dashboard gives access to public officials and citizens to the analysis and monitoring of complaints, claims and compliments entered into the System.
The Citizen Complaints Dashboard highlights alerting data related to issues regarding time of attention to the requirements as well as greatest concerns to citizens, promoting efficiency of the administration.","The District System of Complaints and Solutions from the city of Bogota compiles nearly 300,000 annual data since 2013. Citizens who receive services at the public offices have provided the data in the form of complaints, claims, and compliments. This information, which rests in the servers used by the Citizen Service Offices, is highly misused and in most of the times, it is incomprehensible for any decision making process and for the population itself.
The citizen’s concerns that rest on the District System of Complaints and Solutions are of valuable importance for the improvement of services for several reasons: they work as valid service improvement suggestions, they allow analyzes regarding different phenomena related to the efficiency and effectiveness of the actions of the City Administration, and lastly, they are an important resource for both, executives as well interested citizens in social accountability.
The Veeduria Distrital, which functions as a preventive control agency, verifies that the authorities in charge of handling complaints and claims respond in a timely manner and generate solutions to citizens' requirements. In addition, for the past five years, the Veeduria Distrital has been developing a six-month report on the District System of Complaints and Solutions delineating entities’ behaviors.
The Bogota Citizen Complaints Dashboard is a preventive and social control web tool that displays the requirements that the citizens put before the city offices. It allows the various city offices to improve their customer service, based on an evaluating tool for the information contained in the District System of Complaints and Solutions. In addition, it also allows an analysis of citizen concerns and complaints, presenting them in an informal language, promoting a better understanding between citizen’s requirements, in terms of issue, administrative sector, location and response time.
The Citizen Complaints Dashboard gives access to city officials, citizen advocates, and citizens themselves to the analysis and monitoring of complaints, claims and complements entered into the District System of Complaints and Solutions – “Bogotá te Escucha”. It highlights alerting data related to issues regarding time of attention to the requirements as well as greatest concern to citizens, generating an opportunity to formulate public management solutions.
In addition, the tool’s performance is fundamental within the preventive action framework, because it allows city officials and citizens to have an interactive tool to help them understand the citizens' behaviors and concerns based on monthly monitoring. The tool promotes a visualization of the agile data and facilitates its search by promoting information from graphs, search options by sector, subject and location.
The Citizen Complaints Dashboard mainly benefits the citizens as well as the many offices directors, as it promotes social accountability and within the offices, it promotes the data analysis assisting the decision making process that will have the capacity to monitor, evaluate and formulate preventive actions, projects and public strengthening the Administration's capacities to respond to the needs of citizens, thus improving their quality of life.
Within the City Network of Complaints and Solutions (District Decree 371 of 2010), the Veeduria Distrital identified the need to have a tool for entities and citizens that allows them to know in an effective way and in informal language, the results of the behavior of the citizen requirements. Consequently, the Veeduria Distrital decided to implement the Citizen Complaints Dashboard and began the functional design of the tool in which its scope was defined.
In 2017, the project was submitted to an international competition organized by Bloomberg Associates Organization where the Veeduria Distrital was a proud beneficiary of a technical assistance of data scientists supporting the effective development of the idea. Among other beneficiaries were initiatives by Paris and New York, who had the opportunity to develop projects with the support of Bloomberg Associates.
At the end of 2017, the scope of the project was extended to 15 additional sectors of the District Administration that incorporate 54 city public offices.
The project was carried out through 13 Skype meetings with the participation of the District Oversight team (7 public servants) and the Bloomberg team in New York - USA and Buenos Aires - Argentina.
In addition, weekly training sessions were held between data scientists and Veeduria Distrital's staff in order to analyze the programming language used by the Citizen Complaints Dashboard as well as the adjustment related to the design, structure and presentation of the data, among others.
The Citizen Complaints Dashboard construction was completed during the first quarter of 2018 and put into service in April. During the months of May and June of 2018, a total of 15 training sessions were held with each of the 15 secretaries and their management teams. In addition, within the framework of the administrative committees, sessions were developed in which the participation of the executives of the offices affiliated and linked to these administrative sectors was counted.","a:13:{i:0;s:3:""181"";i:1;s:3:""194"";i:2;s:3:""611"";i:3;s:3:""876"";i:4;s:3:""210"";i:5;s:3:""221"";i:6;s:3:""302"";i:7;s:3:""612"";i:8;s:3:""317"";i:9;s:3:""617"";i:10;s:3:""618"";i:11;s:3:""354"";i:12;s:3:""621"";}","Bogota has a District System of Complaints and Solutions System, which is an application that allows the managing and transferring of citizen’s requests addressed to the different city offices according to their nature. Despite having this information system, up-to-date there was no tool that allowed the geo-referencing of these requests, in order to arrange them by localities and citizen’s complaints allowing the execution of programs and policies that address this kind of weaknesses.
The Citizen Complaints Dashboard provides the City Administration with an information management tool of around 300,000 annual data through a friendly graphic interface,which presents citizen’s most frequent complaints,complains and solutions in the District System of Complaints and Solutions. Thus, public officials have the possibility of monitoring the behavior of citizens' concerns, and vice versa, citizens receive some indicators of the city offices’ attention response time.
Citizen Complaints Dashboard is developed in coding ""R language"", it has an object-oriented programming and it operates an integrated interface with R styles.","a:1:{i:0;s:14:""implementation"";}","The Citizen Complaints Dashboard has been implemented since April of 2018. The Citizen Complaints Dashboard construction was completed during the first quarter of 2018 and put into service in April. During the months of May and June of 2018, fifteen training sessions were held with each of the fifteen secretaries and their management teams. In addition, within the framework of the administrative committees, sessions were developed in which the participation of the executives of the entities affiliated and linked to these administrative sectors was counted.
The Veeduría Distrital has been advertising this tool and it has provided a space on the entity’s website where an entry button can be found leading to the Bogota Citizen Complaints Dashboard that can be accessed by entities and citizens. In addition, information has been published in the Veeduria’s social networks and similarly, it has been disseminated in meetings with other city’s public offices.","In 2017, the project was submitted to an international competition organized by Bloomberg Associates Organization where the Veeduria Distrital was a proud beneficiary of a technical assistance of data scientists supporting the effective development of the idea.
At the end of 2017, the scope of the project was extended to 15 additional sectors of the City Administration that incorporate 15 Sectoral Secretariats, 21 Affiliated Entities, 14 Related Entities and 4 sub-networks of integrated health services.","The Citizen Complaints Dashboard benefits the citizens as it promotes social accountability, also the city offices as it promotes the data analysis, assisting the decision making process that will have the capacity to monitor,evaluate and formulate preventive actions, projects and public policies strengthening the Administration's capacities to respond to the needs of citizens, thus improving their quality of life. (56 city offices, as well as citizens who are involve in the social accountability processes in Bogota).","From May 2018, the Citizen Complaints Dashboard has had 47,234 visitors. This tool promotes a data analytical environment and it fosters the technical capacities within the city public offices to implement preventive actions, generating a culture where preventive actions and social accountability are a key to ensure efficiency in public management.
The Citizen Complaints Dashboard allowed the identification of issues within the “Bogotá te escucha” District System of Complaints and Solutions system and it has given tools and instruments to improve the categorization and management of the information that rest in this platform.
From a citizen perspective, in Bogota are more than 850 citizen oversight initiatives, therefore the Citizen Complaints Dashboard has provided the citizens with information regarding topics of interest from all the 15 administrative sectors of the city.
Finally, through the implementation public officials have a better understanding about citizen service as they are appropriating an open data tool that contributes to the improvement the city as a whole.","One of the main obstacles faced with the implementation of the Citizen Complaints Dashboard, is related to the quality of the information that is collected in the District System of Complaints and Solutions, so this exercise allowed to diagnose the need to improve collection methods of data and thus have more consistent information.
Some of the risks that may arise in this project are those of a technological nature among which are the interruption, alteration or failure in the functioning and operation of storage systems or the District System of Complaints and Solutions system as a source of information of the Citizen Complaints Dashboard.","There are two main conditions for success; the first one is a high level of engagement of the public offices by using the Citizen Complaints Dashboard and providing training for public officers for the appropriation of this management tool. The second one is the automatization of the platform so users can access in real time to all information.","The Bogota Citizen Complaints Dashboard is replicable in any public office, ranging from the local to the national level and in any country as it works as a decision making tool, providing the information about what citizens are most concerned within the public administrations or the way services are provided. Having a tool like the Citizen Complaints Dashboard makes any city administration more efficient as it puts needs, compliments and requirements of the citizens in the core of the way public policies, programs or plan are being design and implemented.
That way, the agenda of public offices and officials is citizen centered; therefore, trust between public administrations and citizens is strengthen.","The lessons learned from the Citizen Complaints Dashboard project are to continue with the advancement and improvement of the quality of the information reported in the ‘Bogotá Té Escucha’ - District System of Complaints and Solutions system and verify the importance of having updated and refined databases to guarantee the effectiveness of the tool. The Citizen Complaints Dashboard is the best example of how an open data technology tool contributes directly to consolidate an open government.",,"a:3:{i:0;s:4:""6091"";i:1;s:4:""6092"";i:2;s:4:""6093"";}",,https://www.youtube.com/watch?v=PfiEwhkKzwE,"https://www.techatbloomberg.com/blog/cities-show-promise-data-good-theme-data-good-exchange-2018-held-sunday-september-16-2018-bloombergs-global-headquarters-new-york-city/ Minute 20'",https://www.youtube.com/watch?v=_0MGKMZgjpU
6098,"Citizen control strategy through the Economic Transparency Portal of the Ministry of Finance y Public Credit of Colombia",https://oecd-opsi.org/innovations/citizen-control-strategy-through-the-economic-transparency-portal-of-the-ministry-of-finance-y-public-credit-of-colombia/,,"Ministry of Finance",Colombia,central,"a:3:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:7:""science"";}","Citizen control strategy through the Economic Transparency Portal of the Ministry of Finance y Public Credit of Colombia",http://www.pte.gov.co,2018,"The Government of Colombia has developed the Economic Transparency Portal, www.pte.gov.co, a web-based initiative to make visible to the citizens the national and regional public budgets and all public contracting. A strategy was designed with the objective of inviting citizens to carry out social control and oversight of public resources based on the data published on the Portal. Hackathons, rallies and other contests have been held in 2018 in order to achieve feedback and public participation.","This innovation is about a citizen control strategy through the Economic Transparency Portal of the Ministry of Finance and Public Credit.
In the OECD Study of Integrity in Colombia (27 Oct 2017), it is established that after a long war period of more than 50 years has ended in Colombia, it is necessary to change the mentality of citizens and institutional strengthening to focus efforts in overcoming an old enemy that was present in all the years of conflict: corruption. Although the study establishes that the country has gradually strengthened institutionally in the last decade with the adoption of several management standards, it still takes a lot of work at the local and national level in which citizens will definitely have to play a key role.
Therefore, the study establishes that citizen participation initiatives should be promoted in a way that help national and local governments in the efficient administration of public resources and budgets. In the next paragraphs, some of those initiatives that have been carried out since the beginning of 2018 will be described. Those initiatives seek to fulfill the objective of empowering the civilian population in the oversight of public money and in the generation of proposals for the solution of sensitive social problems.
The Government of Colombia, specifically the Ministry of Finance and Public Credit, has developed the Portal of Economic Transparency, www.pte.gov.co, a web-based initiative to make visible to the citizens the fiscal figures, the national and regional public budgets, the public contracting all in the form of lists, maps, infographics and indicators.
A strategy was then designed with the objective of inviting Colombian citizens to carry out social control of public resources based on the data published on the Portal. The strategy includes several actions of which two have already been carried out in the first semester of this year 2018: a rally-like race of visits to public works and infrastructure projects throughout the country, inviting citizens to upload photos and videos to social networks like Facebook and Twitter, thus giving an account of the progress of said works; also a hackathon for the development of collaborative computer applications in order to solve some problems presented in the state student feeding program - PAE, initiative of the Ministry of Education.
The response of the citizens was about 70 teams of Colombians from all over the country for the rally and about 10 student teams of programmers who developed applications or computer models in the hackathon. The winning teams were connected with the responsible state entities in order to achieve feedback on the respective processes.
The objective of these efforts is to advance the principles of open government in Colombian society as a way to fight against corruption and encourage the public to collaborate in the control of public resources.
It is proposed within the National Open State Committee, of which the Ministry of Finance and Public Credit is a member, that a strategy related to Transparency, Open government and the culture of accountability and public participation will be included in the National Development Plan 2019-2022, which is established every four years as the roadmap of the Presidency of the Republic. It is expected to continue strengthening tools such as the Portal of Economic Transparency with a greater number of reports, the improvement of the language of dissemination to the citizen and the programming of similar events to invite citizens to oversight public money using the Portal data, at least twice a year. The above with a view to strengthening the participation of the Colombian citizens in the management of public resources and, on the other hand, continue to advance in the rankings of transparency and Open Government.","a:8:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""210"";i:3;s:3:""611"";i:4;s:3:""302"";i:5;s:3:""316"";i:6;s:3:""621"";i:7;s:3:""338"";}","This project is innovative because:
1) It engage citizens through prizes in order to invite them to raise their interest about public money and the efficiency on the contracting processes.
2) It encourages the three main principles of open government in just one project: transparency, accountability and effective public participation, as well as simplicity and collaboration through open data.
3) It uses social media and mobile phones as a way of easy access for citizens to participate.","a:2:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";}","As of this date of submission in 2018, this project is completing its first part. We are now at the stage of designing the next step which is the engagement of citizens in not only the execution of budgets but also the programming of budgets.
Also the national government is now planning in issuing a decree that institutionalizes rallies and hackatons end events alike with defined features and with a periodicity of at least twice a year in order to attract public interest in budget spending.","The organization of the event was in charge of the Ministry of Finance and Public Credit, the Secretary of Transparency of the Presidency of the Republic, the Ministry of Information Technology and Communications and the Crystal Urn, the agency in charge of the synergy in communications among the government bodies.
Also the project has the support of international organisms like Open Contracting Partnership - OCP, Global Initiative for Fiscal Transparency - GIFT and Open Knowledge Foundation.","Of course, in a project of this nature, the citizens are very important because one of the main goals is the citizen engagement in budget processes, contracting processes and procurement. Also, the main beneficiaries are the entire colombian society because of the better and more efficient use o public money.","The race had an important reception considering that it is its first version: 70 teams of citizens across the country visited 53 infrastructure projects. More than 345 photos and videos were shared on Facebook and Twitter social networks among other resources. Government press reports were published to publicize the results of citizen follow-up. The national government is now interested in issuing a decree that institutionalizes the race with defined features and with a periodicity of twice a year.
The Ministry of Education, responsible for the PAE program was contacted to organize working groups in order to study not only the winning proposal but all 10 submitted in the contest in order to analyze the relevance of each one and adapt the solutions to help in the solution of the program problems. This adoption is in process.","As said, the project has the challenge to engage citizens in the design process of public budgets. We have a lot of ideas to put in practice in the next half a year.","Support from senior management and high direction level with this project was essential. As well the legal framework with the laws of transparency, the right access to information and open contracting was very important.
The power of robust information systems in budget processes, contracting and procurement is also very important for the project.","We are very open to share these experiences with other local or national governments. We tend to think that the process is easy to achieve if a government has the will to put these ideas in practice and the appropriate legal framework in terms of budget information systems, public contracting and procurement systems and transparency systems.","We now know that people are really very interested in what governments do with tax money. And the challenge is to achieve the engagement through innovative and easy ways. We have to explore the interest in designing the public budgets.",,"a:3:{i:0;s:4:""6107"";i:1;s:4:""6110"";i:2;s:4:""6111"";}","a:2:{i:0;s:4:""6112"";i:1;s:4:""6113"";}",,,
6496,"Di@vgeia - The Transparency Portal - Publication of Government Acts and Decisions",https://oecd-opsi.org/innovations/divgeia-the-transparency-portal-publication-of-government-acts-and-decisions/,,"Hellenic Ministry of Administrative Reform",Greece,central,"a:1:{i:0;s:12:""public_admin"";}","Di@vgeia - The Transparency Portal - Publication of Government Acts and Decisions",https://diavgeia.gov.gr/en,2010,"Institutions in the Greek government upload their acts and decisions on the Transparency Portal. Each document is digitally signed and assigned a unique number ensuring that acts and decisions are not valid unless published online. An open data tool enables the re-use of published information. The direct accountability brought by means of the Portal upon the administration, provides fewer opportunities for corruption since citizens and interested parties can monitor the publications and report potential maladministration issues.","The Di@vgeia programme was launched in 2010 with the aim to compel all government institutions to publish their acts and decisions on the internet in order to make them fully available to the public.
The main objectives of the Programme concern:
- Safeguarding transparency of government actions
- Eliminating corruption by exposing it
- Observing legality and good administration
- Reinforcing citizens’ constitutional rights, such as the participation in the Information Society
- Enhancing and modernizing existing publication systems of administrative acts and decisions
- Making all administrative acts available, easy to access, navigate and comprehend, regardless of the citizen’s knowledge of the internal processes of the administration.
The transparency programme introduced unprecedented levels of transparency within the Greek public administration and established a new “social contract” between the citizen and the state. This initiative has led to a tacit but profound impact on the way officials handle their executive power. Due to the Transparency programme, the administration is directly accountable for any form of corruption which is diminishing since it is exposed more openly by citizens and any interested party. Such collective in depth scrutiny can be extremely effective, since it allows citizens to be directly involved or concerned with an issue, rather than leaving public scrutiny to the media, whose choice of issues necessarily may be restricted and oriented towards sensational topics.
Public authorities adopted the Programme in three phases: Ministries in October 2010, Extended Public Sector and Independent Authorities in November 2010, Regional and Local Authorities in March 2011. In those 10 years, 31 millions acts and decisions have been published from 4.613 public authorities. The current rate of uploads is 16.000 decisions per working day (https://diavgeia.gov.gr/stats).
The system includes the following innovation characteristics:
Access to Information
Government acts and decisions are valid and come into force only if they are published on the Transparency Portal. The uploaded document prevails over all other versions of the act (prototypes in paper). Uploaded acts can be used by citizens and the other public authorities without validation, by solely referring to their unique number.
The Transparency Portal functionality
Accessibility and user inclusion [e.g. for people with disabilities].
Efficient access to government information and documents through a powerful portal search-mechanism.
Online communication channels enable greater user interaction and engagement e.g. possibility of commenting on decisions and acts. Citizens put forward the publication of a particular decision or act and define the reason why it is considered problematic. This information is forwarded to the competent public authority whose responsibility is to ensure that the reported issue will be addressed and the publication be corrected. This communication channel is further supported by a ticketing information system to ensure an effective information workflow for the processing of any reported issue. In case the submitted comment is related to a potential issue of corruption or maladministration, the message is also forwarded to the Controllers of the Inspectors-Controllers Body for Public Administration so they can investigate the issue and take relevant action. The ticketing system ensures that the citizen or the organization who reported the issue will receive feedback on the processing of the reported information.
Project Management
Beyond the leadership and political will from the top, transparency and collaborative governance policies required culture changes that propagate bottom up. In this respect, the function of a dynamic nationwide human network of Project Task Forces that share strong authority to coordinate and educate their associates, as well as to communicate the merits of the programme, contributes to the rapid spread of the new values of transparency, responsibility, accountability, participation and collaboration. The Ministry of Administrative Reform supports the network of the Project Task Forces with focus on providing strong cooperation between the task forces, solving common problems, sharing best practices and collecting feedback. An online Help Desk is the main channel for the submission of suggestions and requests for assistance. Furthermore, popular social media such as Twitter and Facebook is used to achieve the widest possible publicity and as an additional means to circulate and re-publicize the day to day material that is posted on the official Transparency websites.
Technological Infrastructure and Applications
The technological implementation model is based on an agile strategy of “open content” and “open architecture” and allows the dissemination and re-use of Public Sector Information (PSI), providing the necessary tools for open and thorough access to it OpenDataAPI. Various applications have been built, mainly by private companies, NGOs and academic institutions, upon the Transparency open data access tools.
Monitoring and Control
The transparency portal is a powerful tool for reporting and is used by Greek controlling bodies to observe legality and good administration in the public sector, investigate complaints, detect and track down corruption and maladministration phenomena. For example, the Controllers working for the Inspectors-Controllers Body for Public Administration (ICPA) have access to reports from the transparency portal to monitor legality and good administration in public legal entities. In addition, complaints that are received through the online communication tool of the programme are forwarded to the Controllers of the ICPA. A ticketing system is used to ensure the effective information flow of the complaints and any other feedback received by the Citizens.","a:3:{i:0;s:3:""143"";i:1;s:3:""302"";i:2;s:3:""621"";}","Openness dimension
Readily available government information can be accessed by every citizen or institution. Government transparency is enhanced by permitting the real time monitoring of all administrative decisions.
Collaboration dimension
Citizens and institutions monitor the publications of government decisions and can report potential maladministration issues. Controlling Bodies observe cases of illegality and maladministration in the public sector.
Management dimension
A network of action and results oriented Project Task Forces, one team within each public entity, execute the project and cooperate on solving common problems and sharing best practices.
Technology dimension
The implementation model is based on an agile strategy of “open data”, “open content” and “open architecture” that allows for the dissemination and re-use of Public Sector Information (PSI). Various applications have been built upon the Transparency open data access tools thus adding value to the programme.",,,"The initial development in 2010 followed an innovative agile approach and was based upon the available human power and technical infrastructure of the Greek Public Sector. A total of 12 staff members worked for five months on the design, implementation, support and additional development of the system. In 2014, a new version of the portal has been implemented in cooperation with the private sector. Civil society observe legality and good administration and submit complaints and denouncements.","The beneficiaries of the Programme are all Greek citizens and business who need to exercise their constitutional right to be informed, as well as all public servants who need to use public acts and decisions on a daily basis as part of their work. A dynamic human network of project task forces has been activated nationwide during the implementation phase and are responsible for the efficient execution of the Programme.","Di@vgeia is regarded as the most extensively and widely used public value initiative. During the first ten years, 31 million acts and decisions have been uploaded by 4.729 public authorities. A total of 90.000 public servants have been involved as active users with an average of 16.500 uploads per working day. This has resulted to a rapid spread of the new values of transparency, responsibility, accountability, participation and collaboration.
Savings generated from the reduction of printed documents is a direct positive impact. By publishing the documents in an electronic format, public institutions directly reduce printing costs. The yearly savings for central government would amount to around € 5,000,000 (calculation method: measuring the savings in one Ministry and multiply for all Minitries). In addition, private companies re-use PSI and implement commercial solutions thus monetized benefits stem from the technology and openness dimensions leading to the opening-up of data.","'- The main challenge was change management which addressed the resistance to change in the public sector. The project team, therefore, introduced an effective training and internal communication programme and focused on building a culture of trust and openness within the public sector.
- The agile development approach resulted in functionality problems and few technical issues during the first period of operation. These problems where effectively addressed with the use of an effective feedback mechanism supported by an online ticketing system for the project to run smoothly.
- No dissemination or communication campaign was introduced for the new initiative. It took time for the civil society to learn about the transparency portal and trust the new initiative. Word of mouth was the main means for communication of the portal.","'- Coupling the implementation with a culture for change management in the public sector
- Giving no alternative route, all public sector institutions were forced to enter the Programme
- Finding the right balance for communication - avoiding too much, not enough or too late dissemination of information
- Involvement and listening to public servants and citizens was a key factor in the success of the project
- Clear vision and strategy from the senior hierarchy of the Greek Government
- Building on the talents and dedication of the public servants and providing autonomy to the project team","The initiative has been evaluated, adapted and replicated in the Greek Parliament in 2014 (https://diafaneia.hellenicparliament.gr/).
This programme can potentially be replicated to any governmental or non-governmental organisation aiming to enhance corporate and government transparency by permitting the monitoring of all administrative decisions. It is applicable to all types of organizations (Multinationals, Governments and NGO’s). It is suitable for large organizations that need internal or external transparency, which permits target communities of users to review all decisions. The platform operates as a transparent ‘middleware’ between an organization’s information systems and the external or internal stakeholders. All decisions are assigned to an organization wide unique transaction code.
For financial decisions, the transparency platform can monitor the life cycle of any expenditure, inter-operate with existing electronic procurement systems, ERP’s etc.","The most important strength of the Transparency programme is the combination of closely interrelated legal conditions, operational processes and technological strategies. It is considered that these factors should be carefully combined for the effective formulation and implementation of innovative public policies.
As far as the legal choices are concerned, Law 3861/2010 introduces for the first time in Greece the requirement to post all the actions of government and administrative bodies on the Internet, with special attention to acts concerning national defense and sensitive personal data. What makes the obligation innovative is that the acts and decisions of the entities may not be executed unless they are uploaded on the Programme web sites. Once the uploading has taken place, the act acquires a unique Internet Uploading Number (IUN) certifying that the act has been uploaded. Thus, unless the act is also published in the National Printing Office website, the acquisition of the unique Internet Uploading Number is a legal precondition that directly affects the executability of every decision.
The Transparency programme opens the Public Sector Information, sharing, as a result, the decision making power with citizens and leading to a new government model moving government from the hierarchical model to a network model. Open and free access to Public Sector Information constitutes a vital component to ensure citizens’ participation to social, economic and political life as well as the Information Society. The programme guarantees wide publicity and access to information, progressively contributing to a culture change in the whole of the Greek Public Administration. The implementation of the Di@vgeia (Clarity) programme will substantially contribute to the creation of a new model in the citizen's relationship with the State. From now on, the citizen has increased possibilities to enjoy his constitutional rights, such as the right to be informed and to participate in the Society of Information. At the same time, the compulsory uploading of the decisions and acts on the Internet leads to the reinforcement of responsibility and accountability on the part of the bodies exercising public authority
The above mentioned innovative legal choice of radical transparency is implemented and supported by equally innovative operational processes. Beyond the leadership and political will from the top, transparency and collaborative governance policies require culture changes that propagate from the bottom up. In this respect, the function of a dynamic nationwide human network of Project Task Forces that share strong authority to coordinate and educate their associates, as well as to communicate the merits of the programme, contributes to the rapid spread of the new values of transparency, accountability, participation and collaboration.
Last but not least is the technological implementation model that is based on an agile strategy of “open content” and “open architecture”. In this way, the interested citizens and enterprises will be able to “build” applications with added value using the programme’s content while at the same time the project will constantly evolve from a technological point of view in order to offer advanced possibilities to the citizens with the focus being on easy search for uploaded decisions and the customization of information (e.g. a given group of professionals searching for specific decisions).","Public Sector Information (PSI) re-use and access tools
Publishing acts of public entities on line is an important step which has been integrated into an “open service”, allowing re-use and further processing of public sector data, as well as the query of specific legal acts, by using a wide range of search criteria.
An open data API offers the opportunity to find decisions and administrative acts published under the Transparency portal, by using open data standards. All data acquired from the system are available under a Creative Commons License. This type of licensing means that anyone can use, reproduce or modify these data without any restrictions, except for the obligation to state their source and to explicitly state as different any secondary data, derived from the original data.","a:2:{i:0;s:4:""6510"";i:1;s:4:""6511"";}","a:1:{i:0;s:4:""6512"";}",,,
6688,"Consul Project",https://oecd-opsi.org/innovations/consul-project/,,"Madrid City Council",Spain,local,"a:1:{i:0;s:12:""public_admin"";}","Consul Project",http://consulproject.org,2015,"CONSUL is an online platform for public participation in decision-making, launched initially by the Madrid city council and subsequently adopted by several governments all over the world. The platform benefits from its open source code, making it free for any government, or CSO, to make use of it and propose improvements. CONSUL is designed for citizens to voice their concerns and participate through the development of proposals, votes for new laws, debates, crowd laws, participatory budgets and consultations.","In 2011, the 15-M Spanish indignados movement brought thousands of citizens out to the streets demanding a better democracy. The cries for “we want a real democracy” followed several pervasive issues in the country – notably, the financial crisis, housing crisis, high unemployment rates, lack of job prospects for young people, corruption, and a sense of lack of political legitimacy of democratic institutions. This movement sought to improve democratic processes and institutions, especially by increasing transparency, accountability and participation. As a result, the city of Madrid was set to find a new way to engage with citizens and promote an active participation in matters of public life.
Following the decline of trust in public institutions propelled by a series of corruption scandals in Spain, the Madrid City Council developed the CONSUL software and launched it in Madrid under the name Decide Madrid in 2015. Decide Madrid is the official open governance platform serving as a one-stop shop for all official open governance processes in the municipality, including issues of transparency, open data and participation. The platform has many distinct areas for participation – namely, through its features providing spaces for debates, citizen proposals and participatory budgeting. As argued by Sam De Jhon from the Gov Lab UK: “The goal is to empower citizens, promote transparency and foster open government practices”.
The platform follows a very user-friendly approach, notably through its citizen proposals module by submitting, supporting and voting initiatives. Decide Madrid allows citizens to propose new local laws through a simple questionnaire. Subsequently, other local residents (aged 16+) are able to support their favourite proposals and prioritize the most interesting and relevant proposals. Proposals that receive support from at least 1% of the population are sent to the final voting phase. Finally, registered users can contribute to the debate on the select initiatives, vote for or against motions and provide additional comments.
Even though proposals receive a majority support in the voting phase, these initiatives still have to go through a process of revision by the Madrid City Council. A 30-day study of any such proposal is made, with a thorough evaluation of the legal, competence and economic feasibility of the initiative to determine if it will be approved. If the report rules in favour of the proposal, an action plan is written and published. In case of a negative review, the Council is responsible for drafting an alternative proposal to address the issue, or publish the reasons preventing its full implementation.
Other channels of participation in the platform include:
- Consultations: The government may submit important issues to consultations, as it has been the case in Madrid for the redevelopment of the main square of the city, building a pedestrian friendly space on the main road or the redevelopment of 10 different squares of the city.
- Crowd-law: All the main regulations are published in the platform. Citizens can select sentences or paragraphs and make comments, as well as to support other comments.
- Participatory budgeting: Each year citizens of Madrid decide how to spend 100 million euros of the municipal budget. Citizens propose, select and vote the most interesting projects.
- Debates: There is an open space for citizen debates, where citizens create and prioritize the most interesting issues, defining their own city agenda. This is used as a space for citizen engagement and community building, as well as for citizen interviews with politicians.","a:4:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""302"";i:3;s:3:""616"";}","CONSUL marked a turning point for the city of Madrid serving as the first channel for citizens to directly take part of debates, submit proposals and decide how to better administer the city’s budget. A particular innovative feature of the platform’s model is that public participation occurs before and during the design and development of the initiatives.
The initiative has taken advantage of the latest cutting-edge technologies available to modernize the municipality and engage citizens through an e-participation tool. The project has also received the United Nations Public Service Award 2018, and is being used in different UNDP projects.",,,"CONSUL is the result of a collaborative effort led by the Madrid City Council. CONSUL’s open source software has seen contributions from more than 90 governments and civil society organizations from all over the world aiming to improve the code. The open collaboration has created a network of governments and organizations around the world that work and learn together. The network not only takes advantage of online skype meetings to share best practices, but also on-site learning visits.","In Madrid, for example, all citizens (aged +16) are able to register and participate through Decide Madrid.
• Decide Madrid has promoted greater inclusion of underrepresented segments of the population, including women and youth.
• Civil society, in particular local neighbourhood organizations
• Government officials were involved in its design and are important users of the platform to better understand citizens’ needs.
• The media has played an important role in disseminating information.","• The platform has achieved a high level of participation in Madrid, with more than 400,000 people registered.
• Regarding the proposals feature: as of November 2017, almost 20,000 proposals were submitted since the launch of the platform in 2015. The Decide Madrid platform was very successful in leveraging the participation of citizens in a project to remodel the city’s Plaza de España, where 26,961 citizens voted and commented on the proposals.
• Regarding the participatory budgeting feature: From 2016 to 2018 the amount allocated to these projects rose from €60 million to €100 million and the total number of participants rose by 100% from 45,531 to 91,032 people. This initiative was able to reach several segments of the population, as 49.12% were women and most participants were those between the ages of 35 – 39.
• Due to its high success, the platform has been exported to over 100 governments.
• CONSUL received the United Nations Public Service Award in 2018.","One important challenge in Madrid has been the resistance to the online platform by several traditional neighbourhood associations, which were used to face-to-face interactions and mediation processes. To address this issue, the Decide Madrid team set up several face-to-face deliberative spaces (i.e. local forums, physical voting booths) which aim to be more inclusive and cater to the different needs of stakeholders involved. The aim with any e-participation tool should be to promote collective deliberation and foster bottom-up exchange of proposals to guarantee a diversity of participants.","Set clear objectives, develop a plan, and adopt processes to citizen’s needs: A stakeholder-analysis is relevant to identify different needs from audiences. Involving the user as part of the design and operating with full transparency ensures the initiative’s continuity. Furthermore, engaging with traditionally underrepresented groups such as women and youth are key to encourage participation at all levels.
Ensure buy-in and support (i.e. including leadership): The success of Decide Madrid was backed by a strong political vision. Other conditions include working closely with lawmakers to align with regulation, ensure necessary human and financial resources are in place as well as communication resources to promote the platform.
Choose the right tools: The right software and user-friendly features of the platform help improve the user’s experience, understanding of the issue and consequently creates spaces for them to engage.","As part of its commitment to OGP, the Madrid team has shared its platform with other governments worldwide. Today more than 100 authorities are making use of this platform, in places such as Buenos Aires, Paris, Torino, Jalisco, La Paz, Nariño, Porto Alegre, Valencia and Oviedo. Its recent adoption in April 2018 by Uruguay at a national level displayed the high potential to scale up efforts, followed by Colombia.","• E-participation platforms using the open source software CONSUL stand to benefit greatly from collaboration between intermediaries – including civil society, the media and government officials on a continuous basis.
• A key to the success of any e-participation platform is to involve the end users and all relevant stakeholder in its design to ensure buy-in. It is also important to consider the needs of the different stakeholder groups to maximize the initiative’s impact, for example including those of underrepresented groups and users who would prefer face-to-face mediation opportunities.
• Successful e-participation platforms have viral potential and can quickly spread to other sectors and applications, or be replicated in other countries.",,"a:1:{i:0;s:4:""6687"";}",,https://www.youtube.com/watch?v=zThn8778sW4,,
6739,"We the Citizens",https://oecd-opsi.org/innovations/we-the-citizens-first-citizens-assembly-in-ireland-2011/,,"Dublin City University",Ireland,central,"a:1:{i:0;s:9:""education"";}","We the Citizens",http://www.wethecitizens.ie/,2011,"We the Citizens is a democratic participatory project to ignite citizen involvement in democracy in Ireland. A pilot project found striking shifts in how participants feel about their ability to influence politics. The project tested whether a more participatory form of democracy could work in Ireland at a time when people felt adrift and disconnected from power. In the project, a representative group of citizens were randomly chosen to attend a Citizens’ Assembly in June 2011.","We the Citizens is a democratic participatory project to ignite citizen involvement in democracy in Ireland. The project tested whether a more participatory form of democracy could work in Ireland at a time when people felt adrift and disconnected from power. In the project, a representative group of citizens were randomly chosen to attend a Citizens’ Assembly in June 2011.
After the assembly, participants showed a greater interest in politics, expressed more willingness to discuss and become involved in politics, and felt more positive about the ability of ordinary people to influence politics. The findings persuaded leading politicians to introduce the methodology in a state sponsored Convention and it became a template for the Irish Constitutional Convention and later for the Citizen Assembly. Many of the team were also part of the Academic And Legal Support Group of the Convention and two were also involved with the Assembly.",,"This was the first deliberative experiment in Ireland. It examined the possibility that randomly selected citizens could engage with complex policy trade-offs and come to sensible decisions. ‘We the Citizens’ is an independent initiative aimed at demonstrating how Ireland can benefit from its citizens engaging in new forms of public decision making. The objective is to test whether new forms of public decision making such as the national citizens’ assembly model could work in Ireland.
The national citizens’ assembly met on Saturday June 25th and Sunday June 26th 2011 in the Royal Hospital Kilmainham. It was made up of a cross-section of Irish society and those who attended were selected randomly and independently by IPSOS MRBI – a polling company.",,,"We the Citizens was run by a number of political scientists: Professor David Farrell of UCD; Dr Jane Suiter of DCU; Dr Eoin O’Malley of DCU; and Dr Elaine Byrne. It was funded by Atlantic Philanthropies. The board was chaired by Fiach Mac Conghail, Director of the Abbey Theatre and Independent Senator . The Executive Director was Caroline Erskine . Soem 100 citizens were randomly recruited to the mini public.","Citizens were randomly recruited through a polling company
Civil society and academia were involved as expert presenters on the topics at issue","The final reprot was presented to to all political party leaderships.
At the following 2011 election almost all parties had promises of some form of citizen assembly in their manifestos.
The subsequent Programme for Government negotiated between Fine Gael and Labour made provision for a Constitutional Convention based on the model.
This Convention recommended both marriage equality and a referendum on the issue among many other provisos. This was subsequently passed by the people. A Citizen Assembly followed and there have been renewed political discussions on a further assembly.","The most significant challenge was securing the very generous funding from Atlantic Philanthropies which allowed this experiment to happen.
This addressed the other major challenges in introducing deliberative democracy to Ireland: the skepticism at governmental level that randomly selected citizens could in fact be trusted to make complex decisions.","1. Set clear objectives, develop a plan
– Make sure to work with a reputable polling company to ensure that the citizens are in fact both randomly selected and representative. Work hard to ensure that the selected citizens are keen to participate and make regular contact to minimise drop off.
2. Ensure buy-in and support
- We the Citizens was back by Atlantic Philanthropies who provided financial support not only for recruitment but for hosting 100 citizens at a hotel over a weekend. Consider paying a small honory amount and childcare support
3. Engage
invest in a good website; in a videographer who can capture the citizens' perspective and ensure taht all briefing materials are easy to understand and balanced.","The format was replicated by the Irish government at the Constitutional Convention and the Citizen Assembly. Other areas and districts are considering similar innovations.","Be very careful with recruitment to make sure it is above reproach.
Pay attention to the citizens and make them valued and welcome.
Pay attention to having independent experts.
Bring in civil society and legal expertise as inputs and not participants.
Engage with the media and let them see the process; be as transparent as possible.
Engage with politicians; this is a bonus for representative democracy not a replacement.",,"a:1:{i:0;s:4:""6743"";}","a:1:{i:0;s:4:""6742"";}",https://youtu.be/m3JmtZIu_0Q,https://youtu.be/kQwXqmnijcA,
6767,"Ensuring Impartiality through Identity-Neutrality Provisions: the Case of Freedom of Information in Brazil",https://oecd-opsi.org/innovations/ensuring-impartiality-through-identity-neutrality-provisions-the-case-of-freedom-of-information-in-brazil/,,"Getulio Vargas Foundation (FGV), Rio de Janeiro",Brazil,central,"a:1:{i:0;s:9:""education"";}","Ensuring Impartiality through Identity-Neutrality Provisions: the Case of Freedom of Information in Brazil",https://esic.cgu.gov.br/sistema/site/index.aspx,2018,"The Internet has facilitated online services for citizens, but it has also facilitated Internet searches of service-seeking citizens by public officials, triggering conscious or unconscious bias. Via freedom of information (FOI) requests, academics provided evidence of this phenomenon at work. Brazil's Comptroller General (CGU) responded by implementing a check-box in its online FOI requesting system so that requesters could choose to remain anonymous. This innovation is a first for FOI regimes.","In Brazil, as in many other countries, citizens must provide real names and identification numbers (ID requirements) when using public services, whether offline or online. In the case of freedom of information (FOI) laws, among other policies, ID requirements may deter citizens from requesting information, for fear of official reprisals. Indeed, intimidation, aggression, and even violence against FOI requesters are commonplace around the world, particularly in emerging democracies (see India’s Wikipedia page on RTI Assaults). ID requirements also facilitate 'identity-questing' (on the Internet) of service-seeking citizens by officials, resulting in preferential treatment - an affront to governmental norms of impartiality.
Researchers at the FGV-EBAPE (a university/think-tank) found strong evidence of identity-questing and preferential treatment after conducting a field experiment in which identical, FOI requests (with no identifiers in the request) sent to nearly 700 of the country's largest cities – asking for information pertinent to another study on FOI – resulted in high levels of preferential treatment for one among two set of identities (male/female & institutional/non-institutional affiliations). The study showed highly significant levels of preferential treatment in favor of institutionally-affiliated requesters, with these requesters boasting nearly 50% higher odds of receiving compliant responses than non-institutional requesters.
Based on these results and complaints of preferential treatment owing to ID requirements, in 2015 civil society representatives involved in developing Open Government Partnership plans with Brazil's Federal government formally requested protections to ensure identity-neutrality of FOI requesters. Brazil's Federal Comptroller General (CGU) responded by commissioning a report on ID requirements in FOI regimes and their impact around the world and in Brazil. After sharing this 2016 report with the Auditor General and the National Ombudsman's Office, among other agencies, the CGU was able to secure support for a check-box option for citizens to request anonymity. If citizens check the box, details of their identity remain with the CGU, and the request travels to the target agency with no personal identifiers. The innovation is the first of its kind in the world, and is expected to increase the use and efficacy of the federal FOI law.
The effort to secure identity-neutrality was no easy task. Brazil’s constitution includes a provision requiring that citizens identify themselves when making use of government services. Yet the CGU was able to advance the cause of identity-neutrality by a) arguing that citizens who seek accountable government must be protected under the aegis of ombudsman guarantees; and, b) advancing a new law (13.460), whose Article 10 guarantees new protections for citizens. Although impressed with the CGU’s commitment to open government and citizen demands, advocates fear that citizens who check the box as a means of remaining anonymous may trigger red flags among officials, resulting in discriminatory treatment. The optimum option would have all requesters remain identity-neutral by default, checking a box only if they wish to disclose their identity during the requesting process. After all, FOI is a fundamental right, according to UNESCO and the Organization of American States, among other international and regional organizations. Why should citizens be obligated to identity-themselves to practice a fundamental right?","a:3:{i:0;s:3:""143"";i:1;s:3:""156"";i:2;s:3:""194"";}","Brazil's new identity-neutrality provisions are innovative as both a policy and a policy process of co-creation. As a policy, the ability of freedom of information (FOI) petitioners to guarantee anonymity is the first of its kind in the Americas, if not the world. Only 6 countries have FOI laws that provide Identity-neutrality provisions, but their implementation is uncertain. Identity-neutrality provisions remain few in number internationally, but the scholarly literature increasingly shows that discrimination and intimidation represent threats that are given too little attention. The co-creation process that led to the development of this innovation was exemplary, with citizen stakeholders providing the demands and the evidence, and Brazil's Comptroller General (CGU) responding in a proactive and assertive manner - commissioning a study, fostering consensus, enacting new legislation, and implementing identity-neutrality provisions.",,,"The initiative began by Open Government Partnership meetings including NGOs Artigo 19, ABRAJI (Investigative Reporters) Transparency Brazil, and Transparency International, and academics (FGV and USP). The FGV's Public Transparency Program (FGV-EBAPE and FGV Law School) began to research the problem in 2014, and even wrote about it for the OGP Blog (http://bit.ly/2rd74xe). The Federal Comptroller General was critical in working with advocates and advancing a policy solution.","Beneficiaries of this identity-neutrality provisions include all citizens, especially citizens in politically sensitive positions - journalists, opposition politicians, NGO activists, among others - and citizens with little knowledge of government who may be intimidated by providing their identity.","It is still early to report the impacts of identity-neutral provisions in Brazil's federal FOI law, as the innovation went into effect in early November, 2018. We expect an increase in the number of requests and more impartial treatment of citizens.","The challenge was marshaling the evidence to prove - beyond a doubt - that identity requirements were having adverse consequences for citizens. The field experiment undertaken by FGV researchers was fundamental, but the study experienced several false starts as the validity and reliability of the design was repeatedly tweaked before it could take place. Other than that, working with Brazil's Federal CGU was easy, as they are very responsive and highly motivated to improve the quality of government responsiveness and accountability. The only reservation we have is that identity-neutrality is optional for citizens, whereas we believe it should be the default i.e. identifying oneself should be optional.","The Open Government Partnership (OGP) meetings were fundamental in bringing together civic advocates to discuss their shared challenges. The ability to coordinate actions among advocates in Brazil is and remains difficult, as each organization is busy with their own agenda and civil society has historically lacked cohesiveness. But once the demands were made at the OGP, the constant meetings and reminders from Brazil's Comptroller General (CGU) were fundamental. The CGU's commitment to the Open Government Partnership and to the cause of good governance was essential. Finally, the integration of academia with government and civil society organizations proved critical, as academics provided the 'hard' evidence while NGOs provided the experience, presented demands, and engaged legal knowledge that helped move the initiative forward.","The provision of identity-neutral guarantees for citizens using public services - online and off - should be replicated in other jurisdictions, across Brazil and abroad. The internet has transformed the relationship between citizens and officials, and norms of impartiality have become more important than ever as populations diversify.","A first lesson is that multi-stakeholder initiatives such as the Open Government Partnership can lead to real policy victories. A fundamental aspect, in this sense, is to join multiple stakeholders in union. The citizens-v.-government relationship is transcended through face-to-face meetings in which more stridently activist citizens (NGOs) are tempered by more research-based citizens (academics) and government. In this sense, academia should be more attuned to the public policy imperatives. Nonprofits have always been there, as have governments, but it is rare to find all three actors integrated. The Open Government Partnership opened up this possibility.
A second lesson is that many of our institutions are simply anachronistic, especially given the changes that are occurring in the internet age. Identification requirements may have been necessary when the digital means of keeping track of individuals did not exist, but now they do. Even so, governments have been extremely slow to change or to realize that the costs of requiring proof of identity or not protecting identities far outweigh the benefits of requiring identity.","A forthcoming article regarding the field experiment will be provided as soon as it completes its blind-review process.",,,,,
6877,"The People's Budget",https://oecd-opsi.org/innovations/the-peoples-budget/,,"Committee for a Better New Orleans","United States",central,"a:3:{i:0;s:7:""housing"";i:1;s:11:""information"";i:2;s:16:""Civic Engagement"";}","The People's Budget",http://www.bigeasybudgetgame.com,2015,"The People’s Budget is an interactive, mobile-friendly website that demystifies local spending by asking residents to play ""mayor for a day"" by balancing their city budget. Users learn more about how government works and how it spends money before deciding for themselves how to divide discretionary funds. The answers to these questions are synthesized and reported back to the community and city leaders to help get limited tax dollars to the programs that need them the most.","Since Hurricane Katrina in 2005, the City of New Orleans has changed drastically. Developers and city government have worked to rebuild and rethink not just our city’s infrastructure, but our priorities as a tourist destination, oil and gas hub, and most importantly, a home to return to for 384,000 diverse residents. New Orleanians have struggled to be a part of these decisions, and without a formalized citizen participation plan or a structure for input into our city budget, residents lack any real opportunity to have a voice in the way their city works.
The Committee for a Better New Orleans, a 51-year-old non-profit organization and civic engagement advocate has found a way to put a finger directly to the pulse of resident needs and priorities in the community with the People's Budget, an interactive site that lets everyone in New Orleans play “Mayor for a Day” by balancing the city budget. With an average play time of 10 minutes, the People's Budget makes it easy for everyone to participate in what was previously an opaque, complex process: spending tax dollars.
Though valuable as an input tool, the People's Budget also offers what has long been lacking in the discussion of city spending: financial education. In a city where 71% of residents have a subprime credit score and 13% of residents are unbanked, CBNO feels it is crucial to ensure our neighbors are given an equitable opportunity for financial literacy. Informed input is meaningful input; anything less is denying our neighbors a real seat at the table. Residents must balance the budget, choosing how to spend tax dollars based on previous year spending and personal priorities. Players are given the opportunity to learn more about how departments work and how they spend their money, as well as to give additional feedback on specifically how they’d like funds to be spent. What happens if you give a department less funding? What could they do with more?
The answers to these questions are synthesized and reported back to the community and our city leaders throughout the fiscal year. In the game’s initial year, residents in New Orleans pointed to a 35% increase in spending to improve city infrastructure, additional resources for mental health care, and smarter spending to reform our juvenile justice system.
In its first year, the People's Budget captured the voices of over 700 New Orleanians, 77% of whom had never participated in the city budget process before. For some of these new voices, the Spanish-language version of the People's Budget was their first time engaging in local politics on any level. Bringing fresh perspectives into the conversation about the way our communities work and where our tax dollars flow is ground-breaking in a Southern U.S. city with a history of deeply entrenched disenfranchisement, particularly in of communities of color.
In New Orleans, the lack of input into the budget was not just based on the lack of financial education of our residents. In many cities, it is an issue of the lack of political will. Balancing public budgets is not easy. Cities (or school boards, or national level budgets, or any public budget) are limited by tax code, but that does not stop the needs of residents from growing. Knowing how to balance this endless need with very finite tax dollars is not easy; for many elected officials, it is an exercise in frustration. We want to help those limited dollars go to the places where they’re needed the most.
The data created by the People's Budget is clean, usable, and novel. Never before have our city leaders had such a quantifiable look at the needs of residents across the city in a way that translates directly to the language of our city budget. Likewise, we’ve empowered our local community leaders and advocates by opening this data to everyone. By looking at the game’s quick poll questions or crowd-sourced budget report, now our neighbors can sit at the table with access to the same data as our elected officials.
The People's Budget was developed to meet a need in the New Orleans community, but has created a solution that can be used worldwide. Since its launch, CBNO has partnered with two U.S. cities and hopes to scale into two countries in Latin America in 2019. Scaling the site creates an exciting opportunity to learn about the priorities of communities around the world and to improve the way local governments respond to the needs of their residents. Meaningful resident input and genuine government response are crucial to the recovery of New Orleans, but they are every bit as necessary and in every way as powerful to all of the cities of the world.","a:3:{i:0;s:3:""181"";i:1;s:3:""214"";i:2;s:3:""302"";}","It was obvious that we needed to find a new way to talk about complex financial processes with a distrustful, disenfranchised community. With an average play time of 10 minutes, the People's Budget avoids spreadsheets and professional financial language to cut to the chase: here's how much money our city has, now what shall we do with it?
The key to sharing this information is finding a common language. While New Orleanians have more city data available to them than ever before, much of it is raw and difficult to navigate. One of the biggest successes of the site is speaking a readable, plain English (or Spanish) that doesn't require a degree in accounting to understand. Linking real dollars and city departments to the things New Orleanians see and feel in their communities every day makes wonky civic budgeting real: potholes get filled, parks get programming, parks get programming, and our streets get safer.",,,"CBNO partnered with local web design firm Legnd to develop the technology for the People's Budget. A community council of beta testers helped us identify and work through design and content flaws to create the best possible experience for users. We work with a local collaboration of policy advocates to draft poll questions each year to create the most timely, useful data.","CBNO has partnered with thirty-six local neighborhood organizations, non-profit organizations, and community centers throughout the city to ensure equitable participation. In 2018 we launched a partnership with the New Orleans City Council and hosted events in four of the five district councils with elected officials.","In the three years since the People's Budget's launch, over 2,000 residents in New Orleans have participated, spending over $1.2 billion in virtual dollars. Our reports have generated changes in the actual city budget: most notably a 2017 allocation for more infrastructure repair and a 2018 allocation for better mental health services for youth.
We measure our success by the number and diversity of users each year. A demographic survey helps us understand which user groups (age, race, education or socioeconomic status) are not participating so that we can better outreach to achieve a representative set of residents. For example, we learned in 2015 that our smallest user group were seniors over the age of 69. In 2016 we partnered with senior centers to grow our senior users by 30%.
On average over the past three years, 75% of our users have never participated in the budget process before, meaning we are hearing from fresh resident voices that would have otherwise been silent.","We have encountered two main challenges since deploying the People's Budget three years ago. Equitable representation of traditionally underserved minority groups has been difficult. Specifically, because of US President Trump's immigration policy over the past two years, engaging Latinx community members is almost impossible as many fear repercussions for gathering in public or political action. We have tried to address this issue by partnering with trusted Latinx community partners to forward our site, reaching people from the safety of their homes. Secondly, we have struggled to scale to other cities in the United States as much as we would like. We have begun working with other civic technology groups to better understand how to communicate the success of our program to other elected officials.","It is our hope that the city of New Orleans will institutionalize participation in the budget process by making the People's Budget a codified piece of our local government. We are currently working with the mayoral administration to form a more equitable budget participation policy to allow for this adoption. On a larger scale, it would help us to scale to other cities if there were a mandate that cities, school boards, or other governing bodies need to proactively request input into their budgets before passage. Funding for this kind of advocacy would be immensely helpful to organizations like ours.","To date, we have scaled the People's Budget to two other US cities: Cambridge, MA and Nacogdoches, TX. The two cities are very different: Cambridge is a large, liberal East Coast city with a formal participatory budgeting process and rich history of civic engagement, while Nacogdoches is a small city of just under 33,000 in Eastern Texas. For both cities, the ability to provide the game in an unlimited number of languages to encourage participation by minority and immigrant groups was key. In Cambridge, which has not formally launched yet, they hope to translate into the five languages featured on their traditional participatory budgeting ballots. Following the Open Government Partnership Summit for the Americas in Buenos Aires in 2017, we have formed relationships with civic engagement groups in Mexico and Argentina and hope to expand there in 2019.","First: understand the real problems facing your community before attempting to solve them. Standard community organizing in New Orleans after Hurricane Katrina often focused on rebuilding homes, parks, and churches-- activities that encouraged hands-on participation in dearly needed ways, but did not solve systemic problems that New Orleanians were desperate to solve in their government. Likewise, the budget that is passed each year does not necessarily line up with the crowd-sourced budget created by residents in the People's Budget. Our community council of beta testers were also crucial. They taught us things like the need for a department tracker at the bottom of the page, identified glitches, and pointed out wonky policy-type words that didn't translate to lay-people. Listening to your community on the front end will always yield a better product on the back end.
Second: The data you create is only as good as the number and the diversity of the people who participate in it. Engaging seniors, working families and illiterate members of our society is hard work. It takes many volunteer hours and coordination, but it is worth it. For many of the seniors that we play the People's Budget with, it is the first time--sometimes in 90 years-- anyone has ever asked them what they need. Equitable work is worth your time and your investment.",,"a:4:{i:0;s:4:""6885"";i:1;s:4:""6886"";i:2;s:4:""6887"";i:3;s:4:""6891"";}","a:1:{i:0;s:4:""6890"";}",,https://www.youtube.com/watch?v=YPDOGBGwVEs,https://www.youtube.com/watch?v=wIYO5x6y1qk&t=43s
6954,RomaDecide,https://oecd-opsi.org/innovations/romadecide/,,"Roma Capitale",Italy,local,"a:7:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:7:""housing"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:10:""recreation"";i:6;s:9:""transport"";}",RomaDecide,https://www.comune.roma.it/web/it/processo-partecipativo.page?contentId=PRP156137,2018,"The Administration of Rome had to decide how to use about 17 million euros for public works in the territory of the VIII District for projects concerning the environment, landscape and public green spaces, sustainable mobility and accessibility, urban regeneration and infrastructure, ideas or proposals for transversal projects. The innovation concerns the decision-making approach. For the first time, city users were involved in deciding how to allocate these resources.","To allocate about 17 million euros in the best way in a district of Rome, it is important to involve those that live in this area (residents, workers, students) and are familiar with the conditions of the environment and landscape, the impacts of actions on mobility and accessibility and priorities for urban regeneration and infrastructure of public works. So, the Municipality of Rome decided not only to publish its own proposals online, but also to put in place an innovative system to involve citizens in decision-making about how to distribute the budget, through a process structured in different phases:
(i) select a focus group of 60 citizens or representatives of associations that work on the district to develop a list of proposals to be submitted on the city portal
(ii) each citizen can also write a suggestion and submit it on the portal. To be admitted to the next phase this proposal has to be voted for by at least 50 people
(iii) all proposals, by the administration and by citizens, are published on the portal and can be voted for online
(iv) the proposals with most votes are submitted to a Commission constituted by the Urban Planning Department and the District General Department, that evaluates the proposal's feasibility.
(v) The validity of online voting is guaranteed by authentication and each user can vote for a maximum of 6 projects
(vi) Finally, taking into consideration the outcome of the Commission and the economic aspects, a group of projects are selected to be implemented.
The innovation is complex and relates to the participation process by integrating different points of view: the Rome Statute was changed to improve participation, transparency and inclusion - namely through facilitating the processes and introducing participatory budgeting; the online platform to vote is put in place; citizens know and contribute to the evolution of the decision-making process. Not only citizens, but also the administration benefit from this innovation that easily allows the sharing of ideas, the improving of citizens satisfaction and selecting the best approach to urban regeneration. This approach is scalable in that it can be applied to a wide range of projects, and it is institutionalised through clear regulations and procedures.","a:3:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""616"";}","The described process is more innovative than what has been tried previously at the Municipality of Rome, for several reasons:
(i) the Statute was changed to facilitate citizens' participation
(ii) the “let’s participate” section was created on the institutional portal
(iii) digital participation was introduced.
In Italy and in other countries, other local public administration did the same.",,,"Citizens and civil society organizations are our first target to listen to. We also involved the innovators that are employed at the Municipality of Rome because real change starts from within. For some specific projects, to stimulate private and public partnership, we also involved companies through open agreements.","Citizens and Civil society organisations are affected by this innovation via their involvement from the beginning of the project. One of the most common benefits for each target is transparency improvement that enhanced citizen trust and participation.","The participatory budgeting process lasted more or less 6 months in total. 2256 city users voted. 80 projects were selected to be implemented, 43 proposed by the administration and 37 by citizens and focus groups. 17 million euros are now allocated in one district. It was the first big experience and we will adopt this participation method for other similar projects.","Never before had a participatory budget been implemented in Rome, so the first challenge was to introduce this new approach and the bureaucratic process was not easy to navigate. Removal of silos and collaboration among administrative structures was necessary to realize it. The real challenge was to balance the dynamic nature of participation and citizens' expectations with administrative processes and regulations that remain highly rigid.","Policy and rules are necessary to introduce participation processes and to guarantee privacy (ex GDPR too), and the selection of citizens that intend and have a right to be involved in the process. Motivation is a must-have for any successful initiative.","Participation processes were applied not only for the budget but also for any digital innovation we introduced. For example, we asked citizens their opinion about layout and services of the new institutional portal and we did the same for the new open data portal. Together, we built the guidelines for the Municipality’s digitalization.
We involved citizens in the Urban Plan for Sustainable Mobility.
We also understood that digital participation is not enough. For this reason an Innovation Forum was created. It is both a physical and online place where administrators meet quarterly with citizens to discuss about digital competences, smart cities and open government.","For a local public Administration it is crucial to listen to citizens and civil society through an open dialogue, but often it is not easy to establish the boundaries of the roles and responsibilities of each stakeholder. So the most important lessons learned are:
(i) always check the feasibility of the proposed solutions
(ii) never give false expectations to citizens. Trust is the key word for effective participation.
(iii) listen, accept and answer all comments and criticisms.",,,,https://www.facebook.com/virginia.raggi.m5sroma/videos/romadecide-al-via-bilancio-partecipativo-per-viii-municipio/1678429035600434/,,
6962,"Social Media and Local Police in Regione Emilia-Romagna",https://oecd-opsi.org/innovations/social-media-and-local-police-in-regione-emilia-romagna/,,"Regione Emilia-Romagna",Italy,regional,"a:1:{i:0;s:12:""public_admin"";}","Social Media and Local Police in Regione Emilia-Romagna",http://autonomie.regione.emilia-romagna.it/polizia-locale/approfondimenti/promozione-della-polizia-locale/Azioni/copy3_of_social-network,2014,"The Regione Emilia-Romagna has, since 2014, developed a pilot strategy to promote and coordinate the use of social media by local police departments.
Keeping in touch with citizens is the core business of every local police, but today, traditional communication tools and skills are not enough to respond to citizens' needs and demands.
As such, we established a network of people inside local police departments to share expertise in the area of social media.","The core business of the local police in Italy is to be a sort of first ""front office"" of the municipality, directed to listen, understand and try to solve the needs of the community.
Social media today has created new opportunities for government-citizen interactions.
In Italy local police is the police force vocationally closer to people, the first that citizens turn to, in case of any need or doubt. It is in this context that Regione Emilia-Romagna piloted a model of use of social media for local police in 2014.
The main idea was very simple: encourage and back local police to open and manage an official profile/page on Twitter or Facebook, just as other police forces are doing in other countries.
The objectives were two:
- establish a new communication channel to give trusted and verified information to people
- experiment a new way of interacting with communities, to share information, promote engagement and cooperation, and to strengthen mutual trust.
-From the regional perspective, there was also a more general goal: to experiment a model of use of social media specifically for local police departments, to disseminate it across the region and to establish a network of police officers with shared vision and adequate skills. Indeed, there were some sporadic experiences of use of social media by local police departments across Italy, but these were isolated and have diverse goals, targets and methods.
Two ""field tests"" were first launched with the local police of Cesenatico (a small touristic city on the seaside) and Frignano (a municipalities Union in the mountains) who started with Facebook and Twitter. In the preparatory phase, Regione Emilia-Romagna and their partners worked together to define the key steps of the project:
- identifying the internal formal documents needed
- developing policies for the internal and external use of the page/profile
- selecting the team in charge
- education and training
- communication strategies, tools and style
- communication pillars (what, how, to who communicate)
- information to all police department's staff
- public launch of the project
These key points, informed by the findings of the first 2 years of experimentation, became the framework of the regional model of use of social media for local police departments: today they're included in a regional guideline directed to all local police departments interested in developing this new plan of action.
The Region also started a dissemination initiative which is currently ongoing, aimed to promote this experience in other local police departments, supported by training sessions, dissemination events, and conferences. In five years, there are now 25 local police departments in Emilia-Romagna who are managing their official profile on Twitter, Facebook and Instagram.
The innovation is still being implemented, but we are already able to indicate some results as well as next steps.
Main results:
- the establishment of a framework of social media use for local police departments
- the inclusion of this social media model in official regional documents and in the new regional law
- the creation of a network of local police departments who are offering this service to their community
- setting the standards for goals, strategies, education and training on this topic at a regional level
- at a local level, improving the quality of the service offered by local police departments to their community, with a new channel of information, communication, participation and engagement
- at an internal local level, improving the professional identity of officers and their organizational climate
Next steps:
- enlarging the network to involve other local police departments
- continue to support the active local police departments
- promoting the use of other social media (especially Instagram which is only used by 5 local police departments)
- continue to update and explore new tools and strategies (following international trends)
- promoting a regional approach such as launching common campaigns and sharing messages/communication strategies
- continue to analyse results in term of impact (internally and externally)","a:3:{i:0;s:3:""338"";i:1;s:3:""181"";i:2;s:3:""190"";}","This is the first experience in Italy for a regional approach targeting the local police and aimed at strengthening communication. It is also innovative given that the initiative is continuously striving to improve and update the related strategies, tools and tips.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","After the first pilot, we are in the disseminating and evaluating phase, both directed to enlarge the network of actors (local polices) involved and to constantly innovate and update the action's contents and strategies.
With regards to the dissemination: the Region is contacting and promoting the model, with focused meetings with local police chiefs and mayors, official documents, and public events.
With regards to the evaluation: we are carrying out research on the internal effects of this innovation and its impact on communities (in terms of relationship with local police, engagement level and citizens' feedback).
With regards to the continuous update: we are constantly working (both physically and virtually) with the local officers' to seize new ideas and insights and to understand failures.","The key partners are the local police departments of the region: those that chose to be involved in opening official social media accounts, as well as those participating in the dissemination or meetings.
At local level, the following stakeholders were also key partners and collaborators:
- municipal administrators
- local police chiefs and officers
- other public officers (i.e. press agents, communication bureau representatives)
- experts
- local influencers
- traditional and online press representatives","Based on the first results of the innovation, we can identify 2 main categories of beneficiaries:
- social media users (and their networks), meant as people who receive the messages and are involved in participation actions through social media
- local police officers themselves, who are pushed to review their role, their professional identity, their (engagement) skills and the meaning of being in touch and being at the service of their communities","A main (and unforeseen) internal result was the improvement of the organizational climate in the local police departments who engaged in this initiative. The work process required a correct, transparent and empathetic use of social profiles/pages, which stimulated te cohesion among colleagues and improved their sense of pride in their role and their organization. To sustain this finding, a questionnaire and interviews have been conducted during the first 2 pilots (Cesenatico and Frignano).
The external results, ie the impact on the community is still to be analyzed: the perceptions of the actors involved are extremely positive in terms of people's appreciation and improvement of the relationships, but this requires more in depth analysis. As such, we are conducting a qualitative evaluation research on the Riccione local police's efforts.","In Italy there was strong skepticism toward the presence of local police on social media: doubts on the effectiveness of this initiative, fear to become a target of hate speech, suspicion that this could be a diversion from police officers' duties, prejudice about the superficiality of the tools, etc. The first pilot showed that social media could effectively be a new way to provide a service and to improve the relations with citizens. That approach is breaking through also outside the region.
Other challenges include:
- lack of resources for focused training
- organizational problems in identifying the ""right"" people to be part of the team and in gaining trust and cooperation from other people working in the local police departments
To address these challenges, a greater emphasis was put on internal communication and on skills, in addition to offering more opportunities for training. In addition, the Region is continuously updating the social media model to provide interested local police departments with a framework to encourage them to take part in this project and help them start on the right foot.","To achieve the best results, our findings show that there are some key point to achieve:
- focus on information sharing and awareness raising about the initiative and its basic pillars within the public administration (local police's staff, but also other sectors and politicians)
- constantly work on the team's motivation, communication skills and relationships within the team
- adopt an open minded approach namely to accept different points of views (namely those of citizens)
- don't underestimate the importance of basic and continuous training, especially given the continuously evolving scope of social media.","The core of this innovation is replication. Since 2013/2014, when the Region started the project with 2 local police departments, the idea was to pilot the action (in order to adopt the adjustments needed) and to spread its philosophy all over the region. In 4 years we passed from 2 local police departments involved to 25, reaching 20% of all regional departments.
We're also getting in touch with other local police departments and other innovative PA networks in Italy to share our experience, our principles and our findings, in order to spread our innovation past the regional boundaries.","There are many details we considered and fine-tuned during the implementation, but the main lesson learned is about the importance to ensure the starting point is solid, especially for what concerns the organizational framework:
- how to organise teamwork, taking in account personal inclinations and motivations, while also respecting hierarchy
- how to organize tasks inside a team (ie who's in charge of ""posting"", who are the real editors, what's the role of the operations centre, what's the role of the patrols, and so on).
Another key point is the creation of a network between the active local police departments, to share good practices.","During last two years we had the chance to participate in a european project (Medi@4sec) on the topic of the use of new media for security and safety. This opportunity gave us a lot of new ideas to explore how to better innovate and revise our strategies.
Therefore a wider key for the success could be to enlarge our networks and connections in Italy and abroad.",,,,,
7175,"National Open Data Catalog of the Czech Republic (NODC)",https://oecd-opsi.org/innovations/national-open-data-catalog-of-the-czech-republic-nodc/,,"Ministry of the Interior of the Czech Republic ","Czech Republic",central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";}","National Open Data Catalog of the Czech Republic (NODC)",https://data.gov.cz,2018,"The NODC is a data catalog fully compliant with DCAT-AP, the European standard for dataset metadata. It is open source, developed on GitHub, and consists of other open source projects. It can be reused on various levels of government and addresses an important issue with currently available data catalog implementations not in compliace with today’s metadata standards.","In 2015 when the Czech Republic decided to establish a national open data catalog, only two existing open source implementations were available, CKAN and DKAN. They both have a hardwired data model for metadata, which was not sufficiently compatible with DCAT (W3C Recommendation) and DCAT-AP (Recommendation by the European Commission). Therefore, it was decided that a proprietary solution using existing IT infrastructure of the Ministry of the Interior would be developed. However, it was not user friendly and was considered a temporary solution. A new, open source and standards compliant solution had to be developed.
The current NODC is a national open data catalog implementation focused on data standards. It is an open source software developed on GitHub, consisting of multiple open source projects and their configurations. Its primary function is to harvest open data catalogs at lower levels of the government, creating an open central repository of metadata about open data published in the Czech Republic. The data is fully compliant with DCAT-AP, the European Commission recommendation for data catalogs. The data is decoupled from the rest of the catalog, which comprises a viewer of the harvested data intended for human users, and input forms intended for public administrations not willing to run their own local catalog instance. Everyone is therefore welcome to reuse the data as they wish.
The viewer and the input forms can be directly reused by anyone wishing to view DCAT-AP compatible data or create a machine readable, standardized metadata for their datasets.
In future we aim at creating a standards driven, ready to be deployed alternative to the well established, but non-standard and rigid catalog implementations like CKAN or DKAN.","a:3:{i:0;s:3:""611"";i:1;s:3:""303"";i:2;s:3:""302"";}","It is open source, developed on GitHub, and consists of other open source projects. The NODC is a data catalog fully compliant with DCAT-AP, the European standard for dataset metadata. It can be reused on various levels of government and addresses an important issue with currently available data catalog implementations not being compliant with today’s metadata standards. It divides data and applications into several cathegories.",,,"Data publishers - they contributed requirements on the harvesting part of the solution (Ministry of Finance, Ministry of the Interior, Ministry of Regional Development, Czech Statistical Office, State Administration of Land Surveying and Cadastre)
Data consumers - they contributed requirements on the frontend of the solution
Academic researchers - they contributed the technology and know-how behind the data model and API (Charles University of Prague, University of Economics Prague.","Citizens - City of Prague, City of Brno, City of Pilsen , City of Ostrava, City of Bohumin, Hlidac Smlub
Government officials - Czech Police, Ministry of Finance, Ministry of Interior, Ministry of the Environment, Czech Telecommunication Office
Civil Society . Open Society Fund Prague
Companies - DHL Company, Financial Portals - Finance.cz","Two main results were observed:
- potential users of open data are finding the data viewer UI friendlier than the original open data catalog. This was measured using the System Usability Scale (https://www.usability.gov/how-to-and-tools/resources/templates/system-usability-scale-sus.html)
- users are appreciating the availability of the metadata from the catalog as open data
- the fact that the software is open source, in fact it is one of first developed for the public administration as open source, sets a good practice for other software developed for the public administration, which should be made open source to, e.g. avoid vendor lock-in.","The main challenge we face is the deployment of the solution within the environment of the Ministry of the Interior. Even though the hardware requirements are not high, the process of acquiring them takes too long.
Another challenge is the lack of understanding of the need to primarily focus on having clean, standard data before dealing with how to show the data to people. The solution to this challenge is patient, thorough education of civil servants involved in IT decisions.","Diminishing the fear of open source software and explaining the need of separation of well-documented data from functionality through education of civil servants. These concepts go against the desires of software suppliers wanting to create vendor lock-in, which for them is a very favourable position. They purposefully misinform civil servants about these concepts to maintain their advantages.","Not yet. Replication of this solution is currently in progress. In the near future, it will probably be used by one of Prague’s universities to establish its local open data catalog.","'- It is important to focus on having standardized data, which can be reused by various applications. Only then the focus should shift to applications working with the data in an interoperable manner.
- Open source and software reuse is key to lowering high costs of public administration IT systems",,,,,,
7183,"Openstat Madagascar",https://oecd-opsi.org/innovations/openstat-madagascar/,,"MAdagascar Initiatives for Digital Innovation (MAIDI)",Madagascar,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Openstat Madagascar",http://www.openstat-madagascar.mg,2018,"Launched in June 2018, Openstat Madagascar is an open data platform to highlight the ""how"" Government should release their data. Developed in a country where there is no Access to Information law, data available on the platform are all under Creative Commons and used as tools for Open Data advocacy program. Other national entities which want to make their data available to the public are welcome for partnership.","The political will of Madagascar to enter the Open Government during the OGP 2016 though there is no suite until today in addition to a great lack of ""open data"" in Madagascar constituted both the motivation and the opportunity to built the platform.
Madagacsar 2017 Open Data Inventory (ODIN) score of 6 ranked the country amongst the three last ones in the world. While one cannot even download machine readable data from the National Institute of Statistics official website, a platform where data could be free and regularly updated is a best strategy for civil society to for an open government advocacy.
Openstat is a platform where data are available to all under Creative Commons. The main objective is to advance open data concept and establishing partnership with governmental bodies which have no technical capacity or skills to work on their own data to make it freely open to therefore improve the Access to Information situation in Madagascar.
Six months after its launch in June 2018, we haven't yet monitored the reuse of data available on the platform, but we can identify from our back office people downloading some. However, it has helped in leading open data training and we are on our way in building partnership with local authorities in publishing data on it provided that open data principles are respected.
The website also has an "" Open Contracting"" component for foreign investment transparency.
Many technical adjustments are on-going. Currently, the platform is being upgraded to become as well an open data demand platform to later on enable the public to demand data to Government. This is expected to be done by 3 April 2019. The future is to match in a one stop digital platform the demand and supply sides of data.
The platform will offer :
- A space for citizen to ask for data
- A space for National Ministry to respond to data request and explaining why the data is not available.
- A space for National Ministry to publish their data
- An Open Contracting space where Government Contracts will be available for transparency and accountability purpose.","a:3:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""876"";}","Previous projects were often left behind in Madagascar and some open data platforms don't even contain machine readable data. Unlike these so-called open data platforms, Openstat Madagascar seeks to be the reference where the Civil Society initiator has become itself a data provider to the public.
Associated with a ""Datajournalism for SDGs"" project funded by CIVICUS World Alliance for 2019, data available on the platform are available nowhere else in Madagascar.
The website also gather all aspects of open data and contracts transparency in one place preventing the public from the issue of remembering different website names when trying to find data and ask for data that's not available.",,,"Before it was launched, many institutions have used the absence of an Open Data Charter as an excuse to not make open their data and the drafting of it has lingered for 2 years now.
Openstat Madagascar comes from the initiative of the Civil Society. Through its own data collection project, it shows how possible we can do Open Data without a national Open Data Charter. From this strategy then try to reach National entities to work hand in hand in the direction of Open Government.","'- The General Public who need data for their work, this includes
student journalist, journalists, digital entrepreneur
- Civil Society : to monitor their transparency requests.
- Government Officials who use the platform as a data sharing and ease interaction with citizen (G2C and C2G)","From MAIDI :
8 datasets published so far
1 Data reuse competition organized in July 2018.
17 more dataset to be published by December 2019.
5 data stortelling analytics video broadcast until December 2019
From potential partners:
3 national entities expressing their willingness to partner with us in data cleaning and publishing.
It's hard to estimate the data published from the potential partners as it depends on many factors and a certain political engagement level ..","Before its design, one of the most important challenge was the absence of support from Government in terms of data sharing. This forced us to become data provider and built datasets in a creative manner to avoid data we know certainly exist. But connection to key people happened little by little enabling us to partner with local authorities.","1- Access to Information Law
The formulation of an Access to Information Law would validate the right of citizen to access to data and will force the competent authorities to comply with the law.
2- Ensure Open Data Interest
People should be interested in data.
Like a propaganda, the innovation should be made known by all nationally by all means (TV, Radio, notices, .. ) to encourage participation in all regions.
3- Drafting a National Open Data Program & an Open Government Action Plan.
Having a single open data platform to implement a successful open government is necessary for horizontal transformation in public administration. This will determine identify in each ministry the responsible in building datasets, answering citizen request.
4- Putting data availability before profit","The platform is the combination of different open government best practices we have seen online.
From now, it's now unique of its kind in Madagascar. That's why the essential is now to establish partnership with other actors for data sharing to avoid multiple open data platform as per the recommendation of the latest African Data Revolution Report in 2018 but also because a partnership between Government and Civil Society is essential for the Open Government whole process.
The platform can be a better choice for other countries which haven't made any steps toward Open Government at all. Insteading of building different websites for all ministries, it's a cost-saving solution.","'- When almost non one is listening to you, prioritise concrete action than research project or endless workshop activities (Sometimes, key persons you want to address won't attend your workshop anyway)
- Instead of asking for the change to happen or denouncing the system (Rude strategy) , Civil Society should start changing the situation and there will always be a way to do so, no matter how strange and unusual it appears or even rejected at first (Soft strategy) as Openness is a sensible subject mostly if you are based in a country with high Corruption Perception Index.
- The purpose of your innovation will only be recognised following your consistency.","Our platform was initially funded by Mozilla Foundation in 2018 and can be now upgraded because of Civicus World Alliance grant as part of the Goalkeepers Youth Accelerator 2019.","a:2:{i:0;s:4:""7434"";i:1;s:4:""7527"";}",,,,
7191,"Artech- Art and Open Data competition",https://oecd-opsi.org/innovations/artech-art-and-open-data-competition/,,"Israeli Government ICT Authority",Israel,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Artech- Art and Open Data competition",http://ict-authority-artech.cio.gov.il/pages/artech_homepage.htm,2018,"The Artech project invites artists, entrepreneurs, and developers to use public data as a ""raw material"" for works of art based on traditional arts or digital media. Being a well-known and respectable medium to broad audiences, we see art, as an original and fresh way to expose new audiences to the importance of open data and its relevance. This is the first time that a government agency in Israel has directly sponsored a creative and innovative experience of this kind.","Artech is an innovative, competitive initiative led by the Government ICT Authority since 2018. The Artech project invites artists, entrepreneurs, and developers to use public data on data.gov.il as a ""raw material"" for works of art based on traditional or digital media, interactive, graphic and plastic arts. This is the first time that a government agency in Israel has directly sponsored a creative and innovative experience of this kind.
The ICT authority sought to make ""Open Government"" and ""Open Data"" accessible to wider audiences, in addition to the more traditional public groups that take part in the social discourse on these issues such as CSOs and FOI activists. Being a well-known and respectable medium to broad audiences, we see art, and in particular, the connection between data and art, as an original and fresh way to expose new audiences to the importance of open data and its relevance.
The core idea of Artech was to invite the artists to create a personal and even critical statement, and interpretation to the data within the datasets, based on insights from the data study and analysis. We thought that this is a unique and colorful opportunity to ""market"" government databases to the general public and demonstrate an innovative government approach, one that is not afraid of criticism but invites the public to speak out.
Project development:
• The open Kick-off event was where the work teams were formed, sometimes spontaneously, after meeting and finding common interests and understanding the value of cooperation.
• The work teams registered for the competition on its official site. After an examination process, 16 teams were chosen to take part in the competition.
• Hackathon- the teams met for 24 hours of creation and development of their exhibits. During the hackathon, the teams completed their works for the final exhibition.
• Gala event - Open Government Day: At this special exhibition-opening event, we presented the artworks and announced the competition winners. The rating components were:
o Judges panel: The panel was assembled from opinion leaders in the civil society, the government, the academy and art.
o The event participants online rating. This rating gave further expression to the cooperative dimension of the process and its connection to the open government principles.
• All the artworks were presented in an open exhibition.
Throughout the process, we ran a campaign in various media outlets - television, newspapers and social networks. The campaign was designed to give a high public profile of those activities, and to reflect it and its values of the broadest possible audiences.
The civil society sector was a significant partner in the initiative production: The ""Ruach Hadasha"" (""New Spirit"") organization, which works to promote independent artists at the beginning of their careers, took an active part in the project, both in terms of content and logistics. In addition, the events took place at ""Beit Alliance"" - a unique Jerusalem building, located in the bustling center of the city, near the famous ""Mahane Yehuda"" market. Throughout the year, this building houses artists who work with the support of ""Ruach Hadasha"".
The events were held in the presence of a diverse audience - government officials, artists, developers and ordinary citizens.
We consider the project to be a great success for open data, in terms of:
• The scope of response to the competition: Many teams formed and submitted applications for participation in the competition, compared to similar events, which dealt only with development without a combination of art (developers' Hackathons).
• The competitors chose to deal with a wide range of significant issues which are at the heart of the public discourse, some of which were critical of government policy. For example: traffic accidents, education in the geographic and social periphery, air pollution and environmental protection, the experience of patients in psychiatric hospitals and immigration.
• The works were of a high artistic level, especially considering the limited time that was given to create them. In addition, they combined surprising and original works of art with technological developments, which made the final exhibition a multidisciplinary experience.
• The project helped us exposed our open government data activity and the data.gov.il portal to new and broader audiences, increasing participation and engagement from public groups we haven't seen before.
The initiative's success reflects the potential of broad public participation in open government projects, and encourages us to continue thinking about creative ways of increasing the awareness of its importance and relevance.","a:3:{i:0;s:3:""178"";i:1;s:3:""302"";i:2;s:3:""184"";}","This is the first time that a government agency in Israel has directly sponsored a creative and innovative experience which called people from different disciplines such art and code development to cooperate and create their own unique and personal statement.
Moreover, bringing art to the Hi-Technological oriented ICT authority is an excellent example of willing to go out from the organization comfort zone, in the name of spreading Open Government and Open Data importance.
Finally, although the main issue was data and computerized analysis, we insisted on letting all kinds of artists to take part in the competition, not only the digital experts but also traditional artists too.",,,"The civil society sector was a significant partner in the initiative production: The ""Ruach Hadasha"" (""New Spirit"") organization, took an active part in the project, both in terms of content and logistics.
The competition judges panel was assembled from opinion leaders in the civil society, the government, the academy and art. Additionally, the exhibition-opening event participants rated the works online, during the event.","Citizens: We wanted to make ""Open Government"" and ""Open Data"" accessible to wider audiences, in addition to the more traditional public groups that take part in the social discourse on these issues such as CSOs and FOI activists.
Government officials: We wanted them to be even more committed to the opening datasets process, thanks to the project and the public interest that followed.","A. Many teams formed and submitted applications for participation in the competition.
B. The competitors chose to deal with a wide range of significant issues which are at the heart of the public discourse, some of which were critical of government policy. For example: traffic accidents, education in the geographic and social periphery, air pollution and environmental protection, the experience of patients in psychiatric hospitals and immigration.
The works were of a high artistic level, especially considering the limited time that was given to create them. In addition, they combined surprising and original works of art with technological developments, which made the final exhibition a multidisciplinary experience.
• The project helped us exposed our open government data activity and the data.gov.il portal to new and broader audiences, increasing participation and engagement from public groups we haven't seen before.","We wanted our judges' panel to include opinion leaders from who have an affinity for government activity, data and art. After a deep fieldwork, we assembled a panel that included: Rector and Vice President of Bezalel College - Dr. Y. Karniel, Director of the Innovation Center at Shenkar College - Ms. T. Warshavsky, Director General of the Ministry of Justice - Adv E. Palmor, Digital consciousness researcher - Mr. N. Manela, and Head of the ICT Authority - Mr. Y. Frank. We wanted to expose Artech to target audiences that are not usually interested in the ICT Authority's activities: artists, entrepreneurs and data scientists etc. For this purpose, we initiated well-targeted advertising on social networks and other media channels. So far we haven't found the right way to leverage the events' momentum to create long-term collaborations. We are looking for a way to increase the exposure to the artworks, to its public statements, and promote awareness of Open Data and Open Government.","We consider the project to be a great success for open data, in terms of:
• The project helped us expose our open government data activity and the data.gov.il portal to new and broader audiences, increasing participation and engagement from public groups we haven't seen before.
• The scope of response to the competition: Many teams formed and submitted applications for participation in the competition.
• The competitors chose to deal with a wide range of significant issues which are at the heart of the public discourse, some of which were critical of government policy. For example: traffic accidents, education in the geographic and social periphery, air pollution and environmental protection.
• The works were of a high artistic level, especially considering the limited time that was given to create them. In addition, they combined surprising and original works of art with technological developments, which made the final exhibition a multidisciplinary experience.","The project hasn't been replicated to address similar problems, but we consider to run such initiative each year from now on.","This initiative showed us:
a. The importance of multi-sectoral cooperation to promote such events and initiatives.
b. Importance of well-targeted advertising campaign.
c. The importance of branding events, their exclusivity, and detailed oriented production. All this contributes to trust increase between the relevant government bodies and the citizens' participants.
d. The importance of rich databases to provide artistic freedom and creative interpretations.
e. The importance of the connection between art, data and the government as an experimental laboratory of creating unexpected and new links, which will encourage the government to open up and adopt new ways of thinking, like design-thinking methods.",,,,,https://www.youtube.com/watch?v=EmW3f_GRCwU&feature=youtu.be,
7197,"Forum Open d'Etat",https://oecd-opsi.org/innovations/forum-open-detat/,,"Etalab - DINSIC",France,central,"a:1:{i:0;s:12:""public_admin"";}","Forum Open d'Etat",https://www.etalab.gouv.fr/forum-open-d-etat,2018,"Conçus et impulsés par Etalab, Datactivist et Vraiment Vraiment dans le cadre de la démarche de gouvernement ouvert en France, le forum « Open d’État » est une rencontre entre agents publics impliqués dans des projets d’innovation, et des acteurs de la société civile (acteurs privés, associations, ONG…) lors de forums ouverts sur des projets spécifiques autour de la donnée. Ces Forums permettent d'expliquer les projets et de recueillir les demandes des citoyens.","Les Forums Open d'État ont pour but de faire se rencontrer les agents publics et les acteurs de la société civile pour partager les savoirs, les pratiques et les expériences sur un projet spécifique autour de la donnée.
L’innovation principale est le format du Forum.
Les Forums sont organisés en partenariat par une administration, ici Etalab, et une organisation de la société civile, ici Datactivist et Vraiment Vraiment. Ce Partenariat permet d'enrichir le contenu et l'animation, et d'ouvrir l'écosystème des participants.
Les principes de base sont les suivants :
1. identifier les personnes qui ont une valeur ajoutée réelle sur les sujets abordés et qui ont un pouvoir de décision, de faire évoluer la situation : côté administrations publics et côté société civile.
2. une fois ces personnes identifiées, les invitations au Forum sont ensuite ouvertes à tous. Le nombre de participants est limité à 40 personnes maximums afin de créer un environnement le plus propice possible à la discussion constructive
3. les questions à aborder sont identifiées en amont avec les participants et l'administration porteuse du sujet afin de bien cibler les objectifs de sortie du Forum
4. Un ""kit d'appropriation"" est élaboré et sera envoyé en amont du Forum et distribué le jour même. Ce kit d'appropriation comprend les dernières évolutions réglementaires, la définition de mots techniques, et toutes informations qui permet à tous les participants d'avoir une base de connaissance commune du sujet
5. Une charte des Forums Open d'Etat a été définies lors du premier Forum afin de définir les règles d'interaction entre participants. Les règles dites ""Chatham house"" ont été retenues : ce qui se dit dans les Forums reste confidentiel, un compte rendu sera produit mais les propos ne seront pas attribués à des personnes. Cette règle permet notamment aux personnes présentes de s'exprimer librement
6. À la fin de chaque Forum un compte rendu détaillé est produit, envoyé aux participants pour réaction, puis publié.
7. Une Forum en ligne a été crée afin de permettre aux discussions de continuer en ligne entre les Forums
Les forums open d'Etat sont organisés en deux parties :
- Un mot introductif de 15 minutes pour expliquer le principe des Forums ainsi que ses règles.
- Des prises de paroles des intervenants de divers profils qui ont abordé la problématique sous des angles différents (cette partie est d’environ 40 minutes)
- Deux ateliers simultanés pour répondre à des questions spécifiques que l’administration et/ou la société civile se posent (cette partie est d’environ 1h20). Ces ateliers sont participatifs, une restitution des travaux et discussions des ateliers s’effectue à la fin du Forum.
Durant l'instance plénière, les administration font un travail de pédagogie pour expliquer les enjeux de leur projet : quelles données sont concernées, quelle gouvernance pour ces données, quels sont les utilisations, quels sont les points de blocages à la publication et la réutilisation. Des intervenants de la société civile, des chercheurs, des acteurs privés présentent quant a eux les réutilisations et réalisations qu'ils font de la donnée et les besoins qu'ils ont.
Cinq Forums Open d'État ont pu être organisés durant l'année 2018 :
- Open D’État n°1 : 12/03/2018 : co-construisons le Forum du gouvernement ouvert. Il a permis de réaliser un Manifeste pour les forums Open d’État
- Open d’État n°2 : 09/05/2018 : publier en open data les données du répertoire des représentants d’intérêts
- Open d’État n°3 : 09/07/2018 : Ouvrons la science !
- Open d’État n°4 : 13/09/2018 : Data.gouv.fr et les algorithmes à l’épreuve de la médiation numérique
- Open d’État n°5 : 12/12/2018 : ouverture des données essentielles de la commande publique
Un compte-rendu est publié après chaque Forum, il fait l’objet d’un appel à commentaire sur le Forum Etalab.
Au delà de ces rencontres en présentiels, nous mettons à disposition une plateforme numérique de dialogue pour interagir en dehors des rencontres, le Forum Etalab : https://forum.etalab.gouv.fr/t/les-forums-open-detat/4013/3",,"· Inciter les administrations à parler de leurs projets autour de la donnée : favoriser la réflexion, le débat d’idées, engager une discussion avec les agents portant des projets d’innovation.
· Volonté de sortir du cadre formel et des tableurs, ce n'est pas uniquement une réunion entre administrations mais un dialogue avec les citoyens. Cela s'inscrit dans un objectif de transparence, de participation et de co-création.
· Volonté d'identifier un écosystème d'acteurs sur un sujet afin de permettre à l'administration d'interagir davantage avec cet écosystème
· Animation de discussions et débats de qualité faisant intervenir des paroles d’experts mais aussi de profanes, curieux d’un domaine ou sujet traité.
· Le but est que les administrations s’inspirent de retours des participants du forum pour avancer dans leurs projets.
. Organisation en Partenariat entre une administration et des organisations de la société civile",,,"Les Forums Open d'État ont été conçus par Etalab au sein de DINSIC, dans les Services du Premier ministre, Datactivist, société coopérative spécialisée sur l'ouverture et l'utilisation des données et Vraiment Vraiment, entreprise de design.
Un 1er Forum Open d'État a rassemblé une 50aine de personnes, société civile, entreprises, chercheurs et a permis de co-construire les règles et principes de l'organisation des Forums Open d'État.","Il y a plusieurs types de participants: des agents des différentes administrations, des organisations de la société civile connaissant bien le sujet et des curieux venant découvrir les échanges. Concernant les organisateurs, nous restons sur le principe de co-construction entre administration et société civile puisque les Forums sont organisés par la mission Etalab, et les entreprises Datactivist et Vraiment Vraiment. Le Forum Open d’Etat #2 a été co-organisé avec la Haute Autorité pour la Transparence de la Vie Publique (HATVP).
Voici les intervenants qui y ont participés au cinq Forums Open d'Etat:
N°1 : Réalisation du Manifeste des forums avec les citoyens et les administrations.
N°2 : co-organisé par la Haute Autorité pour la Transparence de la Vie Publique
N°3 : représentants du MESRI, de la région Occitanie et de l’Institut national polytechnique de Toulouse
N°4 : représentants de la DINSIC et du journal NextImpact.
N°5 : représentants d'Etalab, d'OctopusMind, la région Bretagne et TransparencyInternational.","Lors du premier Forum Open d'Etat, les participants étaient réunis pour définir la méthode des futures éditions. Un manifeste a été rédigé pour énoncer le format ainsi que les règles majeures liés au déroulement des Forums Open d’État.
Vous pouvez retrouver le manifeste : https://www.etalab.gouv.fr/wp-content/uploads/2018/04/le_manifeste_V2.pdf
Les administrations intervenants aux Forums prennent en compte les différentes discussions, les agents d’Etalab se chargent ensuite de voir si ces discussions ont eu une continuité dans le travail des administrations.
Comme exemple d’impact: Durant le Forum Open d’Etat N°2, organisé avec la Haute Autorité pour la Transparence de la Vie Publique, les participants aux ateliers ont souhaités voir apparaître des dispositifs de datavisualisation sur le site de la HATVP. La Haute Autorité développe actuellement ces outils avec des étudiants de l’école CentraleSupelec.","Un challenge important a été de convier des intervenants qui soient aussi bien des administrations mais aussi de la société civile.
Notre volonté a été d'expliquer les contenus les plus techniques à tous les participants, de convier de nouveaux acteurs de la société civile à chaque forum et d'organiser un maximum de ces évènements avec des représentants de différentes administrations.","En plus des règles de base déjà citées, qui sont fondamentale pour la réussite du Forum (identifier les bons intervenants, préparer les questions et besoins en amont, préparer un kit d'appropriation, respecter les règles d'anonymat...) :
1/ Que les intervenants ne soient pas trop techniques dans leur prise de parole et qu'il y ait un dialogue avec les participants durant l'évènement.
2/ Que tous les participants aient compris les enjeux et détails autour de l'engagement.
3/ Que l'administration porteuse de l'engagement prenne en considération les idées des participants pour la suite de ses travaux
4/ Que les participants soient actifs dans les ateliers du Forum, qu'ils fassent part de leurs difficultés ou suggestions.
5/ Qu'il y ait des retours constructifs sur les appels à commentaires des comptes-rendus.","Nous sommes actuellement entrain de rédiger un manuel permettant aux administrations qui le souhaitent d'organiser un Forum Open d'Etat sur leurs sujets.","Il est important de vulgariser le vocabulaire technique afin de permettre à différentes parties prenantes de comprendre l'intégralité des échanges se déroulant durant le forum.
Par ailleurs, nous rédigeons des kit d’appropriation envoyé avant (et distribué pendant) chaque Forum pour expliquer tout le contenu qui pourrait être technique. Ces Kit recense généralement :
- Préparer un Kit d’appropriation, celui-ci dispose :
- D’un glossaire pour que tous les participants soient au même niveau
- D’une explication des textes de loi sur le sujet.
- D’un recueil de cas pratiques
- D’une explication des règles du Forum Open
- Éventuellement des initiatives internationales dans le domaine.",,"a:5:{i:0;s:4:""7897"";i:1;s:4:""7898"";i:2;s:4:""7899"";i:3;s:4:""7900"";i:4;s:4:""7901"";}","a:2:{i:0;s:4:""7912"";i:1;s:4:""8047"";}",,,
7280,SEMA,https://oecd-opsi.org/innovations/sema/,,SEMA,Uganda,central,"a:3:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";i:2;s:7:""science"";}",SEMA,https://talktosema.org/,2018,"East Africa has an urgent need for innovative accountability mechanisms, as many public services are inefficient and corrupt. SEMA helps to improve the quality of public service delivery, by gathering real-time citizen feedback and presenting this data in digestible formats. We use low-tech tools, such as custom-made hardware devices and interactive voice response technology, that help citizens from all backgrounds to have a voice in evaluating their public services.","Millions of citizens in East Africa rely on public services that are inefficient, ineffective and corrupt. This is a huge problem, since public services are essential in the lives of citizens: think of victims seeking help from the police, or mothers applying for birth certificates to enroll their children to secondary school. What we see is that the quality and accessibility of these services often depends on the efficiency and integrity of civil servants, and the good governance of public institutions. According to Transparency International (2018), almost 40% of Ugandans reported paying bribes to access a public service. Corrupt public services disproportionately impact the most vulnerable, who cannot afford to pay bribes, and therefore often cannot receive the necessary public services such as police assistance. According to the HiiL Justice Needs in Uganda Report (2016), citizens generally do not trust formal service providers in solving their justice problems (compared to informal service providers). SEMA’s data (n=9762, 2018) demonstrates that a.o. women have to wait longer in order to be helped at a public office, and more often do not receive a resolution to their problem. Uganda’s government sees the problem, too: the Second National Development Plan listed “poor public sector management” as the country’s most binding constraint to development.
At the same time, only minimal concrete solutions to improve service delivery are introduced. For instance, there are no solutions for combating corruption at public service level proposed in the fourth strategic vision for the Justice Law and Order Sector of Uganda, although it is part of their core mission (SDP-IV, 2018). Civil servants and public offices do not feel they are held accountable for inefficiency, discriminatory practices or taking bribes while delivering services. Citizens lack effective ways to raise their concerns about public service delivery in their own communities. Currently, the only way in which citizens can give immediate feedback to their local offices is through a wooden suggestion box that is never emptied.
A commitment to comply with SDG 16.6 (‘to create transparent and accountable institutions at all levels’) is translated in national strategies that advocate for policies that improve service delivery. For instance, the SDP-IV of the Ugandan Ministry of Justice has as one of it’s main goals to increase public satisfaction and trust with all its services.
If local governments - such as the Ministry of Justice of Uganda - have the data that shows them which services receive higher public satisfaction rates compared to others, they can make targeted interventions and evaluate their programmes over time. If public offices would be given monthly feedback from citizens on how they are performing (compared to other offices, compared to other months), and by receiving concrete suggestions on how to improve and guidance on how to go about this - public services can improve their quality and lower their corruption rates. Moreover, if local civil servants feel they are being held accountable (by citizens and their managers), and rewarded for good performance, they would be directly incentivised to improve their client care.
All of these are assumptions which we have tested and continue to test to date. We have piloted a combination of three citizen feedback mechanisms at 8 public offices in Kampala (5 police offices and 3 municipality offices):
(a) a locally produced (IoT) rating device where people can press a button on a scale from 1-5 (smiley faces), placed at public offices
(b) an Interactive Voice Response line that allows people to give feedback in their own language over the phone, toll-free; and
(c) a face-to-face interview with one of our trained volunteers stationed at public offices.
Since March 2018 over 15000 citizens have given feedback through these mechanisms. Moreover, we ran impact surveys and have seen how different methods of gathering and presenting citizen feedback to local public offices and local government can incentivise quick improvements leading to higher citizen satisfaction rates within four months at 3 out of 8 offices.
We believe that by 2050 every public institution in East Africa should use a citizen feedback tool that helps them improve their services. Working with low-cost and easy-to-use technologies, public-private partnerships that allow for fast iterations, and smart data-to-action strategies that incentivise real changes, we believe we can easily scale this solution across the region in the coming 5 years.","a:4:{i:0;s:3:""181"";i:1;s:3:""623"";i:2;s:3:""616"";i:3;s:3:""302"";}","SEMA uses sensible, effective systems to gather citizen feedback on public services, and deliver this data in a way that lets local governments make improvements in low-income countries like Uganda. This is unique, as all citizens are able to give feedback and recommendations on the service they have received, immediately following their interaction with a public office. Our offline technologies and in-person interviews build a rich database that gives the right information for offices and governments to make effective improvements. Importantly, our methods of collecting citizen voices are measured on a continuous basis, in real-time - which means that we can compare satisfaction rates and performance over time. Discussing monthly reports with civil servants leads to direct changes of work ethic and mindset, and the continuous presence of SEMA at local offices has proven to create a sense of accountability leading to better client service from day one.",,,"We designed our technologies together with citizens and civil servants, on location. We went through various iteration cycles to come to the right prototypes. We have partnered from the outset with the Justice Law and Order Sector of Uganda (Uganda Police), and the Kampala Capital City Authority, who gave us formal permission to test technologies and gather data on-site. Impact surveys with civil servants help us understand how data leads to change.","The main beneficiaries of SEMA are users of public services who visit offices in-person. These are generally citizens from all layers of society, including those who don't have access to internet, who have their voices heard, and benefit from service improvements the next time they visit an office. The second most important beneficiaries of SEMA are civil servants and local governments, who can find out how their services can be improved, and are commended for better service delivery.","So far, our impact has been achieved at three distinct levels:
1) By giving their feedback, citizens feel their voice matters and regain confidence in public service delivery. Citizens benefit directly from better public services as they improve according to their feedback. We have measured an increase in satisfaction at 3 out of 8 offices after four months.
2) By monitoring their services, local public offices can tackle service delivery issues every month, see their performance increase over time and feel recognized for their achievements. During the pilot, we noticed offices improved already on the sanitation of their stations, the treatment of prisoners, bribery incidences, their friendliness towards citizens and the waiting time.
3) By analyzing performance of different offices, the government of Uganda can comply with SDG 16.6, improve its public image and monitor and improve the quality of services. We held various stakeholder meetings at HQ levels to discuss policy changes.","At the outset it took time to convince the government to partner with SEMA and to see the start-up as a viable route to improving their services. For that reason, piloting happened in stages and even today we face challenges in convincing the government to pay for our tools/services (which have to date been funded by external donors). Regarding data validity, we encountered challenges in implementing our first prototypes as they were still dependent on electricity plugs and wifi - both of which are not available in many public offices in Kampala (let alone in rural areas). So we developed devices that run on batteries and have their own 3G chip to send data. Sometimes the devices are abused as we see patterns of buttons being pressed multiple times in a row in a short period. We addressed these with different officers and have been able to delete this data from our reporting. Currently we are lacking the financial resources to invest in local production of new devices.","Conditions for success:
1) a cooperative government to facilitate access and resources
2) cooperative civil servants who don't interfere with device implementations
3) willing-to-learn civil servants who listen to the citizen feedback data reports and commit to making improvements to their services
4) an independent data team and protection of our independence in data-analysis so data outcomes are not biased by a corrupt government
5) investment to lower the costs of device production and bring all production to Uganda/East Africa
6) a talented team with leaders who are able to recruit, coordinate and motivate the growing network of volunteers (data-collectors)","Tech platforms that have been introduced to evaluate public services in Uganda include AskYourGov, IPaidaBribe and WeSpeak. The common problem with all these platforms is that they do not generate enough (action-driven) data that can incentivise local offices to make direct improvements, for primarily the following reasons: (a) the threshold to use these services is too high, because they require an internet connection, are costly or simply unknown to citizens (b) consequently, these platforms receive mostly complaints and therefore do not sketch a neutral (let alone positive) image of the public service.
Feedback devices are used at airports in western countries and are being taken up fast in the private sector, even in East Africa. It's now time to adopt such devices for public sector improvements in countries where corruption is rife and many citizens don't have a voice in evaluating the public services they rely on.","The most important lessons are around data-to-action: If you have citizen feedback, how do you present it to civil servants and policy makers in a way that actually incentivises change? We're working on figuring this out through SEMA, and have recently published our first findings in our strategic framework report (see attachments).
Deploying technologies in low-income countries can be tricky as many public offices are not yet adapted to high-tech tools like blockchain, and the reality is that many citizens still can't use smartphones to communicate with the government. This makes for an interesting breeding ground for conversation about transparency and accountability (in line with SDG 16.6) innovations in low-income countries, as compared to such initiatives in high-income countries.","We're actively looking for partners that we can learn from and work with to increase our reach in the region, but also globally. Thank you for taking our work into consideration! We are still a start-up with a lean team and very limited resources so we hope that doesn't limit our chances to be included in the global dialogue on open government and innovation.","a:4:{i:0;s:4:""7291"";i:1;s:4:""7288"";i:2;s:4:""7292"";i:3;s:4:""7293"";}","a:2:{i:0;s:4:""7294"";i:1;s:4:""7295"";}",https://www.youtube.com/channel/UCYbSS1HMRi-FXtToFTCu-5Q?view_as=subscriber,https://www.youtube.com/channel/UCYbSS1HMRi-FXtToFTCu-5Q?view_as=subscriber,
7282,"Proactive Transparency Initiative in Bosnia and Herzegovina",https://oecd-opsi.org/innovations/proactive-transparency-initiative-in-bosnia-and-herzegovina/,,"Public Administration Reform Coordinator's Office","Bosnia & Herzegovina",central,"a:1:{i:0;s:12:""public_admin"";}","Proactive Transparency Initiative in Bosnia and Herzegovina",http://parco.gov.ba/en/transparentnost/proaktivna-transparentnost/,2015,"Proactive Transparency initiative in Bosnia and Herzegovina is the first policy to address proactive disclosure of government information, co-created by the public institutions and civil society organisations. The result of of this collaboration was a policy document, 38 defined standard pieces of information, research conducted by civil society and improvement of government transparency.","In line with the need to improve the level of proactive transparency of public administration bodies in Bosnia and Herzegovina, the members of the inter-institutional working group for communications, established within the Programme for Strengthening of Public Institutions, implemented in Bosnia and Herzegovina by the German GIZ on behalf of the Government of the Federal Republic of Germany, in joint work with representatives of the civil societies, co-created the following documents: Proactive Transparency Policy and Standards of Proactive Transparency in Public Administration. The document is designed not only to encourage public disclosure of information of relevance to the work of institutions, but also to intensify the exchange of information with the citizens. The recommendations offered by the document are applicable to all institutions of public administration and public bodies. Therefore, its intermediary goal is for institutions to use their own example as a gateway to increasing the level of transparency and openness of institutions in BiH, sharing the gained experience and knowledge of proactive transparency in the field of communication through the structures for public administration reform and multipliers of public opinion.
Proactive transparency standards include a set of 38 types of information that should be available on public institutions' websites. These standards are defined in cooperation between representatives of institutions and civil society in order to reflect the capabilities and capacities of institutions as well as the needs of the civil society for information.
This is the first attempt to elaborate and then implement a systematically set, comprehensive framework for proactive transparency in BiH, which would address the problem of obsolescence and fragmentation of existing laws and policies in that area.
The four institutions of the Council of Ministers of BiH (the Agency for Statistics of BiH, the Agency for Development of Higher Education and Quality Assurance of BiH, the Directorate for European Integration and the Public Administration Reform Coordinator's Office), who have participated in the drafting of the Standards, have begun implementing the defined proactive transparency standards in September 2015, and Standards were presented to other institutions at the BiH level as an example of good practice in proactive transparency.
Conscious of the importance of the implementation of public administration reform, which, through the new Public Administration Reform Strategic Framework (2018-2022) in the areas of accountability, strategic planning and policy coordination, and public services, inter alia includes measures relating to the principles of proactive transparency and the fight against corruption and increasing the participation of citizens in public affairs, which is not possible without a satisfactory level of information, in the course of 2017, up to now, four institutions have continued to update the data on their websites, and to publish relevant information available to the public in their possession and relevant to Proactive Transparency Standards.
Proactive publication of information directly contributes to realization of the concept of good governance in BiH, restores public confidence in the work of public institutions, and provides citizens with information in order to achieve their participation in the work of public administration.
Following a series of trainings, conferences and other measures aimed at improving the awareness of how important proactive disclosure is for government and citizens alike, the Policy of Proactive Transparency and its 38 standards were adopted by the Council of Ministers in December 2018. All state-level institutions are now required to implement the standards and report on their progress to the Public Administration Reform Coordinator's Office.
The initiative if also included in the draft OGP Action Plan with measures aimed at further dissemination of good practices and increased transparency.",,"The uniqueness of this initiative was the co-creation process of developing the policy and standards of proactive transparency. Representatives of three major civil society organisations in Bosnia and Herzegovina active in the area of transparency and freedom of information (Transparency International BiH, Centre for Investigative Journalism, Centre for Social Research Analitika) worked closely together with the representatives of government bodies to define the standard pieces of information to be proactively disclosed by government. This is a rare example of high-level involvement and collaboration between civil society and government in Bosnia and Herzegovina and represents the spirit and principles of Open Government Partnership.",,,"Collaboration between institutions within the inter-institutional working group as well as between the government and civil society organisations are one of the main characteristics of this initiative. Civil society representatives were able to address their needs and concerns when it comes to government information and the government representatives could present priorities as well as practical limitations.","Civil society organisations helped co-created and implement the initiative but are also some of main users of government information. Investigative journalists looking for government financial or procurement information are able to save time by not requesting this information under FOI Law. Academia, researchers are all users of proactively disclosed government information. Civil servants and officials from other institutions are an important user group.","'- The co-created Policy and Standards of Proactive Transparency were adopted by the Council of Ministers of BiH at their session on 3 December 2018
- Institutions involved in the initiative have shown considerable progress since first research conducted by civil society (e.g. Public Administration Reform Coordinator's Office fulfills now all 38 standards and is leading institution in BiH)
- In co-cordination with civil society the initiative was disseminated to other administrative levels, e.g. with Transparency International BiH","Main challenge for the implementation of the initiative was lack of legal provisions regarding proactive disclosure. Freedom of Information Act of BiH does not have provisions on proactive transparency. However, various other laws (e.g. Public Procurement Law) stipulate proactive disclosure obligations. This represented a significant obstacle when it comes to early adoption of the initiative by the civil servants.
In the administrative culture in BiH there is evident insufficient readiness for proactive publication of information. It stems from the view that the promotion of the rights of the public to know increases administratively the burden of human, financial and technical resources, or falls under the domain of the protection of personal data and, consequently, provokes the resistance of the accountable officers.","In the early stages of the Proactive Transparency Initiative in BiH building trust between civil society and government representatives was crucial for not only success, but any progress. Technical assistance and expertise provided by German GIZ in this case ensured that a multi-stakeholder dialogue was constructive, based on mutual respect and goal-oriented.
Important principle in development and implementation of proactive transparency initiative was pragmatism. Lack of solid legal basis was not to be seen as stopping the efforts of those institutions willing and capable to make a step forward in terms of their transparency.
Another important aspect relevant for the success was inter-institutional effort, making it easier to advocate towards other institutions. Having such champions of proactive transparency within the government was of crucial importance for the initiative.
Management buy-in was secured through meetings and presentations of the initiative.","Even before the policy document was adopted by the Council of Ministers, thus making the implementation of standards a requirement for institutions, there was concrete effort to replicate the success of four involved institutions with other government bodies. Training on Open Government was organised in December 2016 with over 40 civil servants taking place; proactive transparency was one of main elements of the training. Talks with management of other institutions were held in 2018 and the institutions nominated their representatives to take part in further trainings. A survey tool for measuring the rate of implementation of standards was developed by the inter-institutional working group and piloted on 12 institutions in December 2018/January 2019. Through a series of trainings organised by Transparency International Bih the initiative was furthermore disseminated to the institutions at the sub-national level as well.","One of the main lessons learned was that bottom-up approaches like this initiative require sufficient time in order to address the challenges of administrative culture, inadequate trust between government and civil society, lack of human resources within the bureaucracy. These issues need to be dealt with in a systematic and continuous manner in order for the initiative to take off. This is one of the reasons why the inter-institutional working group drafted a Frequently Asked Questions document about proactive transparency,
Furthermore, flexibility and continuous adaptation are required to address questions raised regarding the initiative. This on-going improvement of the policy and especially standards of proactive transparency has led to re-thinking some of the standards, making them more explicit and reflective of the actual practices within government bodies.
Further dissemination of the proactive transparency initiative in BiH towards other administrative levels would be necessary for the initiative to have a transformative effect on the citizens.",,"a:4:{i:0;s:4:""7891"";i:1;s:4:""7892"";i:2;s:4:""7893"";i:3;s:4:""7894"";}","a:2:{i:0;s:4:""7885"";i:1;s:4:""7886"";}",,https://youtu.be/Jh_mkyCp1lc,
7327,"Citizens’ Packet of Silesian Voivode",https://oecd-opsi.org/innovations/citizens-packet-of-silesian-voivode/,,"Silesian Voivodeship Office",Poland,regional,"a:1:{i:0;s:12:""public_order"";}","Citizens’ Packet of Silesian Voivode",http://www.katowice.uw.gov.pl/biuro-obslugi-klienta/pakiet-obywatelski-wojewody-slaskiego,2016,"We have launched the Citizens’ Packet to make Silesian Voivodeship Office (SVO) a more friendly and serviceable place for users. The core of the packet consists of practical facilitations for our clients who seek information or help. Our client-oriented solutions comprise diverse solutions on every level of our customer care and spread to every organisational unit in the SVO.
The Citizens’ Packet is available online via our brand-new official website.","Our clients had serious difficulties to access services of SVO. We provide general scope of governmental services on regional level so it is easy to get lost. In many cases, citizens were required to be physically present in SVO to push forward their case.
The Citizens Packet has been created to remedy all these difficulties. We did much to facilitate citizens' contact with the office. Some cases you can arrange electronically, because there is a chat channel where you can obtain all valid information online – and you are chatting with real civil servants, not with bots. Plenty of information, with forms-to-fill-in and advance contact channels (social media including) are easily accessible via our brand new website: katowice.uw.gov.pl. The website has versions for people with various visual or hearing disabilities.
Nevertheless, if you decide to or it is indispensable to visit our office, you will not be disoriented. We have invested in plenty of information boards, direction arrows and general information leaflets. If they provide you with not entirely satisfactory information, you can always refer to the information desk occupied by helpful staff. As many people work from Monday to Friday and cannot get their new passports in these days, we created “passport Saturdays” – you can visit our office on Saturday and ask for your passport. In addition, new passport service points have been opened to make it easier to apply for this document.
The office headquarters is a historical building and as such is not ideal for people with disabilities. So we provided a customer’s assistant whose job is to help people with disabilities in every respect and to see a client has access to all rooms in the building. All official notes and forms can be obtained in the Braille system. People with disabilities and pregnant women have a priority in all the services offered by SVO.
Until now SVO was not a digital public administration in Poland. To change that, we introduced payment of administrative charges by debit or credit card. While waiting to be attended to, our customers can use a free Wi-Fi hotspot. It is not only possible to make a passport photo on the spot but one is allowed to get some electronic copies of the photo for free. If a person collapses in SVO, he or she may count on a special emergency unit sponsored by SVO which will come to rescue in no time.
If our client comes to SVO with children there is nothing to worry about. The children will surely be delighted with the opportunity to have fun in the children’s room full of toys and books and drawing accessories. They may choose to watch fairy tales and children’s music on TV. Meanwhile the adults have the opportunity to watch live informational channel on an alternative TV set in the main customer service room. If your child is still a baby you can take advantage of a special baby change spot.
Everyone knows how annoying is to pay a visit to an office with no effect because your document is not ready yet or you are required to perform additional duties. To cut such absurdities, we introduced a special SMS notification to inform our client that his or her case is concluded and s/he can arrive to SVO and be sure to obtain the documentation s/he has applied for.
The customers have access to more specialised services. A free-of-charge legal advice for people in difficult life situations is provided, as well as general information on social security and pension system is easy to access on weekly basis.
The above mentioned amendments are from different scopes of SVO activity and are directed to various people groups. But all of them are client-oriented and aim to facilitate our customers, contact with the office and provide that they are satisfied with the quality service they have received. The whole project was the launch by the Silesian Voivode in 2016. We are perfectly aware we have not make a break-through in public service and our improvements have similar ones in other public administration offices. But we do believe the overall impact of those so many small improvements creates a significant change for our client and they really appreciate it. As the proverb goes: even the longest journey starts with the very first step.","a:3:{i:0;s:3:""196"";i:1;s:3:""234"";i:2;s:3:""876"";}","Every single piece of the packet is nothing new or innovative, but their combination is. We provide our clients with complete, full coverage, but at the same time, unobtrusive, help. No reasonable action is refused if it accounts for the customer satisfaction. In Polish governmental administration you cannot expect to settle your business remotely. Usually a few personal visits in the office are necessary. But in SVO, some businesses can be completed only through internet channels. Other cases cannot be completely virtually-handled, but we make sure you pay us only one or two visits and the whole set of documents and arrangements is waiting for you. You can bring your dog, cat, or arrive with your whole family – in all instances you and your companions are welcomed and we take good care of you.","a:1:{i:0;s:10:""evaluation"";}","Our Silesian Voivode Packet is fully implemented. It has been operational for almost three years and we are collecting feedback information all the time. A helpful tool for us is the customer satisfaction survey. We made many improvements based on our clients' responses and remarks and on day-to-day observations of our staff. The cornerstone of the innovation is therefore the idea of constant improvement.","We invited co-operation with public institutions. The reason for this was to provide our customers with complementary aid and to facilitate processes which overlap between SVO and other public administration units. Therefore we included into our innovation The Polish Social Insurance Institution and Polish self-government administration units from the whole Silesian Voivodeship (uppermost administrative district).","Our first and predominant users and beneficiaries are the Polish citizens who want (and sometimes have) to use our services. The whole project is citizen-centred. We took pains that our clients were not fined with any additional charges or fees in connection with the project. When we mention citizens we mean not only natural persons trying to settle their administrative issues. The notion comprises a foreigners seeking for permission to stay and work in Poland, small entrepreneurs and others.","The aim of the innovation was to enhance customer satisfaction. This goal, we are reasonably convinced, was achieved. The clients are happy about service improvements and added remote tools for contact with SVO. We can measure the level of this client satisfaction growth by a dedicated customer questionnaire and doing some statistics on to what extend the new service opportunities (chat, website, electronic payment) are used. The scope of feedback is gathered on the spot – via direct daily contacts our staff with clients. Our employees collect customers opinions and remarks. The information from these different sources is aggregated, refined and used to make further improvement. We plan to expand all the fields of internet services and to diminish the flow of paper documentation.","We have also encountered many impediments. First was the attitude of our staff. Some civil servants still prefer “old ways” of doing administrative business and prefer our clients to be humble and unassertive. Changing their attitude and awareness was and still is the greatest challenge as the project progresses. Not so predictable was the similar mind-set of some of our customers. Those clients were accustomed to being treated with a sense of superiority by civil servants and when that had changed, they were a bit suspicious. It took some time to convince them that the change is real and permanent. Due to the fact that we projected only small, precise changes which required really modest investment or no money was needed at all, we encountered no serious failures. One may say that the failure was we refrained from not taking into account bigger and more expensive changes but the SVO budget restraints are impassable.","First of all, the change has to stem from, or at least be strongly supported by, the highest management. Only if this condition is fulfilled the whole staff takes the change into the core of their business and treats it seriously. The second condition is to properly assess the organisation's human and material assets and to compare them to the projected task – you have to be reasonably ensure the change has any chance to be implemented successfully.
Once you have started your improvement you should persevere. There have to be some (on the surface) impassable obstacles, unexpected situations and for some time it appears that the change does not change anything. But with time, the impediments are subdued and people start to feel the difference and become more and more engaged.","Due to the nature of the innovation, it hasn't been replicated.","We have learned how complicated it is to implement such a big change in reality, even in such a microcosm as our office. It is not easy to satisfy users’ needs because the clients are so different. You have to be prepared to invent multi-choice solutions as your users expect different things for you and sometimes their wishes contradict each other. What a person perceives as a facilitation for another person presents an obstacle and danger to her or his habits. You must project in advance really separable service processes to satisfy various groups of customers. Moreover, sometimes all the staff thinks that a particular solution is superb and that it will surely be loved by the users. But in reality, people do not appreciate your treasured solution and prefer something completely different. So to listen to your users and follow their advice cannot be a lip-service but something you put into practice and make your daily routine.",,,,,,
7346,"Integrating Firms' Perspectives into Policy Making: A Behavioural Approach",https://oecd-opsi.org/innovations/integrating-firms-perspectives-into-policy-making-a-behavioural-approach/,,"Republic of Turkey, Ministry of Trade",Turkey,central,"a:1:{i:0;s:8:""economic"";}","Integrating Firms' Perspectives into Policy Making: A Behavioural Approach",http://kolaydestek.gov.tr,2018,"Nudge Turkey undertook a project to increase the uptake of government subsidies by SMEs. Analysis showed our subsidies were used by a limited number of big companies, and government could reach the SMEs who need financial support the most. By interacting more closely with the firms, they clarified the pain points for the SMEs. Based on firms' feedback, organisers created a user-friendly website for explaining subsidies, and sent over 30,000 emails that used behavioural messages to nonapplicant firms.","Nudge Turkey, is the first official body in the Turkish public sector that incorporates behavioural insights into the policy design process. We believe that public policy should be human-oriented and evidence-based. Therefore, our project used behavioural principles and conducted a randomised control trial (RCT), which makes it first of its kind in Turkey.
In Turkey, as in many countries, there is no comprehensive exploration phase where we can gather information about the roots of a particular behaviour. Another reflection of this type of policy design is the language of the legislation and the way of communication. Experts talk the language of experts to explain an issue to people who might have no background in that particular area. By focusing on the citizens, we try to understand the causes of specific behaviours, therefore, the experts take into account the citizen perspective and shape the legislation accordingly. Another contribution is the frequent use of experiments to analyse the impact of different policies with small samples where possible. In the Turkish public policy environment, the conventional policy design does not include testing alternative policy proposals.
Our project was funded by the British Embassy in Turkey. The Behavioural Insights Team (BIT) from the UK provided consultancy and EY Turkey managed the implementation. BIT provided technical assistance on how to set up a nudge unit and how to apply behavioural insights to the issue we selected.
The major goal of our first project was to increase the utilisation of the subsidies, particularly by SMEs. Our analysis showed that 86% of the registered exporters who are eligible for at least one type of subsidy did not get support from our ministry. The data reveal even a more significant problem about utilisation of the subsidies. Our subsidies are used by the big companies who are familiar with the processes and have the necessary resources to manage the application process. However, we can not reach to SMEs who need our financial support the most.
Nudge Turkey's project had three main phases namely explore, intervention and analysis. In the first phase, we randomly chose exporters who did not receive any subsidy and made face-to-face interviews. The survey results indicate 77% of the firms did not know how to apply, 43% of them received positive feedback about the subsidies and more importantly, 62% believe that even if they apply they can not receive the subsidy. The main arguments of the last group include reasons such as they can not finish the application process due to complex procedures, they do not have sufficient resources to successfully complete the application process or they can not receive the subsidies due to their political association. It is important to note that these firms have never gone through the process and at least half of them received positive feedback from other firms. Therefore, Nudge Turkey decided to focus on awareness and accessibility. They designed an intervention that increases awareness for the subsidies but also encourages them to apply by addressing their concerns and prejudices.
In the intervention phase, we designed our randomised control trial (RCT). They first identified the target firms and randomly allocated these 30,000 nonapplicant firms to 1 control and 4 treatment groups.
Two separate tools were created for intervention: The e-mail messages and the subsidy website (kolaydestek.gov.tr).
Four different e-mail messages were designed.
1. Standard email – this is a basic email that introduces what the subsidies are and sets out that the recipient is likely to be eligible.
2. Message from a Minister + reciprocity – this message is directly from the Minister and seeks to create a sense of reciprocity between the Minister and the business
3. Honest + salient benefits + preparedness – this message builds on the previous one by also preparing the recipient for their application with five simple steps.
4. Testimonial - this message is directly from a business that has received the subsidies.
In addition to the e-mails, a new website has launched in order to provide information to the SMEs. The main advantage of this website is the way of providing information. There is no reference to the sophisticated legislation. The main takeaways are explained in a few sentences. The application process is shown by infographics with a few steps. The application documents can be directly downloaded from this website. Also, the firms can contact directly the experts for each subsidy.
As of submitting, Nudge Turkey were in the final phase, the analysis. The preliminary results show that applications increased by 33% with the testimonial message compared to the control group (at the 8% significance level)","a:12:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""184"";i:4;s:3:""211"";i:5;s:3:""257"";i:6;s:3:""623"";i:7;s:3:""612"";i:8;s:3:""614"";i:9;s:3:""617"";i:10;s:3:""320"";i:11;s:3:""620"";}","Two main concepts make this project innovative; being human-oriented and evidence-based.
For the first time in Turkish public policy context, an official public body used behavioural insights to shape public policy and conducted an RCT for impact assessment. They improved the way of delivering public service based on the feedback they received from the exporters and created a new website that is designed according to the pain points of the firms. Second, a short video was filmed in which the Minister himself conveys a short statement that targets the cognitive biases of the firms. Finally, four different messages that include behavioural insights was sent to 30,000 firms to increase awareness and motivate them to apply to our subsidies. On the evidence-based policy side, organisers separated the firms into control and treatment groups to analyse the impact of our project and to scale up the successful messages.","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","The final assessment was done in February 2019. This was due to the fact that the firms needed time to find the appropriate subsidy for their needs and then apply for it. For example, a firm might need to attend an international exhibition. The firm needs to attend the exhibition, then apply to the ministry with the necessary proofs.
However, a preliminary analysis was done in December 2018. This analysis showed that the firms who received testimonial messages have 33% higher applications compared to the control group, who did not receive emails (at the 8% significance level).
Also, Nudge Turkey compared e-mail openings and link clicks data, which indicate different responses to the e-mails. The preliminary results show that the e-mail from the minister has the highest opening rate, which might imply Messenger effect. In terms of the link (to kolaydestek.gov.tr) clicks, the standard e-mail with very brief information has the highest ratio.","The first set of important partners were the firms that provided feedback about the applications process of the subsidies. Both the email messages and the new web site was designed based on their feedback.
Second, the implementing authorities, which can be defined as the local offices of the ministry, were partners. Organisers also got feedback from the experts who interact with the firms. Finally, the BIT consulted our department for the whole project from design to analysis.","The main beneficiary of the project is the SME exporters. Nudge Turkey's messages motivated them to apply for the subsidies, and the new website provided a very user-friendly way of communicating. Since March 2018, more than 120,000 unique users visited our website.
The second beneficiaries are the experts in the ministry. The exporters frequently contact the experts to receive general information about the subsidies. The new website has become a common tool to easily explain the subsidies, thus meaning less time is taken up of the experts explaining general information.","Google analytics show that more than 120,000 single users visited the new web site. When the monthly visit to the new website is compared with the related page on the ministry web site (trade.gov.tr), there is almost 10 times higher traffic. This clearly indicates that the firms are using the new website to get information.
Second, an RCT was conducted to analyse the impact of the email messages. The preliminary results show that applications increased by 33% with the testimonial message compared to the control group (at the 8% significance level).
The initial work also informed the future direction of the project: first, Nudge Turkey will update the communication channels based on the success of the new website, and other subsidies will be added to the website. Second, the most successful email message will be replicated to communicate with the firms.","One of the main challenges was changing the application procedure in April 2018 just after we opened the website and sent the emails. Many firms could not apply to the subsidies due to technical problems, even though Nudge Turkey attempted to create awareness and provide simple information about the subsidies.
The second difficulty was the lack of proper databases to track the applications of the firms in our control and treatment groups. Just to accomplish this, organisers created a totally new online interface (davranissal.ekonomi.gov.tr) so that experts in the implementing authorities can submit information on new applications.","Organisers believe one of the most important conditions is to control the experiment's environment. New procedures, legislation etc, which is beyond your control can seriously disrupt your experiment by putting your analysis at risk.
Another vital issue is the cooperation with the partners. Many things can go wrong, but strong communication with the partners (in this example, the local offices) can help policy-makers to overcome many challenges.
Also backing by the top management is vital. Innovation requires changing many traditional approaches which create resistance. This can be solved through simple and clear messages to the top management which can show the importance and value added of the project","The results had not been shared with other departments and public authorities. Therefore, it was too early to see a replication of the email messages. However, the success of the new website kolaydestek.gov.tr is apparent, and some departments within the ministry were therefore planning to add their subsidies to the newly created website.","Organisers learned that communication with the top management and the partners is vital for overcoming resistance and handling challenges regarding the experiment.
Also, Nudge Turkey put significant effort into gathering reliable data. It is important to plan the data collection process right at the beginning.",,,,,,
7357,"Fast-Track procedure for handling access to EU documents (FOI) complaints",https://oecd-opsi.org/innovations/fast-track-procedure-for-handling-access-to-eu-documents-foi-complaints/,,"European Ombudsman (EO)",Belgium,other,"a:1:{i:0;s:65:""Working to keep the EU administration transparent and accountable"";}","Fast-Track procedure for handling access to EU documents (FOI) complaints",https://www.ombudsman.europa.eu/en/letter/en/89730,2018,"Under the Fast-Track procedure for access to EU documents complaints, the EO aims to take a position within two months on whether the document should be released to the complainant by the EU administration. This represents a substantial Ombudsman reduction in inquiry time, achieved by creating a separate dedicated team to process these complaints quickly. The aim is to increase the chances of complainants getting information while it is still relevant and useful.","When people turn to the European Ombudsman with an access to documents (FOI) complaint, it is because their request for information has been wholly or partially refused by the EU body concerned and they are not satisfied with the outcome.
To reach the point where they can turn to the Ombudsman, the complainant has already gone through a series of legally required steps with the institution, which also include the institution setting out its reasons for its decision. Therefore the European Ombudsman decided that - for access to document complaints - there is no value in taking the normal intermediary step of asking the institution for its views at the start of an investigation, which it already gave to the complainant, a practice which has led to delays in decision-making.
Removing this step allowed the Ombudsman to set up a procedure under which the complainant should have an answer from the Ombudsman within 40 working days of their complaint being received.
Also crucial is quick identification of FOI complaints and the creation of a separate dedicated team to process these complaints (on a separate ‘track’ from other complaints). The template for opening such Fast Track inquiries was pre-agreed with management and so can be issued quickly by the case team.
If the Ombudsman finds the EU institution or body was wrong to refuse access to the document she may recommend that it grant either full or partial access to the documents in question. This means that the complainant has the chance to receive the information they are looking while the information is still relevant and useful.
The main beneficiaries of this innovation are journalists, academics, researchers or anyone for whom the timely access to information from the EU institutions is important.
One of the goals of this innovation was to make EU institutions more responsive to the needs of those looking for access documents and to stop slow decision-making rendering the information irrelevant as it becomes out of date.
The new procedure started in pilot phase in autumn 2017 and was rolled out fully in February 2018. The Fast-Track procedure is now an integral part of the European Ombudsman’s case-handling scene, with three case-handlers working on it and has led to some important successes, including getting information to a complainant in time for them to react to draft legislation.","a:1:{i:0;s:3:""302"";}","The project is innovative as, until it was introduced (in February 2018), the European Ombudsman office treated all complaints in the same manner. Internal analysis showed that there was a way of speeding up the procedure for handling access to document complaints by removing the normal intermediary step of asking the EU institution concerned for its views at the start of an investigation.
This is because by the time the complainant turns to the European Ombudsman, the EU institution will in general have already fully outlined its reasons for its decision to refuse or grant only partial access to the requested document(s).
Under the Fast-Track procedure, the Ombudsman aims to have a decision on the complaint within 40 working days. This is an innovation aimed at making the European Ombudsman office more relevant to academics, journalists and researchers as it increases the likelihood of the sought-for information being released in a timely manner.",,,"The European Ombudsman office kept the main EU institutions informed of the steps, and consulted with them in order to ensure that they knew how and why we were introducing this procedure.
Keeping them informed meant there was more acceptance and understanding as to why were introducing the new procedure. It would have been too abrupt to simply introduce the procedure without any prior explanations.","While anyone filing an access to document complaint to the European Ombudsman can be a beneficiary of the Fast-Track procedure, journalists and academics - for whom timely access to information is integral to their jobs - may benefit in particular.","We have had around 80 inquiries using the Fast-Track procedure since it was introduced (For reference the office opens around 400 inquiries per year). The office is still developing internal methodologies to measure the impact.
We hope that as word spreads about the fast-track procedure and its successes, we will receive more access to documents requests.","The Fast-Track procedure proved to be more popular than the office had hoped so instead of one person working on such access to document cases, we now have three. This posed a challenge as we needed more human resources than had been foreseen but as the benefits of the new system were so clear, it was relatively easy to restructure internally to make this happen.","The conditions for success are that your own organisation is fully aware and committed to the new initiative. It was also useful to inform the main EU institutions - i.e the institutions that receive the bulk of access to documents requests - of the new procedure and what it would entail for them. This ensured that the administration knew what to expect and there was no confusion about why we were implementing this new procedure.
We also set up a dedicated team to handle the Fast-Track procedure.
Other conditions for success include publicising the new policy (in a special briefing, in a press release, on social media) and highlighting the access to document complaints dealt with under the Fast-Track procedure in the Ombudsman’s annual report.","This Fast-Track procedure for access to documents requests might be replicable in other ombudsman offices if there is a way of shortening the steps taken in these inquiries without compromising the right of the public administration concerned to explain why it is not granting full access to the requested documents.","Lessons learned:
- The importance of fully explaining the procedural changes to all affected, including case-handlers; complainants and the public administration. Internally the new process was explained to case-handlers and a dedicated team was set up to take of the inquiries. The main EU institutions were also informed so there was no confusion about why were introducing the procedure. We publicised exactly how to the new procedure work in special briefing for journalists; in a press release and in an infograph Twitter. In our communication we were careful to not oversell the new initiative. In other words, we made it clear that the Ombudsman would aim to take a decision on whether the complainant should get the documents they want; it is then up to the institutions to release the document - in most cases the institutions do follow what the EO proposes. Additionally, it could be that following the inquiry, the EO agrees that the EU institution concerned was justified in not releasing the information.",,,,,,
7409,"Comprehensive consultations on Europe",https://oecd-opsi.org/innovations/comprehensive-consultations-on-europe/,,"Centre for Public Policy PROVIDUS",Latvia,central,"a:1:{i:0;s:12:""public_admin"";}","Comprehensive consultations on Europe",http://providus.lv/en/article/report-on-citizens-consultations-on-europe-in-latvia,2018,"2018 was the year of reflection on the future of Europe. In order to understand the hopes and fears of citizens of Latvia regarding the future of European Union, more than 1500 citizens have been engaged in consultations that took place both in the regions of Latvia and online. Consultations were co-organized by state institutions and civil society organisations using various experimental formats.","SHORT OVERVIEW
Around 837 people took part in 23 events on the future of Europe organised in Latvia during the summer and autumn of 2018. More than half of these events were organised by civil society organisations experimenting with different formats to engage general public in the debate on Europe.
In addition, a large-scale idea crowdsourcing action was organized online in a dedicated online platform Dialogi par Eiropas Nākotni (Dialogues on the Future of Europe) collecting citizens’ ideas on creating more wealth, happiness, security and justice for Europe. Altogether more than 370 ideas were collected, and 721 registered participants (around 1 500 not registered participants) took part in online voting casting their votes 26233 times for the ideas they considered as being the best.
***
EXTENDED OVERVIEW
Citizens’ consultations on Europe in Latvia were organised from summer through to November 2018. Consultations took place in various regions of Latvia, in Riga and online.
About a half of all citizens’ consultations were organized by civil society organisations active either locally or at the national level, and the Ministry of Foreign Affairs provided funding to cover their expenses.
Organizers of citizens’ consultations were free to choose their own formats for arranging the consultations; some of organizers chose a traditional discussion format while others opted for more innovative formats, such as workshops or brainstorms. All event organizers were prompted to choose conversations with the audience over lectures and expert commentaries. Organizers of the events and/or civil society observers wrote a summary about each event, particularly noting the main thematic categories and concerns discussed by participants, as well as the ideas on the future of Europe.
In parallel to regional consultations, the ideas on the future of Europe were collected on the online platform Dialogi par Eiropas Nākotni (Dialogues on the Future of Europe) https://manaeiropa.manabalss.lv. This platform is part of the popular e-petitioning platform ManaBalss. Both the citizens who attended the consultations and everyone else were encouraged to come up with their own ideas and to vote on ideas submitted by others. Ideas collected during the regional consultations were also added to the idea pool on the platform.
Overall, 374 ideas on the future of Europe were collected on the Dialogi par Eiropas Nākotni platform, and 721 participants voted on the ideas collected there casting their votes 26233 times for the ideas they preferred. Citizens of Latvia were asked to vote for ideas separated into randomly chosen pairs within specific thematic groupings (for example, how to make Europe more secure?) This method was chosen in order to enable the idea collection and voting to happen in parallel. This method allows to discern the ideas that are the most and least often supported by participants when these ideas are contrasted with some other suggestion proposed by participants in that thematic grouping.
At the conclusion of the regional consultations and online idea collection, two Latvian civil society organisations – Centre for Public Policy PROVIDUS and Civic Alliance Latvia – wrote a summary report on citizens’ consultations on Europe in Latvia.
The summary report is available on PROVIDUS website here: http://providus.lv/en/article/report-on-citizens-consultations-on-europe-in-latvia","a:4:{i:0;s:3:""181"";i:1;s:3:""616"";i:2;s:3:""619"";i:3;s:3:""302"";}","These consultations were innovative because:
1) Ministry of Foreign Affairs and various civil society organisations cooperated to set up an innovative framework for consultations and to organise consultation events both online and offline.
2) Consultations provided the space for experimentation on different formats for public engagement (brainstorms, debates, conversations, idea crowdsourcing actions, etc).
3) The summary report of the consultations was drafted by civil society organisation, and its main conclusions were presented by the prime minister of Latvia during the European Council meeting in December 2018. The summary report was also part of parliamentary deliberations on Latvia's foreign and European policy in January 2019.","a:1:{i:0;s:16:""generating_ideas"";}","The project is finished, but it is sill relevant in Latvia's deliberations on the future of Europe. Its main conclusions were presented by the Minister of Foreign Affairs of Latvia to the Parliament for their annual deliberations on Latvia's Foreign and European policy. It is expected that the summary conclusions will be important for the Prime Minister of Latvia during informal European Council on the future of Europe in Sibiu (May, 2019)","About a half of all citizens’ consultations were organised by civil society organisations active either locally or at the national level, and the Ministry of Foreign Affairs provided funding to cover their expenses. In parallel to regional consultations, the ideas on the future of Europe were collected on the online platform Dialogi par Eiropas Nākotni. At the conclusion of the regional consultations and online idea collection, two Latvian CSOs (Providus, LPA) wrote the summary report.","About a half of all citizens’ consultations were organised by civil society organisations active either locally or at the national level, and the Ministry of Foreign Affairs provided funding to cover their expenses. In parallel to regional consultations, the ideas on the future of Europe were collected on the online platform Dialogi par Eiropas Nākotni. At the conclusion of the regional consultations and online idea collection, two Latvian CSOs (Providus, LPA) wrote the summary report.","The project is finished, but it is sill relevant in context of Latvia's deliberations on the future of Europe. Even those these consultations were held specifically for the European Council of December 2018, the insight gained during consultations events is still relevant. Main conclusions of summary report were presented by the Minister of Foreign Affairs of Latvia to the Parliament in January, 2019 for their annual deliberations on Latvia's Foreign and European policy. It is expected that the summary conclusions will be important for the Prime Minister of Latvia during informal European Council on the future of Europe in Sibiu (May, 2019)","1) It was not easy to coordinate information exchange between organisers of different events.
2) We would have preferred to have more time to organise the events.
In the future, we would suggest a more closely coordinated consultation process throughout the EU. A common schedule of events would allow us to link up via the internet participants in Latvia with participants in similar consultation processes in other Member States. This would encourage participants to see themselves more clearly as Europeans deliberating together on the future of Europe.","It was important that the state institution - Ministry of Foreign Affairs of Latvia - is not afraid of experimentation and does not try to micromanage the events organised by civil society organisations.","We will try to replicate conversations on the future of Europe in 2019-2020","With the benefit of hindsight, there were several particularly successful elements in Latvia’s
Citizens’ consultations in Europe, notably the following:
1) The innovative digital platform made it possible to involve a large number of people
in idea sourcing as well as put those ideas for voting in order to test their popularity.
2) The most successful events were structured as conversations and brainstorms having
maximum participant engagement and minimal thematic input from the moderator
and/or experts.
3) Inviting local civil society organisations to organize part of consultations and covering
their expenses in organizing such events. It was the local civil society organisations
who proved to be the best in attracting general public to their events, sometimes
linking consultations on the future of Europe with other topics relevant to their
respective municipalities.
4) Finding media partners for idea crowdsourcing on the future of Europe. The public
broadcasters’ website lsm.lv informed a broader public both about the interim
results of the voting and embedded in its platform a widget that allowed its audience
to propose new ideas.",,"a:1:{i:0;s:4:""7452"";}","a:1:{i:0;s:4:""7451"";}",,,
7415,"Open Justice Policy",https://oecd-opsi.org/innovations/open-justice-policy/,,"National Commission for Justice Administration Improvement (CONAMAJ) ","Costa Rica",central,"a:1:{i:0;s:12:""public_order"";}","Open Justice Policy ",https://justiciaabierta.poder-judicial.go.cr/,2018,"The justice system is fundamental for democracy. To ensure citizen confidence, to transparent all its actions and to ensure the legitimacy of judicial decisions, the Judicial Branch joined the worldwide effort to promote open government partnership with the creation of an institutional policy of Open Justice, unique in the region, which promotes judicial management based on transparency, citizen participation and institutional collaboration. It will benefit all users of the Judicial Branch.","The Open Justice Policy comes to solve problems such as the delegitimization of the Judicial Branch, due to acts of corruption, lack of transparency in their actions and lack of accountability. The implementation of the Open Justice policy expands and improves the way in which the population can obtain information about the institutional work, which facilitates the accountability, the public debate and citizen participation. Likewise, meeting spaces and communication channels are created, so that citizens can assume an active role in the design, proposals and policies making processes of the Judicial Branch. Recovering the confidence of citizens and preventing acts of corruption are the main goals of the Open Justice policy.
The Costa Rican Judicial Branch, through the National Commission of the Justice Administration Improvement (CONAMAJ), is the first to implement an Open Justice policy in the world. This policy aims to transparent the management of the Judiciary for the fulfillment of access to information through opening data processes, and also seeks to guarantee the participation of civil society in the design, execution, evaluation of processes, policies and services, and promotes spaces and co-creation mechanisms, alliances and networks for collaborative work. It aims for a quality public service that responds to the needs of citizens.
In order to ensure that this innovation is sustained over time, a strategic action plan was drawn up with specific objectives, goals and indicators, through which the policy will be monitored for the next 5 years. In addition, this strategic action plan was included in the strategic plan of the Judicial Branch itself and the Open Justice topic was placed as one of the institutional strategic axes.
The judiciary has been immersed in a process of paradigm change that seeks to open up and seeks to put as the center of its work the institution users and civil society, taking into account the contributions that society can generate for the improvement of the work performed in the different areas of the institution, benefiting all users of the services that the Judicial system offers.","a:5:{i:0;s:3:""619"";i:1;s:3:""611"";i:2;s:3:""302"";i:3;s:3:""621"";i:4;s:3:""190"";}","The Costa Rican Judicial Branch responds positively to the call of the Open Government Partnership and incorporates policies and strategic action plans aimed at producing greater satisfaction in the Costa Rican society by offering breadth, dialogue and the creation of public value in all the services that offers. All this through the implementation of the first institutional Open Justice Policy at national and regional level, which was co-created with civil society and citizens.","a:4:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";}","The policy is already approved. We are now in the stage of identifying new opportunities, generating ideas, developing proposals and implementaing them. Also discovering new ways for the implementation.","The Open Justice Policy was co-created with the collaboration of international and national experts, as well as the partnership with civil society, organizations and universities. This includes strategies that lead to optimal responses in more competitive, dynamic and complex social, economic and technological environments. Likewise, the participation of civil society was not limited to the co-creation of the policy, since spaces were guaranteed for working groups for collaborative processes.","The promotion of a more transparent management, greater access to public information, a more understandable language, modernize processes, and consolidate accountability, will benefit every Judicial Branch user and the society itself.
In addition, work has been done on identifying the Judicial Branch open data users, to promote the use of public information interest in order to transparent judicial management through technological mechanisms.","The implementation of the Open Justice policy began in January 2019; therefore there are still no tangible results.
However, it has begun with a process of awareness and training to all judicial officers about the Open Justice Policy and its benefits. In addition, a working group conformed by civil society is supervising the institutional processes and the implementation of the policy.
Citizen participation initiatives have been carried out and a Transparency Commission has been created that has developed norms and actions for the promotion of judicial management based on ethical values.
It is expected that with the implementation of the policy and its strategic action plan, there will be an open data portal with institutional information, and spaces for citizen participation will be strengthened; there will be open courts and open public defense offices, among other initiatives that conforms the strategic action plan for the next 5 years.","One of the challenges of the policy construction process was the cultural change in the Judicial Branch officers, to democratize the decision-making spaces by opening channels for listening and dialogue.
Questioning the technocratic and legalistic vision that has prevailed for decades, by recognizing and validating the citizen’s contributions, who offer many ideas and proposals to improve the institution management.
The lack of participatory culture of the Costa Rican society, and the lack of civic education, was also challenges that we had to face.","The Open Justice Policy has budgetary and human resources strengthened.
The Council of Magistrates, which is the decision-making body, approved the Policy, and adjusted institutional rules to the requirements of the Policy as the obligation to incorporate specific actions and open justice activities, such as citizen participation in every office in the Judicial Branch.
The institutional policy has a strong politic support, being a priority in the decision –making body of the Judicial Branch.","The initiative has not been replicated yet, because it is the first Open Justice Policy in the world. But it could be replicated in other judicial Branches in the region, adapted to the idiosyncrasies, conditions and characteristics of each country.
It is possible to replicate spaces for citizen participation and open data strategies, transparency and accountability.
Costa Rica's experience in the co-creation and implementation of this policy can serve as an example of co-created public policy for the entire national and international public sector.","One of the lessons learned is the processes building from the public value perspective. This innovative perspective requires the institution to rethink itself in terms of the citizen needs and to question whether its actions contribute value, not to itself as it was usually prioritized, but to the society.
Creating this policy in conjunction with civil society, from design to implementation, has been a positive way of knowing the real needs and demands of society, which can often be different from what the institution itself believed. In this way, it responds effectively, efficiently and maximizing the resources available, executing actions that respond to a real need.
Bringing the institution closer to the communities, forced judicial officers to relearn even the way they talk and communicate, it was learned that true access to justice entails the use of popular language, and that there are different needs in different areas and communities of the country, therefore we must know the users and their social and cultural contexts.",,,,,,
7460,"Making EU law-making more accessible to the public",https://oecd-opsi.org/innovations/making-eu-law-making-more-accessible-to-the-public/,,"European Ombudsman (EO)",Belgium,other,"a:1:{i:0;s:65:""Ensuring a transparent, ethical and accountable EU administration"";}","Making EU law-making more accessible to the public",https://www.ombudsman.europa.eu/en/special-report/en/94921,2019,"It is currently difficult for the public to follow how EU laws are made. This is because the Council - where Member States are represented - remains relatively inaccessible. Documents are difficult to get hold of and Member States’ positions on a given law are not public. The EO opened an own-initiative inquiry into Council legislative transparency and has called for a series of transparency steps to be taken.","There are two co-legislators in the EU - the European Parliament and the Council of the EU. While it is easy to follow how a draft law progresses through the various committees in Parliament until the final vote in plenary, the same cannot be said of the Council, where Member States are represented.
Once a draft law is proposed by the European Commission, it essentially disappears from public view as it makes its way through various Council working groups before being agreed at the political level.
The lack of transparency means that citizens do not know what their government’s position is on a given draft law. The EO’s inquiry and subsequent proposals for change are meant to shed light on the legislative process so citizens can better hold their governments to account.
Among the Ombudsman’s recommendations are that the Council systematically record Member State positions both in its preparatory meetings and in COREPER (ambassador) meetings; and that it draw up clear criteria for the classification of Council documents as the current practice severely limits their timely accessibility.
The Ombudsman also proposed that the Council set up a dedicated webpage for each legislative proposal and that it make its public register of documents more user-friendly.
Recording Member States’ positions on a draft law will also help bring the ‘blame Brussels’ culture to an end as it will be clear how governments shaped a given law or policy. The general public will be the main beneficiary of a more transparent legislative process, while EU democracy as a whole will be strengthened.
The ultimate aim is to change the culture in the Council so that Member States accept that increased public oversight on how EU laws evolve is good for the political and democratic esprit of the European Union.","a:1:{i:0;s:3:""302"";}","In EU Member States it is normal for citizens to know their government’s position on draft laws. At the EU level, Member States tend to approach law-making in international diplomacy mode. In other words, deals and compromises are made behind closed doors with the expectation that details on national positions remain undisclosed to the public. The EO’s innovation is to challenge this way of thinking and make it possible for citizens to closely follow the evolution of a draft piece of legislation to its final shape.","a:1:{i:0;s:14:""implementation"";}","The EO's inquiry in the legislative transparency of the Council of the EU began in 2017. and was closed in 2018. However, the case status can be considered to be ongoing as the process of cultural change that the Ombudsman is asking for takes time to occur. Since closing the inquiry, the Ombudsman has received the overwhelming support of the European Parliament for her transparency proposals in this area. The EO will continue to monitor how the Council implements her proposals.","The EO held a public consultation on how to improve legislative transparency in the Council and took the responses on board when drawing up proposals to improve accountability. The use of public consultations by an Ombudsman can help illustrate the strength of public interest in an issue and therefore increase the pressure for change.","While certain stakeholders who rely on knowing the status of draft laws - such as journalists and civil society organisations - are likely to be directly affected by increased transparency in this area, the benefits will also be felt by EU citizens as a whole as the law-making process will become more familiar and easier to understand.","The EO sent a Special Report to the European Parliament, asking for its support for her measures. Her three Recommendations and six proposals to make it easier for citizens to follow law-making in the Council were strongly endorsed in plenary in January 2019. This sent an important political signal ahead of the European Parliament elections in 2019. As of the time of writing, the Council has not yet formally replied to the EO’s proposals.","One factor that had to be taken into account was that transparency means different things to different Member States. What is seen as a normal level of law-making transparency in one country may be seen by another as too little or too much. In addition, Member States have been shaping EU laws in this manner for several decades so instilling change agreed by all takes time.
The EO anticipated these issues by making proposals that would be of real benefit to the public while still being feasible for Member States. For example, governments would still have space to negotiate on laws even after the implementation of all of the EO’s suggestions. The EO also anticipated that the Council would ask for longer than the given time (3 months) to come back with a response to her proposals, and noted in the original proposal that no extension of deadline would be granted. When Council did ask for a deadline, the EO decided to turn directly to the European Parliament for support.","One of the first and most important steps was to build a strong accurate case for opening the inquiry. This entailed looking into how exactly a draft law makes its way through the Council, and detailing how decisions are made and recorded. This meant that not only the Ombudsman’s team but, as importantly, the public could see where the problems were and where potential changes needed to be made.
Other conditions for success were the public consultation (to which the EO received several valuable replies and which lends a certain public pressure for change) and the regular press work to highlight the different steps of the inquiry, why we were doing them and what we hoped to achieve.","There is no reason why the pillars of this investigation
- thorough preliminary research
- listening to stakeholders
- holding a public consultation
- eliciting the support of the local parliament or assembly
- maintaining media interest through interviews and press releases and via social media
cannot be replicated in a similar inquiry by ombudsman offices elsewhere if there is a need to open up opaque decision-making processes.","The lessons taken from this inquiry are similar to those arising from other inquiries, namely that it takes time to change culture in a public administration and that sometimes success comes only incrementally.
As with other major inquiries of this nature, EO case-handlers took time to explain what the EO wanted from the inquiry and why; and also took time to listen to explanations as to why things were done in a certain way. Even if the EO ultimately found that certain processes had to be changed, the exchange of views helped to foster a constructive atmosphere.",,,,,,
7483,"The Madrid Territorial Rebalancing Fund",https://oecd-opsi.org/innovations/the-madrid-territorial-rebalancing-fund/,,"Ayuntamiento de Madrid/ Municipality of Madrid",Spain,local,"a:1:{i:0;s:8:""economic"";}","The Madrid Territorial Rebalancing Fund",,2016,"Madrid's Territorial Rebalancing Fund (TRF) is a new policy instrument created to tackle urban vulnerability and segregation based on a sound scientific methodology, able to dynamically map social vulnerability in detail. It redistributes resources aimed at implementing feasible projects defined in the context of participative processes managed by the district councils.","Madrid has historically been characterized by a high level of territorial imbalance from the point of view of social cohesion. The reason for this is that from the 1960s onwards, social vulnerability has become concentrated in certain districts. According to academic studies (Leal y Sorando, 2015; Musterd, 2016), due to a consolidated dynamic of lack of policy attention, Madrid has become the most segregated European capital.
In 2015, the Municipality of Madrid set the achievement of social cohesion as a policy priority in its agenda, building on an approach of territorial solidarity. To realise this, a new urban policy instrument was created: the Territorial Rebalancing Fund (TRF), based on a solid scientific methodology (AHP, Analytic Hierarchy Process) that is able to map social vulnerability in detail, taking into account the complex and changing nature of this concept. The TRF pursues 3 main objectives:
1. To advance in the social cohesion and territorial balance by introducing and consolidating the principles of co-responsibility and inter-territorial solidarity in the policy approach of the city of Madrid.
2. To address the needs of the most vulnerable neighbourhoods, assuming an integrated approach (social, environmental and economic) implemented through viable projects.
3. To foster the participation of the local community through an inclusive strategy that aims to integrate the voice of the most vulnerable social groups in the process.
The TRF is acting on three different levels:
1. Mapping and understanding the concentration of vulnerability in the different districts based on a sound diagnosis, specifically designed to take into account the multidimensional nature of social vulnerability, and able to be used as an evaluation tool as well.
2. Acting with an area-based approach on the basis of the results in the most disadvantaged districts, but also addressing social vulnerability on the neighbourhood scale when it is present in the richest districts. The TRF concentrates financial, technical, and governmental resources, creating a multidimensional leverage effect aimed at reversing the negative dynamic described before.
3. Acting with a people-based approach, prioritizing the needs identified by the local community in the context of participative processes in which the gender factor is present.
The TRF interventions are classified in 4 groups, in which the number of interventions and the annual budget are noted.
1. Social, cultural, and educational interventions: 2016: 1,903,345 €: 19 interventions. 2017: 8,289,565 €: 66 interventions.
2. Public Housing, in which the main partner is the sectorial agent EMVS (autonomous municipal housing development company) 2016: 4.045.000 €, 8 interventions. 2017: 8.310.010 €, 14 interventions.
3. Employment, training and insertion in the labour market, in which the main partner is the sectorial agent ApE (municipal employment agency) 2016: 11,226,059 €: 12 interventions. 2017: 15,167,312 €: 36 interventions
4. Urban Development, public spaces and urban facilities: 2016: 4,764,805 €: 13 interventions. 2017: 42,252,766 €: 95 interventions.
The TRF is achieving concrete results in the neighbourhoods in which it is acting through an integrated urban regeneration approach that encompasses economic, social and environmental action, framed in the context of participative processes where the specific measures are discussed and agreed on by all the relevant stakeholders and the local community. This results in effective and feasible projects that are reducing social vulnerability by adopting a placebased and people-based approach with a gender perspective. These projects are developing local capacity and making neighbourhoods resilient to social vulnerability. The TRF is also providing the Municipality with an important knowledge base on how local governance (multi-level and interdepartmental) might be improved, particularly in the context of the current decentralization process. Some of its elements are being integrated in other local policies and the whole instrument is being transferred both nationally and internationally. Within Spain, it has been transferred to be replicated in the city of Oviedo (the capital city of the autonomous region of Asturias, with 220,000 inhabitants) and in the Spanish Municipalities and Provinces Federation (FEMP), an association that assembles 7.324 Spanish municipalities, as well as provincial and island councils. Internationally, it has been transferred to Buenos Aires, the capital of Argentina. Moreover, the TRF is coherent and is contributing notably to the implementation of Spain’s 2016 New Urban Agenda and Pact of Amsterdam (Urban Agenda for the EU) commitments.",,"The Madrid TRF has introduced innovation to the traditional approach adopted by the Municipality in the past towards urban vulnerability and segregation. This innovation encompasses different aspects:
• Since the 1960s, social vulnerability has traditionally been concentrated in some city districts . This trend had been repeated and consolidated in the following decades until 2015. In that year, the new local government decided to fight against social vulnerability and its spatial concentration as a policy priority, adopting a mixed place-based and people-based approach.
• In order to undertake the aforementioned objective, the Municipality sought academic support. A team of scientists from Carlos III University of Madrid developed an innovative methodology able to take into account the changing and multi-dimensional factors that result in urban vulnerability and spatial segregation. The so-called Analytic Hierarchy Process (AHP) is a multivariable analysis methodology that assigns a vulnerability indicator to each of the neighbourhoods and districts in the city. The level of neighbourhood disaggregation allows urban vulnerability to be mapped in detail. As a result, this methodology identifies the large areas of concentration of vulnerability in the most deprived districts, as well as smaller areas located in richer districts.
• The economic resources of the TRF are distributed based on the specific needs of each district, and managed directly by the district councils. This is another relevant innovation. In the last decades Madrid has been a very centralized city, where the districts (the institutional bodies closest to the citizens) did not have capacity to act regarding this and many other matters. The TRF is advancing in the decentralization strategy that the Municipality has been undertaking since 2015.
• The district councils also manage the participative processes of the TRF methodology, aimed at selecting the measures to be undertaken in each district. In these processes, all the relevant local stakeholders are involved, including the citizens and their associations. In this regard, the TRF methodology is also introducing innovation in decision-making, as previously Madrid did not have experience in sustained participative processes.
• As a result of all this, the TRF is creating a new way of building up social capability and reinforcing local resilience.","a:1:{i:0;s:14:""implementation"";}","The city of Madrid has traditionally been characterized by significant territorial social unbalance. This tendency began in the 60s, was clearly identified in the 80s, and has persisted up until the present day, consolidating a pattern of spatial organization that concentrates social vulnerability in some districts, making Madrid the most segregated european capital.
The TRF as a tool to identify social vulnerability is the result of years of scientific research that have resulted in the development of the AHP multicriteria methodology. The AHP provides a neighbourhood vulnerability index based on 12 objective indicators, structured in 5 groups with a relative weight: population (14,2%), socio-economic status (24,7%), economic activity (33,3%), urban development (17,6%), and social care needs (7,5%).
Apart from budget allocation, these indicators are also used to evaluate the results of the process. As a result, the TRF has entailed the transfer of knowledge and data to and from the world of Academia and local authorities and policy-makers.
• The TRF has caught the interest of different city councils in Spain. For example, the Municipality of Madrid has been asked to provide information on this instrument by the Municipality of Oviedo (the capital city of the region of Asturias, with a population of around 220,000 inhabitants), that aims to implement a similar instrument, and has set a task force to study how the TRF methodology can be transferred to its specific situation.
• The TRF has also caught the attention of local authorities from other countries. This has become evident following all the international and national events at which the TRF has been presented, and its dissemination in the media (newspapers, online, radio, tv, etc.), on occasions when different cities have requested the Municipality of Madrid to inform about it. In this regard, the TRF is not only transferring its methodology and experience to other local administrations, it is also drawing the attention of different stakeholders to the importance of facing social vulnerability at a municipal level, showing that it is possible to do so in an effective and equitable way.","The Territorial Coordination Department of the Municipality of Madrid is the leader of the TRF initiative. It provides the funding, distributes it amongst the district councils according to the AHP methodology and provides them with technical and administrative support. The district councils contribute with their proximity to the citizens, organizing dialogues and participative processes that decide which projects receive funding and in some cases, the guidelines of the project’s design. Sectorial agents provide their expertise in their area of interest (EMVS in public housing, ApE in employment policies, Madrid Salud in health programs) developing the projects according to the participative processes. NGOs and neighbourhood associations are also involved in the implementation of the local projects, especially in the 22 Integrated Neighbourhood Plans, contributing with their key knowledge of the affected areas and communities, proposing innovations and developing their initiatives.","Users, stakeholders and local communities are involved after the allocation of the budget to each council. Then different projects are presented in a concertation process, prioritized by the different agencies, that can also present their own proposals. The content of some of these iniciatives will then be defined in depth through further voting processes. Finally, some of the projects are executed by local organizations. From 2016 to 2017, the “Local Forums” (LF) have been established as permanent participative spaces in which decision-making and concertation processes take place. This has been a successful new initiative that is enhancing the capacity of the instrument to address the requirements of all social groups. LF are independently structured in each district, but they generally have working groups for each of the TRF areas of action: Social Intervention, Housing, Employment and Urban Development.","The 3 original objectives have been achieved:
1. Inter-territorial solidarity, cohesion and the territorial balance of the city: - The TRF is the first of Madrid’s instruments to address vulnerability, based on a solid methodology that compares and monitors the situation of all the districts annually, reducing both the social, and the urban deficiencies of the neighbourhood. - The transference of coordination and responsibility between different institutional levels is increasing. The TRF involves local government, 3 local agencies and 21 district councils.
2. Integrated sustainable development:
a. Environmental dimension:
- 37 public spaces are being regenerated and made universally accessible.
- 15 socio-cultural facilities and 8 sports facilities are being improved or created.
- 5 social housing buildings will be constructed, some of them with a specific gender approach.
b. Economic dimension: - 9 out of 24 approved workshops are dedicated to women and to the long-term unemployed.
- More than 1,500 unemployed citizens are being trained/reinserted into the labour market.
c. Social dimension: - 22 mediation, security, and Integrated Neighbourhood Plans have been approved.
- 67 out of 178 (2017) approved initiatives are focused on gender equality and vulnerable social groups.
3. Citizen participation in government:
- Public debate: More than 165 projects were debated between different stakeholders in 65 meetings with more than 550 people, and where 243 entities were represented.
- All the actions have been approved by all the relevant actors and institutions. As a result, district councils are being empowered and recognized as institutional bodies that give the local community a voice in decision-making.
- Digital governance: 30 % of the projects were proposed by the public using the online participative platform of the Municipality (http://decide.madrid.es).","The TRF implementation process has faced two main challenges:
1. First, the TRF had to be able to count on a consistent methodology to be able to identify Madrid's vulnerable areas. This challenge was met by integrating academic knowledge into the instrument's design, in particular, by researchers from Madrid's Carlos III University, who developed the multivariable analysis methodology able to take the complex nature of urban vulnerability into account.
2. The second challenge consisted in making the TRF an instrument that integrated local knowledge and demands (non- expert contribution) with the knowledge and experience of specialists and decision-makers (expert contribution). This problem was solved by turning the TRF into a participative instrument. The TRF allows participation in the context of ""Local Forum"" meetings and e-government polling through the Municipality participation platform (http://decide.madrid.es).","The TRF has been a successful initiative so far, thanks to the political leadership of the Municipality of Madrid, that created a new Area of Government, the Territorial Coordination Council (TCC), that centralizes the financial resources and is focused on the task of territorial organization (the TRF used about 90% of the TCC budget in 2016 and 2017, and is estimated to consume about 80% of it in 2018). The CRC also provides specialized technical human resources to the district councils. It is necessary that district councils are motivated in the implementation of the projects, which they usually are, as the TRF represents an extra contribution to their ordinary budget and a significant help in developing projects that, in most cases, the local communities have long been demanding.","Social segregation and urban vulnerability are common problems in contemporary cities, especially in the countries of southern Europe, and in Latin America. However, they are also present in all the OECD sphere, for instance northern and central European and North American cities. Increased urban segregation is correlated with a reduction in social cohesion. Therefore, the TRF is tackling a widespread and potentially conflictual challenge of urban societies all over the world. The AHP scientific methodology used by the TRF for budget allocation is objective, uses a relatively simple set of statistical data and is therefore easily replicated elsewhere; the AHP has allowed a quick, non-contested distribution of the financial resources of the TRF, which commonly is the main obstacle in complex initiatives and is known to drag out the process. In addition, the participative methodology makes the instrument adaptable to different contexts and local characteristics.","• The TRF is providing the Municipality with experience on how to improve local strategies for urban regeneration by involving all the relevant stakeholders in the process, trying to overcome the lack of participative tradition in Madrid
• The TRF is also gaining practical experience on how the devolution of competences to the district councils can take place at a larger scale, in the framework of the Municipality’s undergoing decentralization process.
• The TRF is improving local horizontal governance as district council departments are making a concerted effort to collaborate with the people, helping the Municipality to better understand their needs and adjust the characteristics of the projects. For instance of this collaboration is the creation of the Integrated Neighbourhood Plans in 2017.
• Hence, now the TRF is a permanent instrument with a proven ability to address social vulnerability.","The TRF has been developed at a great speed: in 2015, the Decentralization Strategy of the Municipality was approved. The TRF was first introduced in 2016, is being developed throughout 2017 and is set to continue in 2018. It has been widely accepted by all the agents, both institutional and civil.",,,,,
7615,"Kol Zchut",https://oecd-opsi.org/innovations/kol-zchut/,,"Kol Zchut",Israel,central,"a:1:{i:0;s:69:""Public accessibility to information regarding rights and entitlements"";}","Kol Zchut",http://www.kolzchut.org.il,2010,"In most countries residents are entitled to a number of social benefits, but few people ultimately claim these benefits as they may be unaware of them, of who is eligible, how to apply for them etc. Israel was no different, until recently when Kol Zchut developed www.kolzchut.org.il, which holds over 6,000 information pages, serving more than 6 million unique users annually (>50% of Israelis), dramatically increasing public accessibility to information, and boosting claims to benefits.","Rights and entitlements take-up – the social challenge:
In Israel, many rights and entitlements (R&Es) are legislated and budgeted for, but actual take-up is much lower than what the government, especially socially-oriented ministries and agencies, wish for. A major factor in this is an information gap – people are often unaware of their rights, of what the claiming process involves (which forms, how and where to submit them), etc. Moreover, rights are written in legal bureaucratic language that can be difficult to understand, and information is often dispersed between various places. These factors contribute to a reality in which the government is far from realizing the social values and policies it aspires to.
Kol Zchut is an innovative systemic solution to the information gap of R&Es:
Kol Zchut (Hebrew for ""All Rights""), making its first steps in 2009, took the aforementioned challenge as a basis for its mission statement: ""Creating a fundamental improvement in the take-up of R&Es by Israeli residents, through bridging the information gap"".
The objectives of KZ were designed to address the causes of the information gap:
A. Missing information – we must create a comprehensive database of as much information as possible, about as many R&Es, in as many life situations as possible.
B. Additional information is essential for actually realizing R&Es – any core information regarding R&Es must come with actionable information on how to consume these, where to go first and where later, relevant forms etc.
C. R&Es are written in formal, legal language – information must be in simple and accessible Hebrew and Arabic (the largest minority language in Israel) while maintaining the essence of the information itself
D. Information regarding the same life situation is dispersed between various sources – the data should be reorganized and list the R&Es from all relevant sources
E. Those who need the information most probably have less capacity to reach and use it – we must make our solution useful to help-givers such as social workers and volunteers, and translate all the information for the benefit of the Arabic speaking minority in Israel.
When setting out to pursue these objectives, we carefully considered our core values and relative potential as a socially-driven NGO, and chose the following strategic components [see section 3.1] :
A. Developing a highly interconnected web site, using a free, customized & open-source, Wiki-based infrastructure
B. Developing cross-sector collaborative processes for writing and updating the contents of the web site, as well as disseminating if for public use [see section 4.1].
C. Assuring the web site is available to all sectors of the public – free of any charge.
Who and how many benefited from Kol Zchut so far:
The direct outcomes KZ are far beyond what we envisioned for 8 yeas of operation [see more in sections 4.2 & 5.1]:
A. More than 6 million unique users visited KZ in 2018. This is estimated to represent 2-3 million individuals using KZ, out of 6 million Israeli adults (out of 9 million residents). These numbers are growing steadily since day-one of KZ.
B. The ""helpers"" community. Social workers / NGO volunteers have a ""system of record"" that they use whenever in need to help a client
C. Through a large number of surveys - 26% of the users stated they have been assisted by KZ to realize at least one right .
D. KZ is widely used by all sectors of society, including low income, lingual, ethnic, cultural and religious minorities etc.
Kol Zchut also created a systemic effect by a) thousands of social workers and volunteers integrating KZ into their professional work and procedures; b) many government agencies voluntarily collaborating with KZ as a complementary component in promoting information to the public; c) since 2017 the Ministry of Justice and Ministry for Social Equality (with the assistance of JDC-Israel) heavily supporting KZ and dramatically improving KZ integration within the public system.
How do we plan and foresee the future of Kol Zchut:
A. We see Kol Zchut expanding to more comprehensive coverage of content, regarding R&Es in many more life situations, with full translation to Arabic, and maybe to other languages.
B. We see Kol Zchut being used by more Israeli residents and more public professionals, raising not only the actual level of R&E take-up, and also the public sense of self-efficacy in realizing rights in Israel.
C. We see Kol Zchut connected and enabling the development of related capabilities serving the public (such as R&E calculators, location-based service search platforms etc.)
D. We see Kol Zchut integrated more deeply into the government system.","a:8:{i:0;s:3:""612"";i:1;s:3:""619"";i:2;s:3:""181"";i:3;s:3:""302"";i:4;s:3:""354"";i:5;s:3:""190"";i:6;s:3:""303"";i:7;s:3:""621"";}","There have been similar efforts in other countries focusing primarily on a) government-citizen relationship b) government services c) computation engines of the citizen rights.
KZ looks at the problem differently:
1. People search for R&E's in a context of an EVENT e.g. cancer / layoffs / childbirth etc.
2. They need 360 degrees of information including labour laws, medical insurance regulations etc.
3. They need plain language with as many examples as possible
4. In many cases R&Es are a result of court rulings that are not necessarily embedded into public sector web sites
Based on these assumptions we translated the legal system into meaningful ""blocks"" that can be utilized in one or more specific context.
On top of that, we created a fabric of methodologies, technical features and collaboration strategies that allow us to benefit from the professional expertise and experience of public services professionals as well as from the wisdom of the crowd.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";}","Kol Zchut was launched in 2010, and as of 2019, it is implemented and mature, influencing a vast number of Israelis on a regular basis.
However, it is still developing and adapting in several ways:
A. Increasing the coverage of R&Es to new fields
B. Keeping up-to-date with the continuously changing legislation and regulations
C. Updating our UI to fit the potential of technology and needs of the public (mainly those who need KZ most)
D. Deepening our cooperation and integration with government organizations and processes
E. Encouraging and supporting the development of related infrastructures (e.g. R&E calculators, GIS -based services etc.), of which Kol Zchut can serve as a vital component.","Kol Zchut holds a fundamentally collaborative approach – not assuming to own the knowledge in this field, but rather creating the collaborative process, in which organizations from all sectors – public sector, non profit and academia – participate for the benefit of the public. Dozens of these organizations take part in proofing the information, and disseminating it to the public. The public is also part of updating the web site, through a heavily used ""content change proposal"" mechanism.","Every person or family in Israel holds R&Es in many life situations, in fields such as education, housing, social security, health, and many more. KZ therefore aims to be used on a regular basis by EVERY resident of Israel, as well as EVERY professional assisting people who are in acute need but less capable of using KZ themselves.
The results listed next show that KZ is getting close to meeting this objective.
We see government agencies and other NGOs as collaborative stakeholders in KZ.","Kol Zchut is continuously measuring results and impacts mainly through extensive use of Google Analytics and random user surveys (~4,000 answers in 2018).
In terms of direct results (data is relevant to 2018):
A. KZ was used by 6 million unique users (Israel has 9 million residents), generating 26 million page views, and the numbers are growing continuously. Around 260,000 returned to use KZ 8 times or more.
B. KZ directed users 1.5 million times to specific places (e.g. forms) in government web sites (a 71% growth from 2017).
C. 82% of the general users and 92% of professionals reported a high level of satisfaction in using KZ
D. 26% stated they have realized at least one right assisted by the information of the web site and an additional 29% started working to realizing their rights after using KZ.
E. KZ contains more than 6,000 information pages in Hebrew, out of which 55% (in 2 years 90%) are translated Arabic.
We see KZ and its vast usage growing even further in coming years.","The main challenge in the development of Kol Zchut was promoting the possibility of meeting its objective (all information in one ""place""), as the problem of R&E take-up seemed insolvable in a systemic way. Our main approach was showing the results in a very clear and tangible way, one step at a time.
A few more of the challenges were:
A. Leading a collaborative approach in an arena that is conflictual and confrontational at times, and gaining the trust of potential partners. Our approach here was clarity and consistency with our values, patience and attentiveness to the needs of partners, and maintaining a respectful culture of partnership and in everyday life.
B. Prioritizing between the important components, such as writing and updating content, translation to Arabic, and development of new technological capabilities.
C. Achieving financial sustainability, while offering the information totally free of charge to the public.","We can name the following enabling conditions for success in the context of Kol Zchut:
A. Wide agreement about the notion that whatever R&Es are legislated and budgeted, the public should be aware of them and be able to claim them independently in most cases. When there is a fundamental dispute over the objective, a participatory-collaborative strategy will not hold.
B. Collaboration with public services is relevant when they see the citizenry as ""customers"" and not as ""beggars"". As such they look at KZ as a partner rather than as competition or as a nuisance.
C. Most of the information should exist in some obtainable form – Kol Zchut set out to make information accessible to the public, and could not have done the task if the information was not available on the Internet in whatever kind of format.
D. Independent resources for the first, proof of concept phase, followed by government funding as the initiative develops to a growing scale and dependency of the public.","As far as we know, Kol Zchut has not yet been replicated either locally or worldwide, although we were invited to give presentations in several places. We believe that the challenge of R&E take-up and the information gap at the heart of it is relevant to many countries, states and local authorities. It is reasonable to believe that with adaptation to the local context, the factors causing these problems are similar, and therefore the approach, as well as some of the actual tools developed by Kol Zchut, are applicable.","1. Patience. Especially when starting small. It takes a long time to author content and it takes a longer time for the public to access and appreciate it.
2. Measure. As a digital operation everything should be measured and be used for day-to-day management as well as strategic changes (e.g. the shift to smart phones),
3. Collaborate and do not compete. Our strategy was to recruit the public services with KZ usage. You cannot do that and in parallel compete with them. Identifying key collaboration-oriented stakeholders is crucial.
4. Respect the constraints public services have and do not use that as a reason to over-criticize them.
5. Listen to your customers via their e-mails, surveys, analysis of site usage (Google Analytics. Hotjar etc.), personal comments, site visits (social services departments) etc.
6. Continuous adaptation. Responding to your customers, adapting to technologies etc,
7. Numbers are not everything. What is more important? 10,000 page views of information allowing a Eur 2 discount on some bill, or 100 page views of information relating to specific rights of someone with some rare life-threatening illness?","Kol Zchut is eager to promote its usage elsewhere. We believe that it is relevant everywhere. We will be happy to share our experience, methodology and naturally our Open Source technology.",,"a:2:{i:0;s:4:""8480"";i:1;s:4:""8481"";}",,,
7665,"Education in Open Government",https://oecd-opsi.org/innovations/education-in-open-government/,,"Ministry Of Territorial Policy and Public Service, General Directorate Of Public Gobernance",Spain,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Education in Open Government",http://transparencia.gob.es/transparencia/transparencia_Home/index/Gobierno-abierto/EduGobAbierto.html,2018,"Education in Open Government is a project whose main objective is to foster social and civic competences for the exercise of one's democratic citizenship in children and young people. It involves three phases:
1) Teachers' training via a massive online open course (MOOC).
2) Implementation of educational projects in schools: for this purpose, 3 guides of Education in Open Government have been published: Primary Education, Secondary Education and High School.
3) Evaluation of the experiences.","Nowadays, there is a decline in trust in public institutions and a lack of interest in public affairs. Open Government gives citizens the opportunity to demand transparency and accountability from public administrations, as well as to participate actively in public decision-making. It involves a cultural change that is expected to repair trust in democracy. Education in Open Government aims to accelerate this cultural change, transmitting the principles of Open Government to those citizens who will be making decisions in the future.
The project seeks to educate children and young people to be responsible citizens. Open government education guides for Primary, Secondary Education and High School show open government initiatives adapted to each educational stage, so that students can understand its importance and how they can demand transparency and participate in public affairs. The target population at the present is students, but the benefits will reach the whole of society.
The project started in 2018 in Secondary Education schools in 8 regions of Spain, as well as in 1 Spanish center of Portugal. During the 2018/2019 school year, it is being expanded to other regions and to Primary and High School students. The coordination is carried out by the General Subdirectorate of Open Government (General Directorate of Public Governance).
The evaluation of the pilot project was carried out through a seminar-workshop with participating teachers. In terms of areas of improvement, the following were highlighted: 1) to facilitate the recognition of participating schools, through prizes or awards, and 2) the inclusion of open government education in the academic curriculum. The General Directorate of Public Governance is working on both issues in order to scale the impact of the project.",,"It is the first time that a comprehensive educational project specific to Open Government has been carried out. All educational stages have been taken into account: teacher training through a MOOC, elaboration of guidance material, students' education and project evaluation. It is worth noting the coordination process that took place between different public administrations, since Education in Spain is managed by the Autonomous Communities. The project has been led by the General Directorate of Public Governance, through the General Sub-directorate of Open Government. Work has been carried out jointly with the Ministry of Education and Professional Training, through the National Institute of Educational Technologies and Teacher Training (INTEF), as well as with different departments of the Autonomous Communities (transparency and education departments). In addition, all the levels of Public Administrations and representatives of civil society have participated.",,,"'- General Directorate for Public Governance: coordination and supervision.
- Ministry of Education and Professional Training, through the National Institute of Educational Technologies and Teacher Training: developing the MOOC to train teachers and publishing the educational guides.
- Experts in Open Gov from University: elaboration of the guides, MOOC dynamization and teachers' advice.
- Open Government Forum (Public Administrations and Civil Society organisations): guides review.","'- Students of Primary, Secondary and High School: they learn the Open Government concept and its principles, as well as practical cases to apply them in their school, city, etc.
- Teachers: they learn the concept of Open Government and its principles, in order to teach their students.
- Civil Society: the project helps to spread the values of Open Government into society, fostering responsible citizens committed to public affairs.","Data from pilot experience (2017/2018 school year):
1) Participation data (data collected by the National Institute of Educational Technologies and Teacher Training: INTEF):
- MOOC (Massive Online Course): 130 out of 532 teachers from Spain passed the Course.
- Educational project in schools: 20 teachers from Spain developed an educational project in their schools.
2) Teachers' conclusions (data collected from evaluation seminar-workshop):
- Teachers demands:
• Better initial information.
• Coordination in the schools to develop the project
• Institutional support of the schools
• Follow-up during the training process
• Better Scheduling
Success factors:
• Students' interest
• Closer coordination among various bodies of the public administration
• Linking learning and school activity with life and community experience
• Teamwork among the teaching staff
• The support of the management teams
• The exchange of experiences
• Flexibility in the work rhythm of the MOOC
It is expected to have impact in the future: increased participation in public life","The main challenge is to ensure that Education in Open Government reaches all Spanish schools. The best way to achieve this is by including Education in Open Government in the school curriculum. The General Directorate of Public Governance is working on it in coordination with the Ministry of Education and Professional Training.
The challenges encountered during the project implementation involved difficulties in coordination between public administrations, because Education is a competence of the autonomous communities. In addition, there are two kinds of departments in autonomous communities related to Education in Open Government: Transparency or Open Government department and Education department. These communication problems are being solved through the Sectorial Commission of Open Government, where coordination is being addressed.","1. Institutional support.
2. Coordination between public administrations.
3. Leadership and guidance from General Directorate for Public Governance, though General Subdirectorate for Open Government.
4. Involvement of school management teams: e.g. by giving awards to involved schools.
5. Teachers' motivation: e.g. course certificates.","The project can be replicated for students in other age groups (University, Professional Training, etc.) and in other countries, adapting the didactic resources: guides and MOOC*. In fact, the pilot experience has been shared in a seminar-workshop with countries of Latin America and Caribbean organized within the Intercoonecta Plan of the Spanish Agency for International Development Cooperation (AECID).
*MOOC objectives:
- Learn more about Public Administration and the Government in the digital society.
- Learn how to evaluate social and civic competences related to Open Government.
- Share a common conceptual framework regarding Open Government.
- Know good national and international practices related to transparency, accountability, participation and collaboration in Open Government.
- Identify the potential of information and communication technologies to improve each of these Open Government spheres.
- Promote new democratic values and open up information","The seminar-workshop held to assess the pilot experience was useful to learn about the successes of the project and what can be improved, as well as to maintain a close relationship with the teachers involved. We learned it is necessary to improve the coordination between the involved public administrations, because sometimes the teachers did not receive information in a timely manner or it was not properly explained.
We also learned that it is worth including the Education in Open Government in the school curriculum, in order to increase the schools managing teams’ commitment and to adapt the academic schedule.","The project is being developed during the 2018-2019 school year in Primary, Secondary and High School centers. For the moment, 13 regions have joined the initiative, as well as 3 Spanish centers abroad. Guides are being published in the co-official languages of different regions of Spain.",,,,,
7704,"Bonus Cultura - 18app",https://oecd-opsi.org/innovations/bonus-cultura-18app/,,"Presidenza del Consiglio dei Ministri, Dipartimento per l’informazione e l’editoria",Italy,central,"a:1:{i:0;s:11:""information"";}","Bonus Cultura - 18app",https://www.18app.italia.it/#/,2016,"Based on the idea that cultural consumption is important both for enriching yourself as a person and strengthening the fabric of our society, in 2016 the Italian government introduced a 500€ cultural bonus for all 18-year-old people living in Italy. Young people can spend it on cultural items and activities such as going to theatres, concerts and museums, buying books, etc. They have to register online and then spend the money through the dedicated website 18app.it, accessible from any device. This was promoted through an extensive online campaign on social media by the government.","Bonus Cultura represents a welcome for those who reach the age of 18 and a reminder of how crucial culture is, both for personal enrichment and for strengthening the social fabric of the country.
The initiative has been welcomed by 18-year-old citizens, who face a difficult economic landscape when they leave school: high unemployment, a lack of secure, long-term contracts and an economy that has performed dismally for a decade. Every 18-year-old has been entitled to claim 500€ and spend it on culturally enriching pursuits such as going to theatres, concerts and museums, visiting archaeological sites, and buying books.
Young people who turn 18 can access the fund by registering through their unique digital identity (SPID), and then spend the money, through the dedicated website 18app.it, accessible from any device. They have six months to register and one year to spend all the credit. The process is entirely made online: each user can create vouchers which can be used to make purchases. The vouchers can be printed or downloaded to smartphones and tablets for making in-store purchases and can also be used to shop online.
Giving each teenager 500€ to spend on culture means investing in their future and allowing them to participate directly to their county cultural and social life. In order to make the initiative well-known and to make the users a pro-active part of it, a social media campaign has been made on Facebook and Instagram. For the first time ever, the Italian government decided to choose social media as the main medium to talk to citizens and the results are outstanding.
The official Facebook fan page gives information and collects users feedback also through direct messaging. At the moment, the numbers are the following:
Facebook (18app)
Followers: 49k; Reach: 3,5 mln; Engagement: 12 %; Messages received: 15k
Instagram (18app_official)
Followers: 14k; Reach: 1,4 mln; Engagement: 6 %
Young citizens are not the only one who benefited from the innovation. Also cultural merchants were part of the project since the very beginning: not only big players, but small ones too. The participation of merchants is relevant and the result of the hole project is a measurable growth in cultural consumption.
A mobile native app is about to be released. It is an open source software. The open collaboration has created a network of digital specialists that work together in order to constantly improve the innovation.
The innovation is now at its third edition and a fourth one is already provided for the following year. In the meantime, government has changed twice. The social media campaign is still ongoing and the expected results are even bigger than the present ones. The constant activity on social media, including direct messaging, is extremely helpful and effective in terms of accountability , web reputation, transparency and stakeholder participation. As a result, the users seem to be more trustful towards the government and more involved in its proposals.",,"Bonus Cultura is a unique case all over the world. By giving each teenager 500€ to spend on culture, Italy promoted a cultural policy where the focus is on the demand instead of the supply, and the recipients are very young.
The project is entirely digital and for the first time ever, the Italian government decided to use mainly social media to promote it and to establish a direct and pro-active interaction with citizens.",,,"Bonus Cultura is the result of a collaborative work led by the Italian Ministry of Culture and the Italian Presidency of the Council of Ministers. It sees the contribution of different actors: Digital Team of Italian Presidency of the Council of Ministers, Italian Digital Agency (Agid), Computer Technology General Society (Sogei), Public Insurance Services Society (Consap).
The users themselves are involved in the design process of the innovation by giving feedback and comments.","– All citizens born in 1998, 1999 and 2000.
– Businesses part of the culture sector
– Government officials involved in the design and users of the platform/social media to better understand citizens’ needs.
– The media, which played an important role in disseminating information.","We are able to make a comparison between the three editions of the project. It is possible to measure the results and impacts on users and stakeholders by looking at data and by analysing the social media insights. The entire amount of potential users is approximately 550k per year. Here below, some numeric results.
First edition - 2016/2017 (ended): 356k people registered - 162mln € spent - 4,4k merchants active -30k Facebook fans - 3k Instagram followers - 6k messages received on Facebook
Second edition - 2017/2018 (ended): 417k people registered - 192mln € spent - 5,3k merchants active - 46k Facebook fans -11k Instagram followers - 8k messages received on Facebook
Third edition - 2019 (ongoing/started on January 7th): 283k people registered -27mln € spent - 5,3 merchants
49k Facebook fans - 14k Instagram followers -1k messages received on Facebook
We expect for the current and future year a significant increase in the number of people registered and in the total amount spent.","The main challenge has been the relationship with young citizens about cultural supply which is not very familiar to them. Young recipients had problems with the online platform and revealed to be more comfortable with face-to-face interactions and mediation processes.
At the very beginning, there were technical problems, mainly related to the unique digital identity (SPID) which is the preliminary step before the registration. The two different deadlines (June 30th for the registration and December 31st for spending) were also difficult to be communicated to the young people and their families. Another critical issue was the illegal use of the Bonus made by some recipients and merchants.
To address this issues, a social media and crisis management staff was created. This working group has been able to face different problems acting both on front and back office and making connections between all the actors involved in the project.","The success of Bonus Cultura is due to different conditions:
1. a strong political will allowed the project to begin;
2. a complete regulation was written;
3. effective processes and guidance were implemented;
4. the right tools were chosen (platform and social media);
5. an organizational model was created, with the involvement of different professionals;
6. human, financial and communication resources are in place;
7. citizen’s needs and feedback are crucial;
8. the staff members are professional and motivated.","Due to its success, a similar platform, named Pass Culture, is being experimented in France.
In my opinion, the innovation has a high potential to be replicated and further developed in the future, in Italy and other countries. It could eventually lead to a European Cultural Bonus.","As we know, internet and the digital experience are part of our everyday life. Therefore, an effective open government innovation should have a deep digital implementation.
From the Bonus Cultura experience I had the opportunity to learn that the principles of transparency, integrity, accountability and citizens participations need to be promoted through digital solutions and that effective digital solutions are based on a complete process engineering and on the collaboration of different government bodies.
The positive and pro-active relationship between people and governments can be translated into digital services accessible by any device, and mainly by smartphone. Moreover, a daily and quality communication with the public services users can significantly contribute to the improvement of the institution reputation and accountability.
Bonus Cultura - 18app is a best practice also from the organizational point of view. In particular, it revealed that the approach “open collaboration with a clear guidance” is effective and enables to constantly monitoring and improving the innovation.",,"a:12:{i:0;s:4:""8026"";i:1;s:4:""8029"";i:2;s:4:""8032"";i:3;s:4:""8033"";i:4;s:4:""8034"";i:5;s:4:""8035"";i:6;s:4:""8037"";i:7;s:4:""8021"";i:8;s:4:""8022"";i:9;s:4:""8039"";i:10;s:4:""8040"";i:11;s:4:""8042"";}",,,https://www.youtube.com/watch?v=lFZVM3tJIzA,
7828,"On-Demand Public Food and Drug Inspection System",https://oecd-opsi.org/innovations/on-demand-public-food-and-drug-inspection-system/,,"On-Demand Public Food and Drug Inspection System",Korea,central,"a:2:{i:0;s:6:""health"";i:1;s:12:""public_order"";}","On-Demand Public Food and Drug Inspection System",https://petition.mfds.go.kr,2018,"Previous government-led safety inspection systems were not reflective of social needs and public interest in the foods and drugs that should be on the market.
The new system allows people not only to make policy proposals but to actively participate in food and drug inspections as well.
People are empowered to request inspection or examination of products when there is a growing public concern over the safety of the food or drug in question. The government will respond with an inspection or examination, and the results will be made publicly available.","The government can proactively monitor the safety of foods and drugs and communicates openly about the results it obtains, resulting in increased public confidence about the safety of these products. The system works as a communication platform between the government and the people, enabling the government to respond to the people’s needs in a more agile manner.
※ Procedure of On-Demand Public Food and Drug Inspection System
Petition (by People) --> Recommendation (by People) --> Selection (by Committee) --> Examination (by Govt) --> Publication (by Govt with Committee)
The committee members include civil society activists, academics, the press, legal consultants and other experts in relevant fields to ensure the fairness and transparency of all inspections.
*
People can start a petition, make policy recommendations and view disclosed information on a government web site. The platform enables any citizen to make direct requests for a specific food or drug inspection. When there is a growing public sentiment on the need for an inspection, the government conducts an inspection and discloses the findings.
Objectives: Improved public health and public trust in government by having people participate and voice their opinion in the policy-making process. The goal is additionally to prevent emerging risks in food and drug by communicating with the people.
Beneficiaries: The people benefit by having their safety concerns over food and drug addressed, as the government inspects products that people raise issues with and discloses the results publicly. Going forward, the government intends to improve the system by expanding the categories of products that can be inspected and by enabling better public access to effectively respond to the people’s needs and increase public participation.
Outcomes:
(Case 1) Public request to inspect baby wipes due to safety concerns
☞ The government inspected and examined 147 brands of baby wipes on the market, and banned sales of 14 brands that contained nonconformities.
(Case 2) Public request to inspect weight loss drinks
☞ The government inspected 41 brands to find that one brand of the drinks contained high or dangerous levels of bacteria and violated laws related to false or exaggerated advertisement, and took administrative action against the manufacturer to ban the sale of the drink.
(Case 3) Public request to inspect diapers due to strong chemical smell
☞ The government inspected 39 brands on the market, and found that there was no problem as every product met all 19 criteria, including formaldehyde levels. The components that caused the smell, VOCs (Volatile Organic Compounds), were found to be harmless.","a:3:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""616"";}","The Ministry of Food and Drugs (MFDS Korea) draws up an annual plan to collect and carry out inspections on food, drugs and other items under its oversight responsibilities, yet there still remain areas for improvement in terms of reflecting public interest and needs.
People can raise issues on unsafe products via the existing government petition websites such as Sinmungo, where citizens can voice their complaints. However, the existing system is an inadequate tool for the government to respond to prevailing public opinion.
The new system is different because it performs an in-depth analysis on the risk factors directly raised by the public and extra test items have been added to the existing standard test items.
※ Extra test items: △(Wet wipe) fluorescence agent, △(Diapers) Volatile Organic Compounds VOCs, △(Weight loss drinks) Medicinal ingredients such as diuretics and laxatives.",,,"The Korean citizens played an essential role in designing On-Demand Public Food and Drug Inspection System, as the system requires people’s active participation.
Korea’s civil society organizations and expert groups were also important in the process. The targets and scope of inspection were selected after listening to public opinion and were then finalized by the Committee on System, a group of civil society activists and experts.
The committee also reviews the inspection results.","As it is not feasible to inspect every product that people raise concerns about, the products that are ultimately subject to inspections are those that many people request to be inspected. To ensure public trust in the results of inspections, the committee selects the products that will be inspected and publicly discloses the results .
‘On-Demand Public Food and Drug Inspection System’ is a system to serves the needs of the people from the beginning to the end of the cycle.","'- From April 24 to December 31 2018, more than 390,000 people visited ‘On-Demand Public Food and Drug Inspection System’ website, and the total number of requests amounted to 547. The MFDS’s Facebook page got 3,339 comments and 1,176 likes.
- Three inspections requested by the people were completed: wet wipes (Sep. 2018), diapers (Dec. 2018) and weight loss drinks (Nov. 2018), and disclosed the results.
- Increased public satisfaction with government services thanks to a new platform where the people can make requests for the government to collect and inspect certain products and publicly disclose the results.
- A survey found that 82.9% of the respondents said that they “hope that the system continues to work” and 95% that “the system is useful in ensuring the safety of everyday products.”","'- Time to promote public awareness of the system was limited. Public participation is key to the system's success, but there was insufficient time to ensure public awareness.
- To prevent overlapping requests and to make the best use of the system, the government should include a user identity verification procedure.
- It is difficult to immediately respond to public concerns regarding food or drug safety, as it takes considerable amounts of time to select the products subject to inspection and to collect and inspect the products. It may take three to four months or more from the date of inspection request to publicly disclose the results.","❍ Public participation is essential because the system relies on the people to make requests to inspect a specific product, and actual inspection is conducted when many people make their voices heard.
❍ Government policy and its roles:
- A set of principles and rules must precede the operation of the system.
- Measures to make sure that there is no abuse of the system (e.g. use of the system as a platform for venting anger, misleading the public or carrying out personal attacks on others) are required .
❍ Personnel:
- Experts from various fields are needed to establish and amend the principles and rules for system operation, formulation of the committee, product collection and inspection, as well as for promoting awareness of the system.","The below are key to the replication of the innovation:
❍ Public participation: as the system requires that the public submit their requests, public participation is essential.
❍ Meticulous planning and preparation:
- Makes it easier to make requests and set up a robust system by operating a large online server.
- Organizing a dedicated task force and establish operation guidelines
- Conducting both internal and external survey, hold discussions and conduct simulations to prevent possible problems that may arise in the system’s implementation.
❍ Transparency of the examination:
- To maintain objectivity and validity, the committee is involved in designating products subject to inspection and inspection items to minimize government intervention. The committee’s members are experts in relevant fields, including professors, consumer advocacy activists, the press and legal consultants.","❍ The need to prevent abuse of the system due to its anonymity
- It must be made clear that the product in question is not defective or faulty until the inspection results prove otherwise.
- For this reason, whether to disclose the name of the product, company, etc. must be decided in advance.
❍ The need to distinguish inspection target from non-inspection target
- The scope of inspection shall be determined by the following items: sanitation inspection of a specific manufacturer or an enterprise, product complaint report, ingredient analysis, suspicions over fake food products, etc.
❍ The need to have a clear understanding of what it is that people want to know from the inspection
- Items (agriculture, livestock and fisheries products, pharmaceuticals and more), place of origin (domestic or foreign), point of sale (manufacturer, retailer, etc.), responsibilities (government department’s oversight responsibilities), etc.
- Ideally, the whole government should cooperate, but if it is impossible, it will be forced to do so within the scope of each administration.",,"a:4:{i:0;s:4:""7836"";i:1;s:4:""7837"";i:2;s:4:""7838"";i:3;s:4:""7839"";}",,https://youtu.be/Vt08qKdHRk8,https://youtu.be/mc3cOUfoFc0,
7904,"Municipality Governance Scorecard",https://oecd-opsi.org/innovations/municipality-governance-scorecard/,,"Argüden Governance Academy",Turkey,other,"a:6:{i:0;s:9:""education"";i:1;s:13:""environmental"";i:2;s:8:""external"";i:3;s:11:""information"";i:4;s:12:""public_admin"";i:5;s:10:""Governance"";}","Municipality Governance Scorecard",http://argudenacademy.org/en,2018,"Citizen-centric Municipal Governance Scorecard is an innovation for improving local good governance. The main objective is furthering local good governance through transforming good governance principles into practical, measurable processes and actions. The model consisted of 227 indicators for the seven principles along decision-making, resource allocation, service delivery and institutional capacity stages. The data collection is geared for citizen use, based on digitally available information.","The Municipality Governance Scorecard (MGS) is an innovative tool with its design and content. The lack of good governance culture at local level cause multiple issues such as non-inclusive policy making, ineffective and inefficient use of resources, lack of participation and partnership. At the root of these issues are not enough openness, transparency and accountability. Also, citizen-centric public sector culture is not widespread. The MGS is an integrated tool for mapping and measuring the local good governance habitat and practices. The principles are turned into everyday practices for different policy stages and aspects of public governance. Thereby, it measures but also guides good governance mechanisms and practices. Furthermore, the best governance practices are identified and shared for peer-learning. The methodology, scorecards, best practices and indicators are shared in a Guide and also available at a website.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""143"";}","1- It is innovative in terms of integrating good governance principles, open government agenda, integrated thinking and continuous learning in one design which is citizen centric.
2- Usable in an increasingly digitalizing world.
3- The Model is generic and can be applicable at different subnational levels across the countries.
4- The Model acts as a trigger for self-learning for multiple actors to develop their approaches and practices for cross-sector engagement.
5- Continuous learning based on measurable indicators and peer-learning incentivized through best practice promotion.","a:5:{i:0;s:20:""identifying_problems"";i:1;s:20:""developing_proposals"";i:2;s:14:""implementation"";i:3;s:10:""evaluation"";i:4;s:9:""diffusing"";}","The Model was applied for 37 district municipalities of Istanbul and the results were published for public attention. The data collected allowed common positive and negative aspects for evaluation. The overall grades were between 30-65% which gave a fairly good picture of the whole but also each municipality scorecard identified the individual positions. All the data is available online for the municipalities which also increased the credibility of the model, its findings and scores as well. Relying on the findings, certain recommendations were made to citizens, NGOs, the central government, municipalities, academia and media for the improvement of local governance culture at the municipalities. The learned lessons were communicated at different part of the country through workshops. Currently, two new municipal scorecards are being prepared in partnership with two other NGOs; one on social gender equality and another one for green municipality. This proved its strength and usability.","As Argüden Governance Academy, we partnered with Sabancı University for exercising the right to information exercise, neighborhood chiefs federation (TUMFED) for survey and training and the Union of Marmara Municipality for the diffusion workshops. Each actor contributed to the process and gained important experience from the implementation of the model.","Citizens: each resident can look up the governance performance of their respective municipality with the backing information, which are negative and positive. Also, they can use the indicators to initiate civic action for achieving transparency, accountability, participation and advocacy.
Government officials: both local and central government officials are able to understand and identify the good governance practices in each district municipality. They can enforce, fund or improve development actions.","The findings, their communication and workshops gave indisputable picture of the current situation. The good governance agenda turned into practical use among the different stakeholders. The media and municipalities started to use the scorecards for self-promotion or criticism for improvement. The Union of Municipalities in three different regions carried out workshop in partnership with the Academy for their member municipalities to benefit from the lessons and model. The central government institutions wish to do new projects, training and activities with the Academy for improving local good governance. Two NGOs initiated scorecard method for gender and ecology issues with our assistance. The UN, OECD and the World Bank invited to different events for experience sharing.","The main challenge was difficulty of understanding the difference between government and governance concepts. The public tended to understand the scorecards as performance for government whereas they indicated the measurement of good governance culture and practices. In response, at each occasion we communicated about the difference and highlighted the close linkage between the two concepts and their practical relevancy.","The main factor for improving good governance in the municipalities depend on the leadership and guidance. If the main decision makers understand and adopt the MSC approach, they will own the process and enforce its implementation at the different departments along the value chain. Although the legislation foresees certain practices of good governance, it is by the ownership of the leaders and their consistent efforts that improvement will occur.","There are two different NGOs in Türkiye which we cooperate in developing Gender Equality Governance Scorecard and Green Municipality Governance Scorecard. The partnerships were formed with the request of two different NGOs to use the model of the MSC. Hence, it has proven its value and diffusion capacity for further applications in different aspects of local governance. Furthermore, the Council of Europe and the World Bank already accepted it as a best practice which indicates its international relevancy.","The most important lesson was that local governments and NGOs would accept and use such innovations if they find relevant and useful for their benefit. Hence, the efforts should be put on creating narratives for better understanding with the backing of resources and feasibility of such claims.",,,"a:1:{i:0;s:4:""8403"";}",https://www.youtube.com/watch?v=TmYrmEG7R18&feature=youtu.be,https://www.youtube.com/watch?v=iqzS6paXSPU&feature=youtu.be,https://www.youtube.com/watch?v=B2_TC2K2_po&feature=youtu.be
7909,"Les Halles Civiques",https://oecd-opsi.org/innovations/les-halles-civiques/,,"Les Halles Civiques",France,central,"a:3:{i:0;s:12:""public_admin"";i:1;s:7:""science"";i:2;s:9:""Democracy"";}","Les Halles Civiques",https://www.hallesciviques.org,2018,"Les Halles Civiques is a third-place network that gathers organisations working on citizen empowerment, public innovation, and democratic progress. Its members are researchers, designers, social innovators, entrepreneurs, etc. It aims to contribute to a richer and more inventive democratic life at the local, national and international level, and strengthen democratic innovation. It is also a physical space where citizens, professionals and representatives can work, meet and discuss.","Les Halles Civiques is a result of a collaboration between two niche communities (public innovation community and the democratic innovation community) that decided to unite their forces to create spaces in Paris where citizens, professionals and representatives can meet and discuss the state of democracy. We created a network that won a call for projects launched by the city of Paris that provided us with one of the two spaces we are using for the next three years.
We wanted to ensure that there are physical spaces where citizens, representatives and professionals can meet. We also want to let citizens know what we work on by opening our doors on a regular basis. We also wanted to create a space where we can work at a low price and where other structures that work on democratic or public innovation can find a place to work with low rent and enjoy the emulation of a community working together. Finally, we rent our spaces at a low cost to other organisations that are working on a civic project and would like to organise meetings or events.
Organisations benefited from that innovation because they are able to work in a space that allows for exchanges among all organisations working on the topic, including very small organisations. The meetings enabled through this space even allowed for organisations to work together on specific projects.
We also share our work with citizens more broadly. In September 2018 for example, we organized a big festival (Festives Halles Civiques) where citizens were invited to discover our work in a fun way.
Our project is still very young but in the future we aim to be even more open to citizens with more events. We also want our professional community to grow allowing the Halles Civiques to play a role in national democratic issues.","a:3:{i:0;s:3:""302"";i:1;s:3:""190"";i:2;s:3:""613"";}","First, this is an original rapprochement between two communities that were not working together: the public innovation community and the democratic innovation community.
What makes this project innovative is precisely the will to form a community together. All the structures do not only agree to share a workplace, we all agree on values and on political statements.
Les Halles Civiques is the first and only third-place network in France dedicated to public innovation and democracy.",,,"NGOs and companies that are members of Les Halles Civiques took part in the design process. Those organizations all work on public or democratic innovation. However, all those stakeholders were asked to agree on a deontology charter. We worked together on the leadership and economic model and on inner working.
The City of Paris provides one of our two places following the call for projects we won, but they did not take part in the design process.","We had several targets as we were designing the project
- Our communities of organisations could find places to work
- NGOs, public services and small responsible companies could rent a space for meetings or events at a cheaper price than that of other Parisians spaces
- Special events are open to citizens, so that we can discuss about democracy and/or public services. Citizens are also always welcome to our offices if they want to discover what we do.","Today, our network gathers 35 organisations, including 25 organisations that work in our places. We also developed partnership with other public or democratic innovation structures, two universities (Centre Michel Serres and Paris-I Panthéon Sorbonne) and the national service for public transformation (DITP).
One of our places is in a popular neighbourhood (Belleville): we worked with NGOs in the neighbourhood to organise events with the youth of Belleville (“Belleville en vrai” festival, projection of football games during the World Cup). In Belleville, we also set up a festival for the citizen of the neighbourhood and for other Parisians to learn about what we work on, which was a great success (www.demainlaville.com/pirater-la-democratie-a-la-halle-civique-de-belleville/).
We now want to strengthen the links within our network by helping new innovative actors and also strengthen our links to the Belleville neighbourhood.","The biggest challenge during our first year was the administration of our NGO: because we did not have a person entirely dedicated to the Halles Civiques – everyone in the organisations had to give a little bit of their time to the network: we were often running out of time to take care of the Halles civiques as much as we wanted to. Gladly, we hired an office manager since February 2019 who is going to help us a lot, even though we really want everyone to be involved a little in the project.
Otherwise we had some struggles that are common to every young project: our business model is still a little fragile, but as our network grows so do our financial opportunities such as new partnerships. We still need to work on our leadership, but we are currently working together to solve these problems.","In our case, we would not exist if the city of Paris had not provided us one of our spaces – supporting infrastructures are very important to us. After a year of running this network on our own, we realise that we now need someone entirely focused on our project, even if we deeply believe in Les Halles Civiques – at first it was enough to work on the project on our own, but to bring the project to its second phase, support is needed.
We also think that the agreement from every stakeholder to our political statement and to some rules that should be applied in every community, for example our projects cannot compete with each other, is one of the key factors for the success of the project.","Our project is inspired by the Civic Hall in New York City, even though they were not involved in the design process.
It is a very young project but we are currently thinking about how we can be an inspiration for other third-places in France.","Don’t underestimate your needs for human ressources !",,,"a:2:{i:0;s:4:""8212"";i:1;s:4:""8209"";}",,,
7919,"Budget Monitor (BM) for Good Governance",https://oecd-opsi.org/innovations/budget-monitor-bm-for-good-governance/,,"The State Audit Office of Georgia (SAOG)",Georgia,central,"a:1:{i:0;s:31:""Public Finance Management (PFM)"";}","Budget Monitor (BM) for Good Governance",https://budgetmonitor.ge/en,2017,"Budget Monitor is a ICT tool of SAOG that promotes transparency,accountability,efficiency of public administration through increased citizen scrutiny. BM establishes two way communication with taxpayers:
1.provides sophisticated budgetary information by easy-to-interpret visualizations and dynamic graphs for free and
2.enables citizens to get involved in audit process by informing SAOG about deficiencies in public spending,providing recommendations and contribute to improved public service deliver.y","In recent years Georgia has experienced rapid progress in reforming its Public Financial management (PFM) sector and ensuring transparency of public finance in line with its European and international commitments, however, strengthening public participation in decision-making and public finance at both national and local levels remains a serious challenge. When it comes to direct public involvement in PFM oversight, the existing regulations and practice in Georgia is not yet advanced. Neither current policy frameworks provide clear guidance for improving the situation. Low public participation was revealed in Open Budget Survey 2017. Despite the fact that Georgia received 82 points out of 100 in Open Budget Index, it scored only 22 in public participation component reflecting lack of opportunities for citizens for participation. Among other things, some of the main reasons are:
Absence of aggregated budgetary information - public agencies publish basic budgetary information separately, so citizens cannot get a whole picture;
Budgetary information is not published in an user-friendly manner - citizens have difficulties to understand it;
Insufficient complaint mechanisms for taxpayers to participate in public administration.
All these reasons hinder transparency and accountability that might result in corruption and integrity breach.
Being aware of the flaws related to citizen participation and striving to improve transparency and accountability, seeking to provide opportunities to citizens to engage in the budget process, the SAOG has come up with an idea to develop an innovative ICT tool to increase taxpayers’ role and contribution in decision-making and monitoring processes of public finances. Thus, SAOG has elaborated Budget Monitor (BM) - an analytical and interactive web-platform that establishes two way communication with citizens. The distinguishing features of BM are as follow:
It empowers citizens to hold government accountable by providing comprehensive aggregated budgetary information in easily understandable manner from auditors’ perspective. BM intensively uses data visualizations, infographics and diagrams that allows regular users to drill down and examine data about state revenues,expenditures,public debt,administrative costs,public procurement,capital projects, in greater detail. Moreover, with this tool, citizens can choose, filter, sort, compare and export any information that increases taxpayers’ awareness about PFM issues and facilitates their oversight
to deliver audit findings and recommendations in one space, BM utilizes dynamic visual filters. These filters enable stakeholders to receive comprehensive information about existing shortcomings per public agency and to identify systemic problems on central and local levels
BM offers an opportunity to engage in the audit process. By sending audit requests and proposals through the citizen’s page, stakeholders (a) can express their interests in auditing particular fields and/or (b) inform SAOG about existing deficiencies and offer ways to improve public services (c) report potential corruption risks in public spending. SAOG applies predefined methodology to select and analyze suspected wrongdoing and issue relevant recommendations to responsible entities. In addition, citizens can track the status of their request. Thus, citizens can have profound impact on improving PFM through their participation in audit work.
Yet Budget Monitor has not been launched for a long time, it already achieved numerous tangible results: BM has gained more than 20,000 active users and annually SAOG conducts 10% of its audits based on citizens’ requests. The audit topics are addressing multiple social and economic problems different vulnerable groups are facing. For example:
• SAOG examined risks in public procurement in several public agencies
• SAOG identified deficiencies in Social rehabilitation and child care program
• SAOG checked how appropriate was spending of funds for victims of disaster
Considering comprehensiveness of information provided, via BM the gap between the citizens and budget spending is being bridged; this platform increases transparency, accountability, citizen participation that ultimately leads to good governance.
It is worth to mention, that BM is never in a static condition, SAOG team works to update and upgrade the platform continuously complying with citizens interests. For instance, recently BM was augmented by Sustainable Development Goals page, that represents the only national source that gives comprehensive information about SDGs to the citizens. In addition this page provides information about SDG related audits and corresponding deficiencies and recommendations.
In addition, SAOG intends to further expand the ICT tool and add more useful features for more ambitious results, like showing success stories of participation that actually resulted in better outcomes for the benefit of taxpayers.",,"BM stands for unique two-way communication ICT tools that has ever been developed any Supreme Audit Institution worldwide.
BM is the first Georgian fiscal transparency Platform that presents complex analytical data with dynamic easy-to-interpret visualizations designed from auditors perspective to put all budgetary information together; this interactive ICT tool enables to filter, choose, compare, sort and export the data related to various public agencies across the years.
BM through citizens page enables taxpayers to participate via various channels: they may report about the corruption risks and wrongdoings in public organizations; Express their interest in auditing particular agency/field; Offer potential improvements in existing policies via alternatively designed policies that could be reflected in SAOG’s recommendations. It should be noted, that BM provides information to the citizens about the results of their requests/petitions.",,,"The concept of BM was originally developed by SAOG; its exact content and specific features were designed in close collaboration with multiple stakeholders. SAOG formed consulting working group, consisting of 14 CSOs working on PFM issues, and conducted a set of meetings with this working group, Parliament, municipalities, citizens and media, to receive their feedback on exact content of BM. As for financial assistance, SAOG obtained World Bank grant for the actual development of the platform.","BM equips citizens, legislators, CSOs, media with a powerful investigative tool, which makes it easier to conduct well-informed examinations of state revenues and expenditures, other budgetary information, audit findings and recommendations to hold the government accountable and make contributions to service delivery by involving in audit process. Government itself is able to better recognize inefficiencies in PFM system and work for further improvements via making better informed decisions.","Budget Monitor has gained more than 20,000 active users and annually SAOG conducts more than 10% of its audits based on citizens’ requests; The audit topics are addressing multiple social and economic problems, like:
• SAOG examined risks in public procurement in several public agencies
• SAOG identified deficiencies in Social rehabilitation and child care program
• SAOG assessed how appropriate was spending of funds for victims of disaster
Recent interviews with stakeholders showed that awareness about budgetary issues and willingness/readiness to be involved in budget oversight has been significantly improved
BM was granted with multiple awards and recognitions:
• The Global Initiative for Fiscal Transparency Award, The World Summit Award, Georgia’s IT Innovation Award;
• Star Commitment of the OGP, The World Bank named the platform as one of the most reliable source of info, The British “Guardian” recognized its uniqueness and usefulness in regard with citizen engagement.","Initially, when BM was launched, there was a lack of citizen participation due to lack of information about BM and its features. Thus, SAOG conducted awareness raising campaigns like presenting short films and meeting with stakeholders all over the country describing its usefulness and importance of BM for improved service delivery and integrity. As a result, BM experienced increased number of users and requests, but educating citizens about budgetary issues stays on-going challenge for SAOG. So, SAOG plans to further continue informing citizens about BM and increase number of users, with special focus on marginalized groups. In addition, there will be added a special module showing success stories of citizen participation that actually resulted in better outcomes for the benefit of taxpayers.","1. Willingness and drive to make changes – putting the idea into actual project requires dedication and belief that the project will make difference and the existing challenges need to be tackled by putting substantial efforts.
2. Clearly set objectives and predefined development action plan – holding vivid vision about the aim of the project and putting substantial efforts in planning the process contributes to achieving successful results.
3. Communication with the third parties and considering their interests – holding intensive communication with stakeholders in order to meet their needs and provide useful information in a way that motivates them to be involved is another must.
4. Institutional framework to ensure sustainability of the project – there should be established formal framework related to roles and responsibilities of SAOG’s staff in order to ensure timely analysis, examination and update of the data.","SAOG’s BM, being a part of OGP Commitment, enjoys high recognition among different Supreme Audit Institutions (SAIs) and other international partners, as the experience was shared in multiple occasions in different countries. SAIs acknowledged the value of this ICT tool and expressed their huge interest and desire to elaborate similar platform. As SAOG is always ready to assist all interested parties and share experience about the elaboration of BM, close collaboration with other SAIs is undergoing in regard with designing similar ICT tool.","One lesson SAOG learned is that without having solid experience in elaborating innovative ICT tools, success still could be achieved as a result of close collaboration with stakeholders and acknowledging their actual needs.
In addition, citizens involvement in public administration generally leads to better outcomes for the society. Particularly, they are primary beneficiaries of public services thus are better informed about existing deficiencies. So being aware of citizens’ concerns enables SAOG to be better informed about the flaws in public services, analyze root causes and provide corresponding recommendations.
A key lesson is that country context matters - citizen engagement is a new type of policy for public organizations in Georgia. That is why this requires the SAOG’s double efforts to (1) make citizen participation for public and civic sector attractive, and (2) provide evidence indicating successful collaborations with citizens and civil society groups to improve public accountability. Thus, as a result of awareness rising campaigns and actually conducting citizen driven audits to improve service delivery encourages citizen participation.
Another noteworthy lesson learned from the whole process is that context-tailored objectives, clear procedures and institutionalized approach is a must for the further success of initiative. Without (a) delineation roles and responsibilities within SAOG, (b) preparation detailed guideline for updating and disclosing the data successful operation of the platform cannot be assured.",,,"a:1:{i:0;s:4:""8214"";}",,https://www.youtube.com/watch?v=MsC8u2WrhkQ,http://www.worldbank.org/en/news/video/2018/11/22/georgia-making-big-data-work-for-governance
7950,"Citizens Connect",https://oecd-opsi.org/innovations/citizens-connect-platform-in-nigeria/,,"Citizens Connect and Advice Center",Nigeria,central,"a:5:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:16:""Civic Engagement"";i:4;s:23:""Public service delivery"";}","Citizens Connect",http://citizensconnect.ng,2018,"Citizens Connect is a civic tool that provides access to information and public services, to support effective service delivery by gathering feedback and highlighting issues which are of concern to Citizens to the relevant Government agency for timely resolution. The platform also serves as a portal for civic awareness, public service information, citizen reporting, inquiries, and advice. This initiative fosters accountability and transparency in public services.","Drawing from our experience with corruption in the Nigerian Immigration Service and our engagement with other public service providers and regulators, the idea for Citizens Connect came about. It is evident that there is a huge communication gap between citizens and public service providers. Most citizens do not know where to channel their feedback and grievances and which Government agency is responsible for addressing poor service delivery, extortion, and other corrupt practices. There is also little effort by Government agencies and departments to inform citizens about the services they provide. Therefore, there is a need for a civic platform to address civic awareness and public service issues using web technologies and social media as a tool.
Citizens Connect is a crowdsourced platform where citizens collaborate with Government departments, through civic awareness, information sharing, gathering feedback and reporting public service issues to the relevant Government agency to improve accountability and transparency in public service delivery.
This intervention uses a hybrid approach, combining website and social media for information sharing and facilitating citizens’ discussion forums, and offline meetings with Government representatives. For instance, if this platform was available, many citizens having trouble applying for their travel passport could report corrupt officials through our website or direct message on social media while the team tracks and follow-up complaints with the immigration controller or escalates to the Minister for timely resolution.
This project will make Government inclusive and transparent consequently leading to effective planning and addressing the problems identified by citizens. The project will foster a relationship with Government agencies and departments through physical meetings to close the feedback loop and engage public service users.
This project will reach all Nigerian Citizens especially the youth population who actively use the internet. The Nigerian Communication Commission recently published that there are about 92 million active internet users who subscribe to data services on the major Nigeria telecommunication networks. This shows that over 50% of the total population of citizens are internet users, therefore this project will promote the usage of the internet for civic engagement. The project will also reach the non-active internet users through offline town hall meetings, newspaper, and radio programmes to collate feedback from citizens.
What are the potential work products?
The project will create web and mobile applications that facilitate communication on public service issues between citizens and Government and also create social media platform to popularize its usage and collate extended feedback.
Collaborating with civil society organisations to organise physical forums and training to enhance citizens’ competence to process and understand civic information, engage Government, and contribute to the policymaking process.
Log public service issues, report corrupt officials and convey feedback to the relevant Government department using an online system to track progress and close resolved issues.
Work with media organisations to cascade information sharing from online engagement to print media, radio, and TV, to keep a wider audience informed on engagement between citizens and public organisations.
Promote grassroots participation; Citizens Connect will work with Community Based Organisations (CBO), Civil Society Organisations (CSO), Students and Youth groups to promote its usage across communities in Nigeria.
The innovation will scale bigger through the development of platforms that foster open policymaking and co-creation. We hope to develop openbills.ng a plaform for crowdsourcing policy input and sponsoring Citizen-led bill while townhall.ng will serve as a Goverment technology platform for engaging constituents and the general public","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""616"";}","Citizens connect promotes co-creation by engaging the public in civic debates to inform policies that are in touch with the needs of the people. Our innovations supports public sector problems and also advocate for citizens input in the budget process by organizing town halls and public engagement forums to identify needs that should be captured in the budget and implement evidence-based policies in Nigeria.
At present, lawmakers in Nigeria do not engage with their constituents and as such, they are out of touch with the needs of those they represent. They spend more time in the Federal Capital and lack the understanding of the real issues that affect their communities, this has led to weak legislation and poor implementation of policies. This is also a problem with the Executives as there are bogus items in the National budget, most projects are not evidence-based and as such do not cater to the needs of citizens, leaving many impoverished without access to basic social amenities.",,,"Citizens Connect came about from extensive citizens consultation through the Good Governance Grassroots Project. This showed that there is a need to improve Citizens engagement using a hybrid approach of online and offline engagement . This effort has led to our joining of the Open Government partnership (OGP) in Nigeria to increase our engagement with the wider civil society community and Government Stakeholders.","This project will reach all Nigerian Citizens, especially the youth population who actively use the internet. The project will also reach the non-active internet users through offline town hall meetings, newspaper, and radio programmes to collate feedback from citizens. Our collaborators include other civil society organisations, Government departments and lawmakers.","We are still at the development stage of the platform, however though our Facebook group and complaint tracking via email we have support from over 100 citizens with various public service issues. We hope to promote the usage of our Citizens Connect platform in the first quarter of 2019.","A major challenge we face is improving the culture of engaging online civic spaces in Nigeria. There is also the problem of apathy as most Nigerians do not believe that the Government is interested in listening to them. In order to address this issue we share success stories of issues that have been resolved through our platform and also organise public forums to create awareness of what we do. Additionally, there is the issue of organising training to build the capacity of community leaders on how to engage with Government.","It is important to engage Government, citizens and other influencers to get their input on how they see the applicability of the platform in their context. This will help for ease of adaptability and acceptance.
It also important to make the design of the platform simple and easy to use so that those will limited technology knowledge can readily use. Another thing to note is the poor access to internet in most Nigerian communities this should be taking into consideration when developing the technology.
It is also important to share the successful usage of the platform to address problems, encouraging wide usage of the platform.","There are similar innovations in Nigeria, however none is yet to replicate the open bills and crowdsourcing for law making innovation.","We are still in the initial stage of testing our platform but a major lesson learnt is that exploring different media to promote usage of the tool and sharing the successful use of our platform to solve problems.",,,,,,
7955,"Redesigning the U.S. Natural Resources Revenue Data (NRRD) portal homepage to meet user needs",https://oecd-opsi.org/innovations/redesigning-the-u-s-natural-resources-revenue-data-nrrd-portal-homepage-to-meet-user-needs/,,"U.S. Department of the Interior, Office of Natural Resources Revenue","United States",central,"a:3:{i:0;s:11:""information"";i:1;s:7:""science"";i:2;s:9:""Open data"";}"," Redesigning the U.S. Natural Resources Revenue Data (NRRD) portal homepage to meet user needs",https://revenuedata.doi.gov,2017,"The Natural Resources Revenue Data (NRRD) portal provides open data to the public about revenue generated from extraction of natural resources on public lands and waters. Open data provides transparency into government operations, which gives the public information to back up claims made in the name of social justice. To make our data truly open and useful to the public, we’re going beyond our government mandates to open data and including our users in the design process as our site evolves.","The Problem
In 2012, the U.S. Department of the Interior’s Office of Natural Resources Revenue (ONRR) was tasked with implementing the Extractive Industries Transparency Initiative (EITI), which is an international initiative to promote transparency into the flow of money from the extraction of natural resources. In accordance with this initiative, the agency created the Natural Resources Revenue Data (NRRD) portal (https://revenuedata.doi.gov/) that provides open data to the public about revenue generated on public lands from the extraction of natural resources. It was initially designed to be an interactive version of the annual report required by the initiative and largely designed to meet the requirements for that report.
In 2017, the U.S. withdrew as an EITI implementing country, but ONRR made a commitment to continue in the spirit of the initiative. That, along with a renewed presidential mandate to employ data and improve customers’ experiences with government services, have allowed our team to rethink the site and shape it to truly meet user needs.
Goals of The Innovation
Now that our core focus has shifted from meeting specific EITI requirements to meeting the needs of the people who use our site, we have amplified our efforts to understand who uses our site and are discovering how they use the data.
We’ve discovered that our users differ most in two primary areas: how they find data on the site and how they use the data after they find it. They fall into four primary user types: Question Answerers, Agenda Supporters, Storytellers, and Domain Learners.
Once we started learning more about our site’s users, we rewrote our product vision to help guide our work:
“We are informing policy debates and raising public awareness by building the definitive source of timely and useful data about how the government manages federal energy and mineral resources, revenue, and disbursements.”
The Innovation
One implemented innovation that has come from this new focus is our new homepage. Some have argued homepages aren’t as important as they used to be. The increased use of search and social media to convey users deeper into websites is evident, but most users we talked with still use our homepage as their primary starting point and our analytics show it’s the most visited page on our site, with 22% of site sessions in 2018.
Equipped with the knowledge that our homepage was valuable to our users, we set about prototyping and testing options with users to determine how it could better serve the needs of users. In addition, we were getting requests from users who fall into our “domain learner” and “question answerer” user types asking for summarized numbers on the homepage so they wouldn’t have to dig through the Explore Data page to find them. We tested 6 options with users matching a variety of user types and narrowed them down to 2.
In the second round of testing, we included new users to make sure our additions didn’t scare away those without a basic understanding of the data. In addition, we tested with more domain learners to make sure we were meeting their needs. We learned that we needed to better explain the production, revenue, and disbursement process and landed on the best approach for the new summary information on the homepage.
We then tested 3 concepts with additional content at the top of the homepage to explain how the different pieces of data work together. We landed on one concept that worked best and also learned that general-public users are most likely to use the site to explore data related to their geographic area, so the map needed to come before the new summary information on the homepage.
These three studies led us to the design we built. It better explains the process behind the data to those who are not intimately familiar with the subject matter, while also providing high-demand, summary data to domain learners and question answerers. Based on the findings from these studies, we also plan to simplify the structure and navigation of the Explore Data page and make it easier to understand how to interpret and use the data.
Who Benefits
The American people collectively own federal lands, waters, and the minerals beneath them. Transparency about how these resources are managed is crucial to public discourse and government accountability. However, data about public resources is underutilized because it often lacks context or is presented in ways that aren't readily accessible or understandable to users. We are changing that with our focus on user-centered design.
The Future
Now that we have a commitment to designing the site using user-centered design processes, we will continue to evolve based on learnings from user research. We are also committed to sharing user-centered design practices throughout our agency and have already begun by cross-training our colleagues and providing consultations to other work groups across our organization.",,"We’re going beyond the mandate to open data to discover what the public really wants and needs to do with the data and make it easy for them to accomplish those goals. Our team follows user-centered development practices and a hypothesis-driven design and development cycle to make government data truly open to the public. This shift away from the Extractive Industries Transparency Initiative (EITI) and their annual reporting requirements ultimately represented an opportunity for ONRR to revisit and sharpen the goals of the site to help us respond more directly to user needs. This is the first data portal of it’s kind within the U.S. Department of Interior.
We’re also fostering a culture of innovation at ONRR by spreading user-centered design processes to other projects within the agency. The Department of the Interior is actively working to make the open source and open data practices that support the website a regular part of working protocol, which hasn’t been done before.",,,"We collaborate with people from a number of groups within our agency and other DOI agencies (such as the Bureau of Land Management and Bureau of Ocean Energy Management) to retrieve the data we use on our site. We also have partnerships with a number of our site’s users including journalists, activists, academics, data aggregators, and state, county & tribal officials who we collaborate with when working on new designs.","We’ve discovered our users differ most in how they find data on the site and how they use the data after they find it. They fall into four primary user types: Question Answerers (government officials, Congressional staffers) who answer questions using the data; Agenda Supporters (NGOs) who support a cause, Storytellers (journalists) who tell stories about the data, and Domain Learners (state and tribal leaders) are decision makers and care about a specific domain, such as a geographic area.","In addition to the users who participated in the prototype studies, we’ve shown the new homepage to users who participated in previous user research studies and they reacted positively to the improvements saying that it’s much better at explaining the purpose of the site and getting them to data faster than it was before the redesign. Unfortunately, we don’t have a good way to quantitatively track some of the improvements because our analytics are currently missing the ability to track clicks within a page and our site relies heavily on anchor links. Visits to the homepage have increased 1.3% since the homepage went live.","Since we have a very unique audience, one challenge we’ve encountered is finding our users. Government rules prevent us from providing incentives to research participants, so we’ve had to get creative and do a lot of outreach work with the public.
Another challenge was adapting the site to meet the needs of internal users of a decommissioned site that used to allow them to filter data they wanted to view and download. We’ve learned that the portal doesn’t have all of the same data available and doesn’t meet the needs of those users who want to slice and dice the data. We’re adding filterable tables to the site that will meet the needs of these users as well as some of our other user types.
We also have a limited team because our technically experienced team members are limited to 2-4 year terms, so they’re working to train permanent staff in their skill sets and figuring how to make the site sustainable with limited technical skills.","NRRD relies on ONRR leadership support so we must continue to contribute towards ONRR and DOI’s mission and build coalitions across the organization. As interest grows and we continue to add data to the site, we must adhere to the product scope and stay responsive to user needs. We need to continuously work to minimize technical debt and avoid becoming a legacy system by dedicating resources to hardware, software and appropriate technical training within ONRR. We need to continue to perform outreach and advocacy across the department to create the relationships necessary to receive/solicit data and support from our colleagues.","Our goal is to be a model for other groups who want to make open data useful. So often, open data is made available without thinking out who is using it and how they are using it.
As an open source website, all of our work is transparent and able to be replicated by anyone. We also document and share all of our user research studies and results, maintain a blog aimed at a technical audience, and are active on social media and at conferences.
Our website is the first of it’s kind within the U.S. Department of Interior, but we are working to foster a user-centered design culture across our organization by providing consultations and trainings and inviting colleagues to participate in our user research. Our approach is slowly being instituted across the U.S. federal government and is supported by mandates at the highest level.","So far, we’ve determined a few best practices that should apply to other open data sites:
· Know and listen to your users.
· Present the data in ways that facilitate understanding.
· Try not to introduce bias in the way the data is displayed.
· Give users control over the data, so they can slice it to get at the specific piece of information they need.","The portal was originally developed for USEITI, which was part of the Open Government Partnership.
I emailed an image that wouldn't upload to opengov@oecd.org. Here's the alt text for that image: final design with new process at top, map, and new summary information","a:2:{i:0;s:4:""7966"";i:1;s:4:""8453"";}",,,,
7960,"Día Blanco (White Day) – Strategy for Transparency",https://oecd-opsi.org/innovations/dia-blanco-white-day-strategy-for-transparency/,,"Alcaldía de Medellín",Colombia,local,"a:1:{i:0;s:12:""public_order"";}","Día Blanco (White Day) – Strategy for Transparency",https://www.medellin.gov.co/irj/portal/medellin?NavigationTarget=navurl://b21e384fa55b4d45f614f2effdc7f59e,2013,"In a context where the channels between institutions and citizens have been broken by corruption, Día Blanco [White Day] is developed to promote bonds of trust and legitimacy among communities. In the last 3 years, more than 35,000 citizens have been mobilized by this innovative experience, which helps social organizations to inform their communities about their management and impact on local development through social accountability exercises.","In Medellín, social control has gained strength based on the high corruption rates in the management of public resources that have marked the country. At the same time, citizen's interest in the subject is growing and, with it, the need for an accompaniment by the institutions so that this exercise becomes a functional participation and feedback tool between civil society and public institutions.
In the fight against corruption, citizen participation is key. An active society and vigilant of the public institutions’ management is essential to control the State and, in general, public resources. To that extent, one of the objectives of citizen participation in social control understood as a form of participation that allows citizens to determine the conditions (how, when and where) in which public management is developed through suggestions and, if necessary, complaints.
From the municipal administration, the Citizen Participation Secretariat supports and reinforces Social Control exercises through promotion, research, and training processes which seek to encourage citizens to participate. Also, it provides tools to the people who perform the exercise to qualify and enhance it in time. Particularly, the Support Team for Social Control of Public Management promotes and encourages the linkage of social and community organizations to strengthen the exercise of best practices and self-regulation.
The accountability exercise is one of the most representative expressions of co-responsibility that can be carried out by these actors whose management impacts the territories. It is a moment of the community working for the community, in which bonds of trust and relations are built and strengthened to join efforts for achieving common objectives. Accountability makes possible:
• To build relationships of trust between the actors from different sectors of society.
• To understand the organization, its operation and the results of its management.
• To asses, correct and adjust actions and projects according to the opinions and contributions that arise from direct dialogue with the community.
• To promote transparency in the entities' actions.
• To maintain communities interested in social work.
• To strengthen the relationship between the community and the organization.
• To evidence the legitimacy and legality of the organization.
The process accountability has a specific moment of execution, called Día Blanco [White Day], where social and community organizations, after receiving training and advice on how to communicate and inform communities, generate spaces for dialogue where different stakeholders participate. Día Blanco [White Day] is composed of several city events where organizations carry out face-to-face simultaneous exercises of Accountability in all the communes and townships of Medellín.
This process is innovative because there are no experiences in the country and in Latin America that have managed to mobilize many citizens. In addition, over the last six years, its implementation has generated interest among people towards these dialogue spaces, and each year an average of 200 organizations and 9000 citizens are mobilized and participate in the programmed Accountability activities. On Día Blanco different actors participate, such as the Social Organizations, the Communal Action Boards, the Local Administrative Boards, the citizens, and the municipal administration.
In the Development Plan 2016-2019, the project the Public Sector Counts on You seeks to strengthen the ability of citizens to influence public management. At the same time, it finds in Día Blanco a key strategy to achieve this objective. Therefore, this project is meant to continue along with different terms and to achieve this, it counts with the support not only of institutional but also of citizens and social organizations.","a:4:{i:0;s:3:""619"";i:1;s:3:""621"";i:2;s:3:""181"";i:3;s:3:""302"";}","The Día Blanco [White Day] project is innovative because there are not social experiences of such magnitude in the country and in Latin America. Its greatest achievement lies in the fact that it has been implemented in the different districts and townships of Medellín for more than six years. It keeps itself in force because it has managed to position itself in the citizen's agendas.
Linking social organizations and the diversity of actors show a significant experience of mobilization and participation of the citizenship towards the Social Control of the public. In a society that distrusts and shows no interest in its institutions, Día Blanco has managed to position itself as a social expression which represents co-responsibility and transparency of the actors that affect the territory.","a:1:{i:0;s:14:""implementation"";}","Six versions of Día Blanco have been run since its creation in 2013.","In the designing process of Día Blanco [White Day] collaboration between the municipal administration, the community, and social organizations is observed. The organizations facilitate the location, open their agendas and provide the logistics for the development of the activity. The government also provides the logistical resources and technical support as trainers and guarantors of the process. Finally, the citizens are linked through their participation and mobilization.","The government as the promoter of this project benefits from the opening of these spaces that enhance transparency, social and community mobilizations. It also generates trust and builds relationships and networks based on the transparency of public management. Finally, citizens feel heard and they recognize Día Blanco [White Day] as a space for advocacy, this project generates a surprising social capital as a form of citizen participation.","The indicators related to the execution of Día Blanco [White Day] speak very well of the project's impact. For example, one of the indicators of the national development plan is ""Citizens participating in activities to promote Public Social Control"", thanks to Día Blanco this indicator reported 36,163 citizens participating, exceeding the initial goal of the plan
On the other hand, we have the initiative to measure the transformations achieved by some of the organizations that participate in the accountability and in strengthening processes, implementing diagnostic cards that identify their status before and after their strengthening.","The challenges are related to financial needs or human resources that allow better training of organizations, greater dissemination of the process with a communication strategy and more significant logistical support.
Some errors have been identified in the logistical aspect because Día Blanco [White Day] was developed in a single day, which generates organizational obstacles and problems, such as the delivery of the materials in the 21 communes and 5 corregimientos. As a result, for the next edition, different dates have been proposed to have better support from the public administration.","The following conditions can be unlocked for the success of Día Blanco [White Day]: first, the leadership and participation of society, the motivation to fight against corruption through social control exercises. Secondly, it is necessary to have a committed and trained human team that can train and gives creative ideas to the participating organizations, financial resources to generate innovative strategies linked to new technologies. It is necessary to have communication processes that make this strategy visible as a successful strategy of accountability and transparency.","This innovation has not been replicated in other cities in the country. It is a successful example for small or large governments to encourage their citizens to participate in matters of social control, empowering them to follow up and demand accountability to those who manage and invest public resources.","'-The participation of five thousand six hundred and fifty (5,650) attendees in Social Accounts, made by 191 social organizations, exceeded by 19% the goal for 2018, established in 160 social organizations.
-It is possible to link to different instances of participation in the strengthening plan, which includes training, advisory and accountability actions.
-It is recommended to continue the processes articulately with the different instances of citizen participation and to link the exercise of Accountability in the other projects and/or programs of the Mayor's Office of Medellín.
-It is recommended to start in the first semester of 2019 the qualification process of social organizations on issues of social control, transparency and accountability, considering that for the second semester most of the mayor's projects aimed at the same public.",,"a:3:{i:0;s:4:""7968"";i:1;s:4:""7969"";i:2;s:4:""7970"";}",,https://telemedellin.tv/dia-blanco/153700/,,
7973,"MEData strategy in Medellín",https://oecd-opsi.org/innovations/medata-strategy/,,"Alcaldía de Medellín - Medellín Mayors Office",Colombia,local,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","MEData strategy in Medellín",http://medata.gov.co,2019,"MEData is the strategy for providing, appropriating and using the public data of Medellin. It will become the official information source of the city, where citizens will have constant and reliable data that can be used to generate knowledge, promote technological innovation and boost economy. it is the first government platform that integrates strategic information sources into a big data technology and automatically synchronizes them with an open data portal.","The city of Medellín has been positioned in recent years as one of the most innovative cities in the country, this process of innovation has been successful thanks to the articulation of the public sector, private sector and social movements driven by citizens. One of the city strategies to be a smarter city is the MEData whose innovation is the availability of a source of constant, reliable and open information that can be used to generate knowledge, progress and innovation for citizens, universities, companies, local government, among others.
In the future, the platform wants to collect data in real time and through the data improve the quality of life for the citizens.","a:4:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""623"";}","MEData is the only open government data strategy in the country with an appropriation component that promote and encourage data use in citizens, with a different approach based on citizens' capacities and needs. Some components are: data shows; data workshops; data analysis committee, among others.
It also includes a technological component the official data portal of the city, which allows the query and download of data in editable format, presents strategic information available to citizens with a friendly interface and allows visualizations in line integrated in the portal. The portal is innovative because it is designed on a Big Data platform (Hadoop) that integrates the strategic data produced by the offices of the Mayor's Office of Medellín and in turn connects automatically with the platform for open data (Dkan).","a:2:{i:0;s:16:""generating_ideas"";i:1;s:14:""implementation"";}","The Medellín Mayor's Office is promoting and implementing a smart government from different fronts which strategically contribute to the comprehensive development of the city by using the data as raw material and will integrate, among others, the challenges posed by the University - Company – State committee.
One of the great bets of Medellín to become a Smart City the implementation of the MEData strategy. It works under the premise that information is for everyone. MEData seeks to become a source of constant, reliable and open information that can be used by any entity (public or private) and by citizens to generate knowledge and value.
The information provided by MEData is an input to generate proposals for future models that allow to highlight problems and solutions to different situations in the city.","The Planning Administrative Departement in the exercise of its functions leads and finances MEData strategy, in collaboration with all the government units, who provide the data they produce and do the follow up of meet up groups and, finally, the alliance with Ruta N, which shares its knowledge and leadership in science, technology and innovation.","The main beneficiaries are:
-Public administration: Transparency with updated information to reduce the volume of information requests in the government units.
-Companies: App development to boost the local economy using data.
-Universities: New researches to provide solutions to city issues.
Civil Society Organizations: Opportunity to develop a new environment for citizen participation as a contribution to the portal development.
Journalists: Value generation from stories or news.","Although the MEData strategy has not been officially launched by the Mayor, so far the following have been observed: the government units have been increase awareness on the importance of open data for government transparency, 11 government units with integrated and displayed data on the MEData website, MEData strategy positioned in the city, public and private sectors appropriation through Focus Group, Meet Up and events.
After the official launched, the city expects the following impacts: public policies and projects planning based on data driven decisions, increase the universities research projects, new or efficiency investments in the private sector by the use government data, knowledge generation by citizens, app development and increased citizen participation in decision making through social networks.","Challenges: the lack of open data culture in government units, so it has been necessary to develop appropriation strategies. Another challenge was to use big data technologies and its integration with an open data platform, for which it was necessary work with the IT area of the Mayor's Office with the platform provider.
Failures: Lack of quality process in the information integrated to the portal, so it was necessary to train the quality criteria through a data analysis committee, once the municipality's platform did not have the capacity to support the portal technologies, it was necessary to renew the hardware.","The definition of a standard data management policy within the local government, policy definition to certify MEData as the official data source of the Mayor's Office, application of transparency law, resources prioritization for the strategy development, data sets integration of centralized and decentralized entities, professionals with knowledge in technological tools, strategic alliances with private sector and universities and the interdisciplinary team leading the strategy.","This innovation has become the foundation that drives the city development and integrates, among others, the challenges raised by the University, Business, State committee. It is the city commitment to have an intelligent government under the motto that information is own by everyone and use anyone. Therefore, Medellín, as one of the most innovative cities in the world, wants to replicate the MEData scheme to a national level and turn itself in a model to follow for the Latin America countries.","As lessons learned, we share the importance of: Efficient data use as support for the strategic objectives of any entity, gather innovation elements based on trends for data management in cities, the use of big data to project the volume and speed of the information required in the future, create strategies to promote effective citizen appropriation to empowerment the use of data, create a working committee to standardize the information of the entire entity.
It is important to allow the stakeholders to join the strategy voluntarily to avoid oppositions within the entity.","MEData is included as one of the government's bets towards the Fourth Industrial Revolution and aims to promote data science with the opening of data from Medellin to the world.",,,https://www.youtube.com/watch?v=Tp7Jc-jstbA,,
7985,"Prioritising indicators from items in big data: An algorithm for an automated, visual approach",https://oecd-opsi.org/innovations/prioritising-indicators-from-items-in-big-data-an-algorithm-for-an-automated-visual-approach/,,"Rebecca Oyomopito PhD",Australia,central,"a:1:{i:0;s:7:""science"";}","Prioritising indicators from items in big data: An algorithm for an automated, visual approach",,2018,"Identifying representative indicators requires distinguishing the driving forces and directions of relationships in innovation, economic or health data.
The innovation is an algorithm, a sequence of coded instructions, automated to derive visual tools directly from big data.
The algorithm is adaptable to various fields of study for rapid, data visualisation and enables transparent, evidence-based indicator prioritisation.","The opportunity:
Developing effective innovation, economic or health policies, and identifying their impacts on national or regional performance, necessarily requires sourcing information from large, administrative datasets. Measurement frameworks require representative indicators to assess impacts on economic growth and population well-being. Methods to rapidly prioritise informative indicators from big data are lacking.
The design and implementation of statistical solutions to data problems may be reapplied under different scenarios. Well-designed algorithms can specify computing processes while computer program automation exploits pre-defined, standardised data structures to reduce the time and cost of producing, replicating or extending information. Proven, automated, big data algorithms can produce informative outputs rapidly, facilitating indicator prioritisation and human decision-making.
The innovation:
The innovation is an algorithm specifying data-processing steps, automated for use on big data. An automated algorithm schematic is shown on page 3 of the provided attachment OpenGovernmentCaseStudy_ROyomopitoPhD.pdf. The innovation generates two visualisations, Graphics 1 and 2, with tabular references derived directly from data. Automated algorithms can process big data in a timely fashion and are conducive to generating publication-ready materials in a reporting pipeline (see attachment page 4). Graphic 1 and Graphic 2 visualisations are shown on pages 5 and 6 of the attachment, respectively.
Graphic 1 shows a priori matched policy (x-axis) and performance (y-axis) item pairs sourced from innovation, economic, employment, education and health data. The datapoints represent normalised policy and performance relationships for one country, extracted from multi-country distributions. The format allows simultaneous visualisation of policy/performance items for prioritisation as indicators.
Referring to Graphic 1, expectations would be that high (low) scoring country policies would yield high (low) performance. Therefore, quadrants of interest for predictive indicators would be ++, --. Horizonal and vertical dashed lines delineate meaningful statistical cut-offs. Points in discordant quadrants, outside reasonable standard deviation limits, show anomalies to be investigated.
Preliminary iterations of Graphic 1 are exploratory. Points showing desired relationships, i.e. good (poor) policy = good (poor) performance, suggest that the policy/performance pair are informative as indicators, providing scale dispersion requirements are fulfilled. A final iteration of Graphic 1 would show selected, representative indicators for monitoring and evaluation or in-depth analysis.
Graphic 2 represents grouped country identifiers for one indicator over time, categorised by a pre-defined response threshold. Categories show indicator response, non-response and highlights the problems of missing data in interpreting outcomes.
Graphic 2 methods were originally designed on data for immune system reconstitution in patients from US Congress-funded clinical trials. The method is appropriate for rapid, longitudinal representation of any informative indicator, such as those identified by Graph 1, after meaningful thresholds have been determined.
Graphics 1 and 2 were designed individually and proposed for use in combination in 2018.
Objectives:
The objective of Graphic 1 is to visually discriminate representative, informative indicators from large administrative datasets. The objective of Graphic 2 is to allow simple, visual, longitudinal assessment for a selected indicator having a large number of entities. Both graphs, derived directly from the data, take seconds to run and provide invaluable guidance for interpreting important patterns in big data.
Beneficiaries:
The OECD Economics Department benefited from Graphic 1, when it was used for exploratory analysis to identify where specific policy and performance indicators were lower than the OECD average for the publication “Stocktaking: Going for Growth” (2006). After identifying representative indicators, next steps would be analysis, as published by the OECD, shown on attachment page 7, from “Annex A1 Factor Analysis to Identify Inter-related EIS Innovation Indicators”. Original methods were derived from an International Biometric Society prize-winning analysis on patient indicators.
US-Congress funded Researchers benefited from Graphic 2 which informed selection of statistical analyses for the publication: “Antimicrobial-specific cell-mediated immune reconstitution in children with advanced HIV infection receiving HAART”, A Weinberg, S Pahwa, R Oyomopito et al., Clinical Infectious Diseases (2004), Vol.39, No.1, pp.107-14.
Future directions:
The algorithm will be presented in April 2019 at the Australian Department of Health.
The OECD will be approached with a suggested application of deriving digital transformation indicators.",,"The novel, automated algorithm is flexible, in that it may be applied to innovation, economic, employment, health, geospatial and digital transformation data. The algorithm outputs are most useful for big data sources or administrative datasets where there are a large number of entities, such as countries, regions, businesses or a health system, and where a large number of items are available for use as indicators.
The visualisations enable human reviewers to discern important patterns in large numbers of items for selection as monitoring and evaluation indicators - for individual investigation or multivariate analysis. The visualisations, and associated tabular references, are generated directly from the data allowing rapid, seamless inclusion in a report production pipeline.",,,"Stakeholders providing research questions were essential to the design of the two innovative visualisations.
The origin of Graphic 1 was “Stocktaking: Going for Growth exploratory data analysis” 2006, based on a request to identify where policy and performance indicators were lower than the OECD average.
The origin of Graphic 2 was a US Congress-funded national clinical trial. Immunologists asked “Can HIV medications reconstitute immune system response, as measured by stimulation indicators?""","The OECD Economics Department was the target in the development of Graphic 1. The visualisation was used for exploratory analysis to identify where specific policy and performance indicators were lower than the OECD average for publication “Stocktaking: Going for Growth”.
US-Congress funded Researchers were the target for Graphic 2 development. Graphic 2 informed their choice of statistical analyses in A Weinberg, S Pahwa, R Oyomopito et al., CID (2004).","Outcomes
OECD Economists found Graphic 1 and associated outputs informative and the work was presented internally in 2006 to inform works for the publication “Stocktaking: Going for Growth”.
US HIV/AIDS Clinical Trials Immunologists benefited from novel visualisation of longitudinal data (Graphic 2) and statistical analyses were published in 2004.
Future directions
The algorithm can be easily adapted for new enquiries on current data. Automation produces algorithm outputs in a timely fashion.
A presentation of works on the automated algorithm and its outputs is scheduled in April 2019 with Australian Department of Health. The works are applicable to the development of geospatial region indicators for health system entities such as primary healthcare networks.
Uptake of the algorithm by the OECD for “Measuring the digital transformation” would be an exciting opportunity. Contact with OECD Representatives which will be investigated during 2019.","The challenge, in design of the data visualisations, was how to use available resources, technological know-how and statistically robust methods to communicate important data patterns to Stakeholders, succinctly, to facilitate evidence-based decision-making.
Another challenge was, that in each case, time was limited to accomplish the outcome.
No structural failures or significant setbacks were encountered.","Conditions for successful design and implementation of the novel visualisations were:
• a problem to solve;
• personal commitment and imagination;
• scientific knowledge;
• mathematical and statistical methods;
• high-level programming expertise;
• access to computing resources;
• encouragement from a mentor;
• direct access to the Stakeholders who were the end-users of the work.
In each case, the work was valued and used immediately giving a sense of job satisfaction.","The algorithm is designed for replication. Outputs are most useful for big data sources or administrative datasets where there are a large number of entities, such as countries, regions, businesses or a health system, and where a large number of items are available for use as indicators.
The algorithm is flexible, in that it may be applied to innovation, economic, employment, health, geospatial and digital transformation data.
Approaches to organisations, such as the Australian Government, the OECD and large enterprises, which can profit from the innovation are ongoing in 2019. A presentation and meeting at the Australian Department of Health is scheduled for April 2019.","The automated algorithm presented in this submission draws upon methods designed in economic and health contexts. Statistical models are not subject-specific, therefore, methods developed in one area may be translatable to other fields of study.
Another example of published across-subject methods are shown in “Annex A1 Factor Analysis to Identify Inter-related EIS Innovation Indicators”, OECD Economics Department Working Papers, No. 479 (2006) where methods were adapted from an International Biometric Society prize-winning analysis designed on patient indicators in 1998.
Also recycled were automated multivariate regression programs, generating results for R Oyomopito et al., (2010), “Measures of site resourcing predict virologic suppression, immunologic response and HIV disease progression following HAART”, (reviewed by UNAIDS Science Now and NAM AIDSMap) for “Assessing the Program Impact on Medicare Items for Acute Low Back Pain”, 2012, a report to the Australian Department of Health.",,,"a:1:{i:0;s:4:""9472"";}",,,
8093,"Brazilian Transparency Policy and the Transparency Portal",https://oecd-opsi.org/innovations/brazilian-transparency-policy-and-the-transparency-portal/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:99:""Transparency, Open Government, Auditing, Access to Information, Prevention and Combat to Corruption"";}","Brazilian Transparency Policy and the Transparency Portal",http://www.transparencia.gov.br,2018,"Not only is transparency in Brazil taken as the principle of publicity in public administration, but also as a Public Policy, led by integrated actions focused on achieving specific goals.
Brazilian Government has reaped concrete quantitative and qualitative transparency-driven results: saving of resources, reformulation of public policies and inhibition of misconduct and corruption acts.
The Transparency Portal is the core of the policy and central tool to promote results through transparency.","Transparency as a policy is a strategic effort to promote good governance and accountability. It allows public oversight and also creates behavioral stimuli.
The access to public information achieved by the widespread disclosure of data of collective interest, through transparency portals and open data, and the access of information on demand, both makes society work along with the government to track and oversight public expenditures and to keep public servants accountable.
In Brazil, after institutionalizing the framework to access to information, the Federal Government is now directing its course of actions either to enhance transparency tools or to identify and disclosure new data bases of public interest. It is important to mention that the government main goal is to open new data bases which may be effectively used to promote either good governance or accountability.
The main innovation is the strategic planning of integrated actions focused on achieving specific goals.
The transparency policy includes:
• The networking involving government and society to foster the use of information to public oversight
• The identification of new databases demanded by society
• The intragovernmental negotiation for disclosing new data
• The creation and continuous enhancement of transparency tools
• The orientation and training of citizen and civil society organizations to public oversight
The Brazilian government identified the opportunity to establish close relation with journalists, academics and citizen to bring them along to auditing and oversighting public expenditures. Considering the size of the country, which has almost 5600 municipalities, it is indispensable to have society engaged.
Tangible results:
• Denounces of nepotism and public officers earning beyond the maximum wage, as a result of the availability of the information on public servants on the Transparency Portal.
• More than 25% reduction on expenditures related to the usage of the governmental corporative credit card, after publishing detailed expenditures.
• Revising rules for subscription on social welfare programs after receiving denounces of deviation of money from such programs.
• Changes in the educational financing program for low income citizens, after the Portal and open government data were used by society to show inefficiencies in the former program.
• Identification of cases of corruption and deviation of public resources through the analysis of data available on the Transparency Portal.
Either government or society benefits from this innovative process, since society accesses the needed data bases and the government enlarges the scope of public auditing and oversight.
It is important to state that The Brazilian Transparency Portal for the Federal Government is the main supporting tool for the Transparency Policy. It is so because it turns viable the proactive disclosure of public information on the Internet, for unrestricted access.
The first version of the Portal was launched in 2004. Although the site evolved though the years, its antique interface, the immense volume of data (more than 40 mi new records/month) and the public accounting technical language, it urged redesigning the portal interface and its navigational architecture to make data truly available and comprehensible to all.
The new Portal, launched in June/2018, innovates through the creation of a data warehouse (DW) which really integrates data from 17 sources. Those data sources have complimentary information, but their data modelling does not integrate at all. The Transparency Portal DW created rules for the correlation of data resulting in more comprehensive information.
Besides, information is now presented either in dashboards (graphic interface) or on interactive data tables that can be filtered and manipulated by users. It’s possible to add or remove columns from tables, changing the granularity of information presented, accordingly to the users’ needs.
The Portal also includes learning content aimed to clarify technical terms through guidelines and videos that explains the information disclosed.
Besides information on public expenditures and revenues, information on public servants, beneficiaries from social welfare programs, new databases were incorporated on the new Portal: database for bidding and contracts, and the database of work travel.
There is now available a new tool for subscriptions for receiving emails public expenditures and contractions, based on configured parameters that reflects the user direct interest.
All those new features aim to make public tracking and oversight easier.","a:3:{i:0;s:3:""143"";i:1;s:3:""302"";i:2;s:3:""181"";}","Not only is transparency in Brazil taken as the principle of publicity in public administration, but also as a Public Policy, led by integrated actions focused on achieving specific goals, which includes:
• networking involving government and society to foster the use of information to public oversight
• identification of new databases demanded by society
• intra-governmental negotiation for disclosing new data
• creation and continuous enhancement of transparency tools
• orientation and training of citizen and civil society organizations to public oversight
Brazilian government identified the opportunity to establish close relation with journalists, academics and citizen to bring them along to audit and oversight on public expenditures, bringing benefits to government and society from this innovative process. Considering the size of the country, which has almost 5600 municipalities, it is indispensable to have society engaged, as they played important role throughout the process.",,,"•Bodies responsible for the systems providing data to be published on the Portal: due to the changes in the Portal database structure, we needed data providers to provide new extraction routines;
•People from the society (media, academia and civil society organizations): They have been interviewed to create personas representing the Portal target users in order to decide on which new databases and features would be incorporated to the site. Besides, they also took part of system usability tests.","People from the society (media, academia and civil society organizations): They use the disclosed data to track and oversight public expenditures and as an input to investigative journalism.","o Transparency tools: New transparency portal was designed using innovative methods: design thinking/design of personas.
o Financial results: Reduction of expenditures using the governmental corporative credit card. Government saved R$ 13 million/year after the disclosure of invoices.
o Public policies revamp: (1) Disclosure of the beneficiaries from social assistance programs led to many denounces of improper beneficiaries. As a result, bodies revised the subscription criteria. (2) A study of expenditures in the “Student Financial Support Program” for graduation, developed by a Brazilian newspaper, evidenced that the program’s goal was not being achieved. After the repercussion, the program was reformulated.
o Punishment of corruption: The Federal Police identified a deviation of US$ 2 million from a federal university scholarship research program. Findings from a student, using the Portal, subsided the Police on the arrest of 29 people identified as improper beneficiaries.","The greatest foreseen challenge is effectively monitoring and responding to the findings that result from public oversight. It is necessary to create a systemic monitoring system to:
• Analyze and respond to denounces of corruption and deviation of public resources, with the punishment of corrupt conduct
• Enhance the legal framework to support transparency
• Continuously review the list of databases disclosed in order to provide access to new databases aligned to the government and society needs.","First, the implementation of an integrated transparency policy requires political will.
It is important to have a strategy that goes beyond disclosure of data: creating networks with civil society, engaging and mobilizing actors, providing tools and skill-building opportunities, offering support and spaces for dialogue.
Foremost, it is necessary to be responsive, acting when transparency allows identifying problems or changes in policies that can improve results.
A key factor to this policy is to have up-to-date data in such a way that can be used by different types of users, with computational architecture compatible with the volume of data and the estimated number of concurrent users. (The Brazilian Transparency Portal discloses 40 million new registers of data per month and had an average number of 7.5 million page views per month in the last 6 months).
It is necessary to allocate either human or financial resources to purchase and maintain the proper computational environment.","No replication so far.","The focus on the citizen, listening to their actual needs and suggestions, and trying to fulfill theirs demands for transparency, when feasible, approximated government and society. It led to the development of transparency as a public policy in Brazil.
Besides, we have learned that once disclosed, public information is validated by society. People effectively use data disclosed on transparency portals and push for opening up more. It reinforces that transparency is a one-way path.","No further information.",,,,,
8106,"Citizen initiatives towards more Parliament openness and accountability",https://oecd-opsi.org/innovations/collective-addresses-and-rahvaalgatus-ee-nudging-the-parliament-of-estonia-to-more-openness-and-accountability/,,"Estonian Cooperation Assembly ",Estonia,central,"a:3:{i:0;s:9:""education"";i:1;s:11:""information"";i:2;s:19:""Enhancing democracy"";}","Citizen initiatives towards more Parliament openness and accountability ",https://rahvaalgatus.ee,2016,"The platform, Rahvaalgatus.ee is digital infrastructure that enforces the new civic right to address the Parliament of Estonia with collective proposals by citizens. The open-source platform enables to first discuss upon a relevant topic, then co-create the proposal, gather digital signatures to it, send the proposal to the parliament, and get updates on the process in the parliament.","In 2014, after a People’s Assembly on elections and citizen engagement in political life, a new civic right emerged in Estonia. Stated by the law, anyone can initiate a problem or propose a draft law on societal matters. If the proposal collects 1000 signatures, the Parliament of Estonia is obliged to discuss the proposal with the authors and give an official answer within 6 months. Two years later, the digital platform for citizen initiatives was set up within the Estonian Open Government Partnership action plan.
Therefore the process of collective addressing as well as the digital infrastructure are both creating the culture of citizen-led policy-making by means of co-creation. Instead of the old-fashioned decide-announce-defend, it nurtures the culture of discuss-deliberate-decide. What makes it a novel innovation in Estonia is the combination of a new process (the civic right) that is backed up with law and the digital infrastructure (rahvaalgatus.ee platform). Collecting and verifying digital signatures of collective initiatives runs smoothly on the standard digital identity of all Estonian citizens and residents.
Out of the 25 collective proposals sent to the Parliament through the platform rahvaalgatus.ee over the last 3 years, 4 initiatives have been turned into laws and for other initiatives, solutions are elaborated by responsible ministries.
In the context of the so far service-centered e-state model of Estonia, the collective initiatives right and the platform rahvaalgatus.ee enable a better dialogue between citizens and the state. Considering e-voting as a public service, there did not exist a legal way how to influence policy-making between elections. At the same time the relatively new civic right together with the digital infrastructure came to impact the openness of the Parliament of Estonia, the discussion culture in Estonian society, as well as advocacy capacity (campaigning for one’s proposal).
To spread the culture of co-creational policy-making!
Thanks to integrating the collective addressing right with different discussion hubs, like the annual democracy festival and two people’s assemblies, the user base of rahvaalgatus.ee is constantly growing. Then again, the platform itself is not important, since its just the infrastructure for a specific civic right. The proof for the more citizen-led policymaking is the growing diversity of topics - first there were only environmental topics, now there are issues of ageing and health, distribution of taxes, public space - as well as the improving quality of parliamentary discussions around the proposed problems or ideas.
The law of collective addressing proposes 6 ways how to handle a proposal with at least 1000 signatures. A new law or amending an existing law is not necessarily the most desired result by the proposer. For example, the collective address to exit oil shale mining was discussed in the plenary session and was well covered by media. It created a long-lasting public debate, helping to raise awareness and pressure the politicians.
Firstly the citizens and advocacy groups / civic organisations proposing topics, solutions or draft amendments.
With people addressing the parliament also the openness of the parliament is improving. On the rahvaalgatus.ee platform, anyone can track what happens with suggestions or problems, although it still happens that parliamentary minutes are published months later. The parliament is now committed (as stated in the Open Government Action Plan of Estonia 2018-2020) to raise the transparency by releasing minutes of plenary sessions and committee meeting as open data.
That will likely increase the public trust towards the Parliament of Estonia.
The tactics to first focus on achieving the critical mass of users has proved to be a great success. After reaching the critical mass the aim was to integrate the platform into strong advocacy processes - the Opinion Festival, two People’s Assemblies - with the aim to “produce” more deliberated proposals to the parliament. That has created exemplary policy-making processes, such as for the pension system reform as well as in the long-term discussion of the economic and social sustainability of Estonia.
Currently the platform focuses on the impact of collective initiatives by identifying indicators and visualize the achievement or result(s) of every proposal. That will also help to increase the openness of the parliamentary work, since irregularities can be tracked with high attention.
Believe it or not, there has not been a user-friendly law- and policy-making participation platform in Estonia before. The Government of Estonia is preparing a one-stop e-window for policy and law-making, using the experience of rahvaalgatus.ee platform as inspiration in user-friendliness. The long-term plan is to integrate rahvaalgatus.ee platform into the digital window run by the government.","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""184"";}","Process of collective initiatives as well as the digital infrastructure are both creating the culture of citizen-led and co-creational policy-making. Instead of the old-fashioned decide-announce-defend, it nurtures the culture of discuss-deliberate-decide. What makes it a novel innovation in Estonia is the combination of a new process (the civic right) that is backed up with law and the digital infrastructure (the platform rahvaalgatus.ee). Collecting and verifying digital signatures of collective addresses runs smoothly on the standard digital identity for all Estonian citizens and residents.
The platform also acts as an aggregator of all information available on the content and usage statistics. This is how we nudge the culture of citizen-led co-creation in policy making.",,,"The collective right to address the Parliament of Estonia with proposals emerged from the People’s Assembly process back in 2013. Two years later setting, the functionalities of the platform were designed in close cooperation with the organisations and experts who were involved in the People’s Assembly: think tanks, researchers, journalists, civic organisations, the Chancellery of the Parliament, the Government Office. Back-end engine of the platform is another civic Estonian-made digital tool citizenos.com.","Rahvaalgatus.ee platform follows user-led design approach, is an agile development and has open code. Critical mass was achieved with targeted campaigns to different unions and advocacy groups.
After reaching out to the constantly growing user base, the focus was more on strong processes and organisations working on open governance and democracy. The aim was to integrate the collective right with initiatives and advocacy groups that were leading the change. This approach generates deliberated collective proposals.","Rahvaalgatus.ee has collected more than 46.000 e-votes (digital signatures) for more than 26 proposals that have been sent to the parliament. For comparison: around 34.000 Estonians are e-voting in elections. The platform is following the innovation diffusion theory.
How do we measure the impact of collective proposals? Currently the law gives 6 possibilities for the parliament. There is unique possibility to publicly follow the processing of every proposal.
Currently an impact measurement tools for collective proposals is being designed by an expert from the social enterprise movement in Estonia. The impact tool will consist of assessing the engagement process, the final results of a proposal, the quality and inclusiveness of the public debate around the issue. Once the indicators are set, every proposal that is processed by the parliament will be visualised based on the impact tool.","It has been challenging to test and develop the process and the infrastructure in parallel.
Another challenge and an opportunity has been to apply design thinking. In Estonia there were no user-friendly public participation platforms before rahvaalgatus.ee. Already two platforms have “died out” since there is no user support, feedback-based development, nor public awareness raising. From that perspective, the rahvaalgatus.ee platform is regarded, also by the public sector, as the first user-friendly and sustainable public engagement platform.
Some surprises have occurred such as the low capability of campaigning for proposals by advocacy organisations; the low digital signing skills among youth; the lack of sense of responsibility in the Estonian government for sustaining the right for collective initiatives and the enabling infrastructure.","'- Supporting legislation and standard digital identity
- Access to networks, organisations and advocacy groups
- Understanding of the principles of agile IT and organisational development
- Strategic approach: how to use scarce resources as effectively as possible
- Leadership and guidance, support from funders and advisory groups
- User-friendly design
- Civic tech principles: low basic costs, diverse funding scheme (the organisation is accepting micro donations since 2017)","The People’s Assembly on the Future of Ageing, that combined the collective addressing right with deliberations, has been replicated by the ongoing sustainability initiative #HowDoWeLast?
In addition there are negotiations to launch new People’s Assemblies that would combine the collective addressing right and the enabling platform rahvaalgatus.ee.","Stakeholders should be involved as early as possible. Then they are informed and all the know-how is engaged since the first phase . Engagement is a precondition for innovating.","Article about rahvaalgatus.ee development: https://www.opengovpartnership.org/stories/rahvaalgatusee-yet-another-e-platform-civic-engagement-no-process-of-democratic-renewal
Entry in the OGP CitizENGAGE database:
https://www.ogpstories.org/impact_story/estonia-assembling-citizen-voices/","a:1:{i:0;s:4:""8140"";}",,,https://www.youtube.com/watch?v=27lN6HmwuY4,
8109,"Budget Promises - Beyond Parliament",https://oecd-opsi.org/innovations/budget-promises-beyond-parliament/,," Verité Research ","Sri Lanka",central,"a:9:{i:0;s:8:""economic"";i:1;s:10:""employment"";i:2;s:13:""environmental"";i:3;s:12:""public_admin"";i:4;s:12:""public_order"";i:5;s:9:""transport"";i:6;s:15:""Public Finance "";i:7;s:12:""Media Ethics"";i:8;s:13:""E-Governance "";}","Budget Promises - Beyond Parliament ",http://www.budgetpromises.org/en,2017,"‘Budget Promises: Beyond Parliament’ is Sri Lanka’s pioneering budget monitoring platform, created to answer two basic questions about the government’s annual budget – 1) is the government doing what they are saying? and 2) is the government saying what they are doing? Since its launch, the platform has been a primary source for citizens, media, and researchers to track progress on budget promises.","Every year, Sri Lankans tune in with much interest to the government’s annual budget speech, which outlines how the Government of Sri Lanka plans to collect revenue (through taxes) and spend public money over the following year. While there is significant attention given to these proposals during the budget speech and debate stage, there is less discussion and follow-up on the implementation of these proposals after the budget is passed in parliament. This leaves space for the government to neglect, ignore, or go back on the promises they have made in the budget.
The online platform BudgetPromises.Org, also known as “Budget Promises: Beyond Parliament” addresses this gap. This platform, launched in 2017, tracks budget proposals with an allocation of LKR (Sri Lanka Rupee) 1 billion and above to see how much of what was promised has actually been implemented. It does this by asking two key questions: (i) is the government doing what they are saying? and (ii) is the government saying what they are doing? The answers to these two questions are tracked using two indicators. First is the openness indicator. It measures the willingness of government agencies to provide information about what they are doing in terms of executing the promises. Second is the progress indicator, which tracks the actual progress made.
While the platform makes the government’s budget promises more transparent and accessible to the general public, the main goal of this initiative is to help taxpayers hold the government accountable for how they are spending public funds according to the promises they have made.
Using a rigorous communications strategy to promote the platform, including press briefings, social media, and press articles, BudgetPromises.Org soon became the go-to platform for information on budget implementation in Sri Lanka. The platform particularly piqued the interests of the media, who used its findings to report on the overall status of implementation of the government’s budget promises. Through their reporting of progress and openness of promises, members of the public are now able to 1) consume information on issues pertaining to budget proposals in a clear and concise manner, through our interactive audio-visual tools and easy to understand analysis pieces, and 2) have the information necessary to hold the government accountable for the progress, or lack thereof, of budget promises.
Feeding off the success of the platform, we hope to evolve BudgetPromises.Org to become the Public Finance Platform (PFP), tracking and monitoring the entire cycle of public finance management in Sri Lanka, from design to disbursement. A key finding of the current budget tracking processes has also been that major constraints exist not only in budget execution but also in budget planning and design. The proposed PFP will therefore expand the existing platform to track the entire government budgeting cycle, from conception to close, creating transparency and accountability in the entire public finance management process.",,"BudgetPromises.Org is unique in 2 ways. First, the platform is designed to deliver ‘data driven analysis’. In Sri Lanka, the public tend to base important discussions on opinions rather than facts. This is certainly the case when it comes to evaluating the performance of the government and is also fueled by sensational media reporting that is not based on economic analysis or data. At Verité Research, we believe in the importance of shifting the public mindset from opinion to information. BudgetPromises.Org is built on this foundation and has thus become the only initiative in the country that effectively quantifies the government’s budget promises. Second, BudgetPromises.Org does not stop at presenting information on its platform. We believe that how we communicate something, defines what we say. Verité’s communications team works hard to ensure that the information on the platform is delivered to the public in a way that is concise, dynamic and enticing.",,,"During the design process, we consulted multiple stakeholders such as web developers, designers, and our own staff. We consulted web developers to see what the best fit for us would be, in terms of functions and user experience. We also worked with internal and external graphic designers to create logos, infographics, and colour schemes. Further, many of our own researchers were consulted on the user experience of the platform, to get their feedback on how the platform can be improved.","Two main groups were identified as beneficiaries:
a. Citizens – For the first time, citizens have a one-stop-shop for information on the implementation status of budget promises and can hold the government accountable for their actions.
b. Media – The media now have detailed, quantified information on how much the government has delivered on their promises. They are able to use this in their reporting to make the public more informed and put pressure on the government to fulfill their promises","• There was widespread media attention on the findings of BudgetPromises.Org, including press citations and TV and radio interviews/features. Many journalists used the findings to bring awareness to the government’s lack of implementation of their budget promises. The platform also received a high level of engagement on social media.
• Results and impacts are measured as follows:
a. Media trackers with citations, TV/radio engagement
b. Website analytics, i.e. pageviews, visitors
c. References to the platform by public officials and parliamentarians
• Moving forward, we hope to replicate the results we got in terms of media traction in the vernacular press (i.e. Sinhala and Tamil). Initially, most media engagement happened in English. Further, we hope to refine our monitoring and evaluation framework to capture the extent to which members of the public are aware of the platform and have found it useful, particularly in non-urban areas.","A key challenge we have faced is accessing the information necessary to determine the progress of budget promises. Information on government websites was scarce. The team had to depend heavily on Right to Information (RTI) requests to obtain information. This process was a cumbersome and time-consuming one. Authorities’ reluctance to give information resulted frequent follow-ups, long delays before information is received and often a lack of information that can be used to assess progress. To address this issue, we fine-tuned our RTI filing processes to ensure that it is tracked from beginning to end, sometimes all the way up to the stage of appealing to the RTI Commission for the information to be handed over. This has helped improve responses.","The following 2 conditions have been imperative for the success of BudgetPromises.Org
• Team work & collaboration
- The team comprises of both researchers and managers. While the former is responsible for data collection and analysis, the latter takes responsibility for the management of the website and any other administrative tasks. However, when the time comes for new findings to be launched, roles and responsibilities become less defined and the whole team works together to ensure the best results. This combined with a strong work ethic has contributed to the success of the platform.
• Planning & consistency
- Each new cycle of releasing the findings is planned meticulously, starting from mapping the desired outcome (i.e. the message we want to drive) to the exact activities we will use to drive that message. This happens with close collaboration between the research team and the communications team.This has remained consistent throughout and helps us achieve our targets.","To our knowledge, BudgetPromises.Org has not been replicated anywhere else in Sri Lanka or internationally. However, this is not the first initiative of this nature done by Verité Research. The organization has championed other platforms such as Manthri.lk, Sri Lanka’s pioneering parliamentary monitoring platform that aims to quantify and profile the actions of parliamentarians. Similarly, we have also previously profiled the government’s progress in fulfilling the commitments under UNHRC Resolution 30/1, which outlines commitments made by the government of Sri Lanka on a range of measures dealing with human rights, accountability, and reconciliation. Quantifying the unquantifiable, so that ordinary citizens have the right information to make informed decisions, is a central theme in a lot of the work undertaken by Verité Research. It is our hope that other research organisations use this framework to produce similar platforms.","• What’s interesting to you is not necessarily interesting to others - Making budget issues relevant to the public is not always easy. In Sri Lanka, the budget is highly politicized and discussed in the media in the lead up to and immediately after the budget speech. While this makes the budget speech interesting to citizens, it doesn’t mean that they will find a budget monitoring platform relevant to their lives. To bridge this gap, it is important to communicate our findings in a way that is relevant to anyone. This is a challenge that we first faced at the initial stages and have become mindful of in moving forward with our communication efforts.
• Be consistent - As soon as you launch something new, there will certainly be a buzz if it’s interesting enough – what’s more challenging is to keep the momentum going past the initial excitement. We learnt that making a budget related initiative such as this relevant throughout the year (not just during a budget speech) is difficult. This requires a solid communications strategy that consistently delivers throughout the year.
• Don’t underestimate how hard managing websites can be - Building a new website is hard, specially when you are not specialized in web development. You will be the one handling the content, so you need to feel like you have control of your own platform. We faced many challenges in terms of communicating our exact needs to the web developer, as well as getting them to deliver on time. Make sure you talk to different web developers until you find the right fit for you. The web developer should not only give you technical solutions, but they must also believe in your purpose and vision.
• Language matters - Initially, we placed too much emphasis on communication in English, even though the platform was trilingual. We then realized that to reach the majority of people in the country, we needed to start communicating effectively in the local languages - Sinhala and Tamil - as well. Communicating effectively in multiple languages goes beyond merely translating what is produced in English – content needs to be thought through and framed differently in different languages. This is an important lesson that we learnt, and are currently working on putting out more content in the local languages.",,"a:10:{i:0;s:4:""8337"";i:1;s:4:""8338"";i:2;s:4:""8339"";i:3;s:4:""8340"";i:4;s:4:""8341"";i:5;s:4:""8342"";i:6;s:4:""8343"";i:7;s:4:""8345"";i:8;s:4:""8330"";i:9;s:4:""8329"";}","a:4:{i:0;s:4:""8348"";i:1;s:4:""8350"";i:2;s:4:""8352"";i:3;s:4:""8349"";}",,https://www.youtube.com/watch?v=9LST_WCA83g,https://www.youtube.com/watch?v=bScCvJVdJ9A
8119,"Un décret par tous, un décret pour tous",https://oecd-opsi.org/innovations/un-decret-par-tous-un-decret-pour-tous/,,"Parlement de Wallonie",Belgium,regional,"a:1:{i:0;s:21:""Public administration"";}","Un décret par tous, un décret pour tous",https://decret-tous.parlement-wallonie.be/,2018,"En 2015, le Parlement de Wallonie a engagé une réforme de son Règlement ayant notamment pour objectif d’associer davantage les citoyens wallons au travail législatif des députés.
Dans ce cadre, plusieurs dispositifs ont été mis en place dont la plateforme ""Un décret par tous, un décret pour tous"" qui vise à encourager les citoyens à intervenir directement dans la rédaction d’un décret sur base d’une problématique soulevée par un député.","Comme en témoigne un sondage lancé en 2015 à l’initiative du Parlement de Wallonie sur les Wallons et leur espace démocratique et le tout récent baromètre de l’Institut wallon de l’évaluation, de la prospective et de la statistique (IWEPS), le contexte socio-politique est actuellement marqué par une insatisfaction et une méfiance des citoyens envers les responsables politiques et les institutions publiques. Pour remédier à ce constat, le Parlement de Wallonie a décidé de laisser place à l’interaction et l’échange avec la société civile : il s’agit d’une véritable opportunité pour notre parlement d’entendre les préoccupations des citoyens et de réduire le fossé entre les électeurs -qui ne se sentent pas suffisamment écoutés- et les élus.
Concrètement, ce projet de consultation publique est le résultat d’une réflexion lancée en 2015 via une réforme du Règlement du Parlement de Wallonie. La plateforme decret-tous.parlement-wallonie.be est donc un nouvel outil mis à disposition de tous les députés qui souhaitent associer les citoyens à l’élaboration d’une proposition de décret. L’objectif de chaque consultation est de rechercher collectivement des solutions à des problèmes identifiés.
Pour chaque consultation organisée, les députés s’engagent à respecter un processus de participation intègre et transparent, divisé en plusieurs étapes :
1. étape de présentation lors de laquelle le député fournit toutes les informations nécessaires à la compréhension du projet de consultation ;
2. étape de consultation au cours de laquelle chaque citoyen peut soumettre des propositions à la communauté, déposer des arguments sur les contributions initiales du député ou des autres contributeurs, ou simplement voter sur les contributions. Une page d’aide détaille toutes les modalités de participation des citoyens ;
3. étape de synthèse qui assure que toutes les contributions publiées seront lues. Cette synthèse se présente sous la forme d’une cartographie qui restitue la diversité des opinions des participants ;
4. étape de réponse à travers laquelle chaque député s’engage à répondre nominativement aux auteurs des contributions les plus soutenues ;
5. étape de rencontre afin de permettre à certains participants de venir présenter leur contribution au député à l’initiative de la consultation ;
6. suivi régulier des résultats du décret co-construit avec les citoyens.
Nous nous trouvons actuellement entre l’étape 5 et 6 des deux consultations lancées simultanément en 2018. Le suivi des résultats et le dépôt des textes seront exécutés avant la fin de la législature actuelle en mai 2019.
Les objectifs d’un tel projet sont nombreux. Tout d’abord, il y a la volonté de la part des parlementaires d’accroître l’implication des citoyens qui sont libres de réagir sur des problématiques proposées par différents députés en amenant des propositions, en souscrivant à différentes interventions ou, au contraire, en les combattant et en amenant leurs propres suggestions. Il s’agit donc d’un outil de participation au pouvoir pour les citoyens.
Le deuxième objectif a trait au renforcement de l’esprit démocratique qui caractérise le fonctionnement de notre région. Il s’agit d’une démarche d’ouverture et de maturité de notre démocratie. Nos parlementaires, rentrant dans une logique de consultation de la population, renforcent et modernisent la démocratie wallonne qui devient plurielle.
Cette démarche a pour troisième objectif de rapprocher les élus des citoyens, ce qui est particulièrement bénéfique pour les deux parties. En effet, d’un côté, les électeurs peuvent mieux comprendre ce que font les députés et influencer leurs décisions politiques et, d’un autre côté, les parlementaires peuvent profiter d’un point de vue différent du leur pour établir ou améliorer leur législation.","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""616"";}","Ce projet est innovant dans le sens où il permet à chaque citoyen de prendre part au processus démocratique de la Wallonie, quel que soit son parcours et où qu’il soit puisque la participation se fait par voie électronique, ce qui témoigne de la volonté de modernisation et de simplification des procédures du Parlement de Wallonie.
Bien que l’idée émane d’une initiative lancée par l’association apolitique française ""Parlement et citoyens"" qui expérimente la formule depuis 2013, ce projet constitue une véritable innovation pour le Parlement de Wallonie qui est le seul des neuf assemblées parlementaires belges à procéder à une consultation de la population pour la rédaction de certains décrets.",,,"La plateforme a été conçue par Cap Collectif. Il s’agit d’une start-up française experte dans le domaine de l’intelligence collective qui défend les valeurs de transparence, de participation et de collaboration de tous et qui se développe depuis 2014 autour d’une équipe engagée qui partage la vision d’une société fondée sur la collaboration entre les individus qui la composent.
Le projet, qui a été initié par le Bureau du Parlement, a été implémenté par les services administratifs du Parlement.","Ce projet vise prioritairement les députés du Parlement de Wallonie et l’ensemble des citoyens de Wallonie. Nous sommes convaincus que l’ouverture aux idées de chacun, le dialogue et le débat sont les éléments-clés d’une démocratie plus juste.","Le projet est récent et les deux premières consultations en sont au stade final (écriture de la proposition de décret). A travers la prochaine étape, un suivi des résultats du décret co-construit avec les citoyens sera réalisé.
Même si nous ne sommes pas arrivés au terme des premières consultations et que des résultats définitifs ne sont pas encore disponibles, nous remarquons déjà -au travers du nombre de demande de visites du Parlement, de l’augmentation du nombre de vues des vidéos publiées par le Parlement sur ses canaux de communication ainsi que des échanges entre le Greffe et les citoyens- que l’intérêt du Parlement de Wallonie aux yeux des citoyens s’est considérablement accru.","Le principal défi réside dans la visibilité du projet. Il est difficile de faire connaître une telle innovation auprès de l’ensemble des citoyens wallons, bien qu’une stratégie de communication dite cross-media ait été développée.
Etant dans une démarche d’amélioration continue, nous sommes conscients que pour les prochaines consultations, un plan de communication intégrant davantage de canaux de communication devra être mis sur pied.","Il est indispensable que chaque personne prenant part au projet partage les valeurs sous-jacentes à la démarche qui sont :
- l’ouverture : nous encourageons le débat et la compréhension mutuelle sur des questions ayant directement trait au bien-être des citoyens wallons ;
- l’audace : nous osons mettre en question les idées reçues, à commencer par les nôtres ;
- la vision ""long-termiste"" : nous identifions et abordons les défis d’aujourd’hui mais aussi les enjeux de demain ;
- l’éthique : notre démarche est axée sur la confiance, l’intégrité et la transparence. Ainsi, un système de ""corbeille"" a été mis en place qui assure à la fois l’intégrité de chacun -en procédant à un tri des réactions pour garantir le respect de tous et l’absence de mauvaise intention- et la transparence de la démarche -les commentaires négatifs restant consultables sous cet onglet.",Non,"
- Assurer un suivi rapide.
- Assurer une meilleure visibilité de l’opération, qui doit intégrer de nombreux canaux de communication.
Enfin une implication à la fois politique et administrative est essentielle pour la réussite d'un tel projet : politique parce que la volonté des parlementaires de consulter l’opinion publique est l’essence même du projet et administrative parce que l’implémentation logistique et le suivi en termes de communication doivent être assurés.",,,,https://vimeo.com/273280797,https://vimeo.com/269825743,
8137,"Pétitionnement en ligne",https://oecd-opsi.org/innovations/petitionnement-en-ligne/,,"Parlement de Wallonie",Belgium,regional,"a:1:{i:0;s:21:""Public administration"";}","Pétitionnement en ligne",https://www.parlement-wallonie.be/petition,2018,"En 2015, le Parlement de Wallonie a engagé une réforme de son Règlement ayant notamment pour objectif d’associer davantage les citoyens wallons au travail législatif des députés.
Dans ce cadre, plusieurs dispositifs ont été mis en place dont la modernisation et le renforcement du droit de pétition qui permet aux citoyens de déposer et soutenir des pétitions par voie électronique.
Il s’agit d’un projet novateur pour le Parlement qui se veut plus que jamais ouvert et à l’écoute des citoyens.","Comme en témoigne un sondage lancé en 2015 à l’initiative du Parlement de Wallonie sur les Wallons et leur espace démocratique et le tout récent baromètre de l’Institut wallon de l’évaluation, de la prospective et de la statistique (IWEPS), le contexte socio-politique est actuellement marqué par une insatisfaction et une méfiance des citoyens envers les responsables politiques et les institutions publiques. Pour remédier à ce constat, le Parlement de Wallonie a décidé de laisser place à l’interaction et l’échange avec la société civile : il s’agit d’une véritable opportunité pour notre parlement d’entendre les préoccupations des citoyens et de réduire le fossé entre les électeurs -qui ne se sentent pas suffisamment écoutés- et les élus.
Concrètement, le projet de modernisation et de renforcement du droit de pétition est le résultat d’une réflexion lancée en 2015 via une réforme du Règlement du Parlement de Wallonie. Le dépôt de pétition en ligne est donc un nouvel outil mis à la disposition de tous les citoyens désireux de faire entendre leur voix en attirant l'attention des autorités publiques sur leurs préoccupations. Il peut s'agir d'un avis, d’une demande, d'une plainte ou de toute autre proposition.
Si le droit de pétition est inscrit dans la Constitution belge depuis sa création -l’article 28 stipule que « chacun a le droit d’adresser aux autorités publiques des pétitions signées par une ou plusieurs personnes », le fait de déposer une pétition par voie électronique est pour le moins novateur, d’autant plus que l’identification des citoyens désirant déposer une pétition se fait par le biais d’une carte d’identité électronique ou de l’application mobile Itsme. Cela témoigne ainsi de l’esprit et de la volonté du Parlement de Wallonie de se moderniser et de faciliter ses procédures, tout en maintenant une totale transparence.
Concrètement, le dépôt d’une pétition en ligne et ses effets s’opèrent en plusieurs étapes :
1. le site web du Parlement invite l’utilisateur à s’identifier et à insérer un titre et un texte descriptif résumant l’objet de la pétition dont il est l’initiateur. Ce dernier est également tenu d’indiquer une date de clôture pour l’éventuelle récolte de signatures. Le dossier est ensuite examiné par le Greffe du Parlement pour vérification (principe d’intégrité) et validation (il est nécessaire que la pétition porte sur un sujet pour lequel le Parlement est compétent).
2. dans un délai de dix jours, le déposant est informé de la recevabilité ou non de sa pétition. Dans le cas où la pétition est recevable, l’initiateur peut désormais gérer tout ce qui touche à la pétition : de la liste des signataires à sa clôture anticipée ou même une suppression de celle-ci.
3. lorsque la pétition est clôturée, elle est immédiatement transmise au Président du Parlement de Wallonie qui l’adresse à la commission parlementaire compétente sur le sujet. Lors de chaque séance plénière, l'ensemble des députés wallons sont informés des pétitions déposées. Afin d’assurer un véritable suivi, chaque commission se doit de tenir une réunion consacrée aux pétitions qui la concerne et ce au mois une fois par trimestre. Cette disposition permet également à chaque commission d’entendre l’initiateur ou le représentant des pétitionnaires d’une ou de plusieurs pétitions.
4. dans un délai d’un mois, la commission doit établir un rapport de ses travaux en y incluant la réponse apportée à la pétition qui lui a été soumise. Le représentant des pétitionnaires en est également informé.
5. enfin, le Parlement porte à la connaissance du public les décisions prises par les commissions via la publication d’un Bulletin des pétitions. Dans les huit jours de la publication du bulletin, tout député peut demander la saisine du Parlement lui-même.
Les objectifs d’un tel projet sont nombreux.
Tout d’abord, il y a la volonté de la part des parlementaires d’accroître l’implication des citoyens qui sont libres de réagir sur différentes compétences propres à la Wallonie. On peut donc y voir un outil de participation au pouvoir pour les citoyens.
Le deuxième objectif a trait au renforcement de l’esprit démocratique qui caractérise le fonctionnement de la Région. Il s’agit d’une démarche d’ouverture et de maturité de notre démocratie. Nos parlementaires, rentrant dans une logique de consultation de la population, renforcent et modernisent la démocratie de la Wallonie qui devient plurielle.
Cette démarche a pour troisième objectif de rapprocher les élus des citoyens, ce qui est particulièrement bénéfique pour les deux parties. En effet, d’un côté, les électeurs peuvent influencer les décisions politiques et, d’un autre côté, les parlementaires peuvent profiter du contenu d'une pétition pour établir ou améliorer leur législation, pour renforcer leur contrôle de l'action du Gouvernement ou pour faire prendre une position par le Parlement incluant la réponse apportée à la pétition qui lui a été soumise.",,"L’objectif global de ce projet est non seulement de rendre le principe de pétition plus accessible et convivial pour tous les citoyens wallons mais également d’améliorer les relations entre parlementaires et citoyens en mettant en place un véritable porte-voix pour les idées et les préoccupations de ces derniers.
Cette plus grande accessibilité est non seulement profitable pour la population mais aussi pour les parlementaires qui peuvent réagir et proposer des solutions à des préoccupations concrètement portées par des citoyens.
Considérant que la pétition papier était le seul format recevable auparavant, il s’agit là d’une véritable innovation en matière de gouvernement numérique pour la Wallonie.",,,"Le projet a été développé en interne.","Pour les citoyens wallons :
- pouvoir faire entendre leurs préoccupations par le biais d’un dispositif numérique ;
- faciliter la gestion de la pétition et son suivi par le déposant et les signataires ;
- favoriser une relation plus directe entre le travail législatif des parlementaires et la société, notamment les jeunes.
Pour les députés :
- accroître la visibilité des pétitions et en faciliter la circulation ;
- prendre des décisions en étant mieux éclairés sur les enjeux considérés.","A ce stade, une pétition a été introduite et est ouverte aux signatures.","Le principal défi réside dans la visibilité du projet. Il est difficile de faire connaître une telle innovation auprès de l’ensemble des citoyens wallons, bien qu’une stratégie de communication dite cross-media ait été développée.
Etant dans une démarche d’amélioration continue, nous sommes conscients que pour les prochaines consultations, un plan de communication intégrant davantage de canaux de communication devra être mis sur pied.
Afin de faire connaitre aux citoyens son engagement dans la modernisation et le renforcement du droit de pétition (dans l’objectif de se rapprocher de ses électeurs et de les intégrer dans le processus de décision politique), le Parlement de Wallonie a lancé une campagne médiatique en février 2019. La campagne s’est déclinée comme suit :
- deux à trois parutions dans trois quotidiens généralistes belges de langue française et dans un quotidien généraliste belge de langue allemande (Le Soir, L’Avenir, La Libre Belgique et Grenz Echo) ;
- insertions sur les sites web des journaux sus-mentionnés ;
- diffusion d’un spot de 20 secondes sur les onze télévisions locales de Wallonie ;
- publication sponsorisée sur la page Facebook du Parlement de Wallonie.
Nous sommes conscients que la visibilité de l’opération pourrait être optimisée et qu’il serait plus judicieux, pour toucher les différents segments de la population wallonne, d’intégrer d’autres canaux dans la stratégie de communication. En effet, il appert que pour mettre au point une stratégie de communication cross-média fructueuse, il ne faut pas simplement additionner les canaux de communication et les passages dans la presse mais plutôt véritablement laisser place à l’interaction et à l’expérience. C’est pour cette raison que nous envisageons d’adapter notre stratégie de communication cross-media pour les prochaines campagnes de promotion en utilisant les trois axes suivants :
- L’e-mailing personnalisé
D’après le baromètre citoyen de 2017 sur l’utilisation d’internet par les citoyens wallons établi par Digital Wallonia, le courrier électronique représente l’application la plus utilisée par les internautes wallons. Il pourrait dès lors être opportun de mettre au point une campagne de promotion comprenant le médium de communication « courriel ». L’interaction recherchée avec le citoyen se traduirait au travers de la possibilité d’être redirigé, en un clic, sur l’onglet du dépôt des pétitions en ligne du site web du Parlement ou de partager le contenu du courriel sur les réseaux sociaux.
- La réalité augmentée
Parmi les différentes types de dispositifs interactifs, on peut également distinguer le recours à la réalité augmentée dont l’objectif est de superposer des éléments d’information virtuels aux éléments réels. Cette innovation permet concrètement d’augmenter l’environnement physique en l’enrichissant d’informations virtuelles (images, vidéos, textes, audios, liens vers d’autres sites web, étiquettes, modèles en trois dimensions, animations) non perceptibles à l’oeil nu et ce en temps réel. Concrètement, la réalité augmentée agit comme un pont entre le monde numérique et le monde réel.
L’enjeu est de taille puisqu’en permettant au Parlement de Wallonie de se construire une vraie attractivité grâce au numérique, le recours à la réalité augmentée permet, en outre, de témoigner de la modernité de l’institution tout en apportant aux citoyens une expérience multi-sensorielle et didactique.
En intégrant le concept de réalité augmentée, il pourrait être envisagé d’afficher dans des endroits publics de haut passage des différentes villes wallonnes des affiches du Parlement de Wallonie qui s’animeraient et prendraient vie grâce à un smartphone. L’objectif de ces publicités serait de rappeler aux citoyens wallons l’importance de leur voix et de promouvoir les différentes formes que peut prendre la démocratie au quotidien.
- L’interface conviviale et simplifiée
Afin d’assurer un haut taux de satisfaction pour l’utilisateur, l’interface se doit d’être non seulement sécurisée mais également génératrice d’une expérience agréable pour l’utilisateur. Il s’agirait, par exemple, d’augmenter la visibilité du dispositif sur le site web du Parlement de Wallonie. De surcroît, le design et la convivialité de l’ interface sont des éléments à considérer.
Le Parlement de Wallonie étant engagé dans une démarche d’amélioration continue et les opportunités d’amélioration étant infinies, ces pistes de réflexions pourraient être davantage étudiées ou perfectionnées à l’avenir, notamment au travers d’échanges pouvant intervenir au sein de l’OCDE. Par ailleurs, nous veillerons aussi à sélectionner des indicateurs de performances adéquats.","Afin d’assurer un haut taux de satisfaction pour l’utilisateur de la plateforme, cette dernière doit non seulement être sécurisée mais également offrir une expérience agréable à l’utilisateur. Le design et la convivialité de celle-ci sont donc des éléments à considérer. Dans un même ordre d’idées, les conditions d’utilisation et les différentes étapes du processus doivent également être clairement identifiés et compréhensibles.
En termes de suivi et d’encadrement, il est également important de s’assurer que les pétitions soient entendues par les parlementaires et qu’un suivi soit réalisé auprès du déposant.
Il est essentiel que les députés, à travers leurs réactions aux pétitions, s’inscrivent eux aussi dans cet esprit de gouvernance ouverte. À terme, le caractère inclusif de leurs commentaires et les réponses soumises au cours des commissions auront assurément un impact sur le niveau de participation des citoyens et sur le lien de confiance de ces derniers envers l'institution.","D’autres institutions publiques à travers le monde permettent également le dépôt et la signature de pétitions par voie électronique.","'- afin d’assurer une gestion efficiente de la plateforme, l’hébergement et la gestion de celle-ci doivent préférablement s’opérer en interne ;
- mettre en place une interface conviviale, tant pour les auteurs de pétitions que pour les signataires ;
- assurer une meilleure visibilité de l’opération, qui doit intégrer de nombreux canaux de communication.",,"a:1:{i:0;s:4:""8139"";}",,https://www.facebook.com/parlementwallonie/videos/781727558877037/,,
8144,"Digital Participatory Budgeting in Scotland",https://oecd-opsi.org/innovations/digital-participatory-budgeting-in-scotland/,,"Scottish Government","United Kingdom",regional,"a:1:{i:0;s:12:""public_admin"";}","Digital Participatory Budgeting in Scotland",https://www.gov.scot/policies/community-empowerment/participatory-budgeting/,2016,"Innovative use of digital and online opportunities has made it easier for people to have a greater say in local decision-making in Scotland. A unique cross-sector collaborative approach was taken to developing digital, with collective solutions and sharing of learning achieved through an open, iterative and experimental methodology. The Scottish Government encouraged rapid growth of participatory budgeting and digital, in line with the ambitions of open government and strengthening democracy.","Since 2014 the Scottish Government has been supporting and promoting participatory budgeting (PB) as a tool for community engagement and as a resource to build on the wider development of participatory democracy in Scotland.
The Scottish Government identified that PB supports the principles of Public Service Reform and also complements the aspirations for the Community Empowerment (Scotland) Act 2015, giving communities more powers to take forward their own priorities and ambitions. It also helps to deliver the Public Sector Equality Duty by advancing equality of opportunity and fostering good relations between different groups.
In 2016, the Scottish Government invited The Democratic Society (Demsoc) to consider how digital participation could play a role in meeting these goals. On the basis of its research - set out in Digital Tools and Scotland’s Participatory Budgeting Programme - they recommended that digital participation could help local PB processes to: reach new audiences; involve more people in decision making; be more flexible in their engagement processes, by overcoming barriers of time and place; speed up engagement processes; and connect local networks to engage with the government and each other.
The innovation
The integration of digital elements in PB processes has been identified as a way to widen involvement in decision making, gather more data about that involvement, and to bolster councils’ and community groups’ expertise in using digital engagement and decision making tools. PB and digital PB were commitments in Scotland’s first Open Government Action Plan in 2017 https://www.gov.scot/publications/open-government-partnership-scottish-action-plan/ , along with improving access to information, public accountability and civic participation, technology and innovation for openness and accountability.
While isolated examples of PB have been attempted across the UK before, this is the first ever programme - to our knowledge - to introduce in a sustained way the development of digital participation for participatory budgeting, where a growing number of local authorities and communities have been involved in trialing and then developing the use of digital participatory budgeting.
Objectives of the innovation
To help to widen involvement in participatory budgeting - by making idea generation, deliberation and voting online available to a wide variety of community organisations and local authoritie.
To develop the skills, resources and engagement in digital participation practice - to integrate these into an existing participative practice and to understand how these can be mainstreamed across Scotland.
Who benefited
Local authorities - enabling the development of digital engagement and participation skills particular to the digital participation platforms and practices for digital PB. Engendering a culture of openness around spending that remains relatively new.
COSLA (the Convention of Scottish Local Authorities) is a key part of the programme, helping to develop collective learning and approaches to PB and digital PB for local authorities. This has led them to develop central participatory budgeting expertise staff unit, and now exploring multi-function digital participation platforms for use across Scottish local authorities.
Community organisations - empowering a variety of organisations working with communities to develop their own digital participatory and participatory budgeting practices.
Members of the public – an alternative way to participate, in theory, from their own home without having to attend in person voting events or deliberative events. Feedback was sought of members of the public to find out how they felt about taking part online – if they took part, or if not, why not. Feedback was also taken on the ease of use, the style and whether or not would use similar again to take part. High-level findings are reported in the above mentioned learning report for each council and in detail reported in linked case-studies.
Scottish Government - in developing its understanding of and commitment to open government practices, as well as the fulfilment of the first Open Government Action Plan commitment to participatory budgeting. https://www.gov.scot/publications/open-government-partnership-scottish-action-plan/
The aim is for digital participatory budgeting to become a ‘mainstream’ activity - along with PB - for the whole of Scotland. By the end of the current Scottish Parliamentary term, Scottish local authorities collectively have set an ambitious target for growing participatory budgeting: they aim for at least one percent of their budgets to be decided through participatory budgeting - and to achieve this, many are investing in digital participation. To date, approximately 20 of local authorities in Scotland, out of an existing 32, have used digital participation tools for their participatory budgeting.","a:4:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""876"";i:3;s:3:""302"";}","The Scottish Government has taken a unique cross-sector approach. A collaborative approach, which involved multiple partners, created a culture change in local government engagement with communities, to a more open and participatory culture.
By commissioning out the delivery and experimentation of digital to experts in digital participation, Scottish communities have had access to the latest developments in civic technology from across the world.
The ambition was to replicate offline in-person deliberation, in an online space. Evidence of this in comments/discussion of ideas and testing of deliberative tools.
The key point to recognise in this innovation is the methodology itself – a genuine iterative experimentation, willingness from a collaboration of partners to test new approaches and new tools. This was embedding new cultures of openness, and digital environments for the first time. While this was a challenge itself, it led to communities and staff gaining digital skills.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","Innovation started in 2016, and is in it's fourth phase. Learning has been collated from previous phases, and from iterative experimentation over the years. This has led to a move to collective now developing a bespoke digital solution for wider participation. The lessons have been invaluable in getting Scotland to this stage. The narrative and context in Scotland that supports this innovation in digital cannot be underestimated - the ongoing political support and legislative environment, encouraging community empowerment, exploring participatory and deliberative democracy, and the commitment from the Scottish Government to creating a more open government.","Citizens and Community groups - leading and developing, evaluating
Local authorities - testing, trialling and sharing experience
Experts in digital participation commissioned to lead programme - The Democratic Society
COSLA - coordinating collective local authority voice and expertise
International - sharing learning with Northern Ireland http://www.participatorybudgetingworks.org/resources
Third sector - to explore equalities
Universities - to evaluate
Scottish Government - funding","Citizens : more variety and opportunity to take part
Community groups and citizens involved in developing and planning as citizen voice to guide the PB project. Recieved training and advice on digital.
Local Government officials: encouraged to develop new digital skills and reflect on how this process could make their institutions more open.
Governmental representative bodies: Cosla now coordinating efforts for local authorities to develop infrastructure for digital participatory budgeting.","Results so far:
- A number of local authorities and communities now have embedded skills and practices for digital participation.
- Some local authorities are committing significant investment to using and developing digital participatory budgeting.
Impact is recorded in case studies (publicly available) and The Scottish Government has commissioned external evaluation. Interim report available: https://www.gov.scot/publications/evaluating-participatory-budgeting-activity-scotland-interim-report-year-2/
Regular workshops and annual conferences have been held.
This creates a support network across Scotland for those innovators involved to share experiences. Creation of a PB Champions role to support this.
More local authorities and community groups to use digital participation beyond social media online tools and ‘informing’ communications.","Institutional: Local authorities aren’t used to digital participation. Have not developed (uniformly) policies or approaches to how it works. Participatory democracy is relatively new.
Response: Working with local government officers to understand how they are able to deal with potential conflicts. The development of senior leadership and incentive from Scottish Government - clear targets, eg 1% commitment
Skills: Skills required to do digital participation - developing the platforms, engaging online about them and managing the conversations and the online voting processes - is all new.
Response: Developing and supporting key individuals to continue to learn, such as starting of a ‘digital development group’
Infrastructure and sustainability: No pre-existing digital infrastructure for participatory budgeting, so each instance of PB has had to develop its own.
Response: Latest phase includes research to identify how can become sustainable, and self-commissioning.","Scottish Government leadership, including political level leadership and ambition, has helped to grow PB and digital PB in Scotland significantly. However, this creates a challenge of sustainability. There are significant challenges if this early - and ground-breaking - work is to be repeated with regularity and to eventually become a mainstream activity for all communities and local authorities.
Local authorities and community groups need access to assets, best practice, regulatory and ethical advice and the necessary guidance to run and commission online digital participation. Enabling local authorities to explore and learn from doing digital PB themselves.
Wider infrastructure - online platform options that are accessible, easy to do and reliable.
Evaluation processes - ability to reflect and identify good practice - more developed framework for recording and analysing digital processes beyond the simple data that a digital PB process produces.","Rapid growth in digital participation for PB in Scotland – from initial testing with 3, to 10 successful iterations, to further 20 involved, and expansion to community organisations. Potential to grow to all 32. This was possible through the collected learning, experience and training through Scottish Government support and competitive funding process.
Appetite for digital participation has spread across Scottish public sector. Key learnings have been influential in informing work in Scottish Government – who are now exploring setting up a digital engagement platform for PB – and working with COSLA as they explore implementation.
Sharing the learning in digital participation from this innovation internationally: eg) Northern Ireland benefited from learning, with the partner organisation (Demsoc) co-partnering in establishing ‘Participatory Budgeting Works’ to advise, provide training on both offline and online PB, and the integration and establishment of this innovation.","This innovation is in line with the First Minister’s ambition on taking office in 2014 to create a government which is ‘more open and accessible’, and the open government commitments and Scotland’s pioneer role in the Open Government Partnership. This innovation has built experience, appetite and enthusiasm for digital technologies, citizen participation enabled by technology, and a wider enthusiasm for more participatory democracy. This has fed into and strengthened the open government movement. The experience of achieving PB, as a practical realisation of an action of open government, opens up further possibilities for other types of action that contribute to opening up government. Some of the other actions that could be taken (other Open Gov commitments/actions) are far easier to achieve than PB and digital PB which necessitates a real shift in culture.
Some additional learning points:
Willingness and iterative experimentation: It is worth noting the effort and open-mindedness of many participating local authorities, and public to try new approaches – that were not always seamlessly easy to implement (eg outdated digital infrastructure available). The act of trialling new tools and approaches is ground-breaking, and indeed some have received recognition for their success https://www.dundeecity.gov.uk/service-area/chief-executive/chief-executives-services/recent-awards )
Digital skills development:
Many were learning on the project, and finding ways to embed technology. Many of these people were not digital experienced, nor working in that area of technology and IT infrastructure. Training was delivered in all circumstances, and offered to staff and community members, as well as assistance provided to members of the public participating where possible. This innovation built confidence and skills across Scotland for community engagement project","Evaluation has been complex in that often results are intangible, hard to identify and there’s a lack of recording and sharing of learning on the same metrics across Scotland. This remains a challenge to be tackled as next phase of work continues and open government practices grow in Scotland.
Key to development and meeting the 1% target will be resources, infrastructure and support for local authorities and communities to set up and run their own digital participatory processes. The current phase of work is exploring how this will be possible, trying to develop an overview of how digital PB can become sustainable for communities and embedded practice across Scotland.
Full detail on how challenges were responded to, what changed as a result, and how this has all been carried out in an iterative, experimental way, are detailed in full in the innovation Learning report, available here: https://www.demsoc.org/2019/02/06/digital-participatory-budgeting-in-scotland-learning-report/",,"a:1:{i:0;s:4:""8235"";}",https://pbscotland.scot/film/,https://pbscotland.scot/blog/2019/2/4/podcast-dreaming-digital-musselburgh-your-voice-your-choice?rq=digital,http://www.participatorybudgetingworks.org/resources
8152,"SIGAB – Information System for New Waste Management Model in Bogotá",https://oecd-opsi.org/innovations/sigab-information-system-for-new-waste-management-model-in-bogota/,,"UAESP – Special Public Services Administrative Unit",Colombia,regional,"a:1:{i:0;s:13:""environmental"";}","SIGAB – Information System for New Waste Management Model in Bogotá",https://sigab.gov.co,2018,"A new waste management system, driven by information. Bogota has evolved its cleaning and recycling scheme, generating a profound transformation in the way in which citizens needs are met and garbage collection is managed. This model is based on the effective use of data and information. This initiative has allowed greater transparency in the actions of involved public and private organizations, an intense collaboration to provide the best service and enabling citizens active participation.","In the past decades, Bogotá city has held several waste management models with severe difficulties, so it was necessary to ""think outside the box"" and conceptualize a new model in which information is the DNA to control and manage the quality service citizens have dreamed about.
The new waste management model was structured in a way in which the city was served in five exclusive waste areas, each one with a dedicated operator. This allocation, achieved through the bidding process, in which the best proposals were chosen for each city area, implied the need to integrate the five operators information as part of a unified operation and at the same time specialized in each area.
The advantages of achieving total city coverage and owning a versatile, friendly and efficient service delivery scheme, proposed, in turn, two additional challenges: ensuring that citizens receive a service with superior and equivalent quality standards, plus ensuring that citizens perceive district public administration ""as a whole"", through the received service, regardless of the operator that serves the specific zone.
The new waste management model has a system called SIGAB (Bogota Waste Management Information System) through which operation, financial, commercial and service information has been standardized. Each concessionaire has its own information systems for service provision and for its own management as a collecting, sweeping and cleaning company. These transactional systems were integrated through an interoperability platform that standardized information flows so that they are consolidated as a large district operation.
SIGAB allows to consolidate and validate necessary information to control service provision and offer information to the different actors through a web informative portal, a transactional portal, control and management dashboards for public agency and concessionaires, a mobile application for citizens and an open data flow for all stakeholders: academia, national and local government and general public.
The designation of specific roles to each waste management process actor has been essential to promoting the transformation of the city into a city with open government, in the matter of cleanliness and waste management.
THE DISTRICT GOVERNMENT: to establish game rules, define the high-level technological architecture, perform its structuring role, establish incentives, promote its use and, in general, is the transformation leader.
THE CONCESSIONAIRES: to build technological solutions detailed architecture, reuse specific components, develop SIGAB, create coordination mechanisms, innovate and improve continuously and generally is the leader in the development of technological capabilities.
CITIZENS: to be permanently informed about the service, take advantage of digital media, interact for service improvement, create a culture and set an example.
A fundamental component was to finance the entire new scheme including SIGAB through a tariff charged to citizens. This meant that UAESP should not use resources from its budget. During the next eight years of the concession, the service and SIGAB information component are guaranteed.
The difficulties that were presented in the past have been definitively fixed and nowadays, standardized and timely information is obtained throughout the value chain of service provision. Additionally, services have been enabled to empower citizens and strengthen public agencies to manage city resources and services.
National Government guidelines and standards were adopted on digital government, information security, enterprise architecture topics; and also District standards in matters of cartographic information management and open data.
Cutting-edge technologies have been adopted. Internet of things: vehicles are being monitored in real time for the entire city; Big Data: Millions of data are received daily, consolidated and analyzed to optimize routes and verify compliance with scheduled routes; Data analytics: there are mechanisms of data analytics and indicator dashboards generation; Cloud Computing: All services have been implemented in AWS and Azure Clouds; Mobility: A mobile application has been implemented so that citizens can view their services, track the vehicle that will collect the garbage at their home and take a picture when they see a need for collection service and send it with their mobile device so that the corresponding operator attends it.","a:4:{i:0;s:3:""302"";i:1;s:3:""617"";i:2;s:3:""239"";i:3;s:3:""194"";}","In the past two decades, the City of Bogotá tried several waste management models seeking for building an efficient service; however, they obtained partial achievements and could not consolidate a concept of control and continuous service improvement.
Different options were examined: hiring private service providers and creating specialized service operators. In 2012, sufficient resources were allocated to build a monitoring center with technological infrastructure, a platform for fleet monitoring and personnel dedicated to service control. Nevertheless, after several months, no concrete results were obtained and resources were wasted; to a large extent, due to not having timely and quality information.
Aware of the need to create a different model, UAESP identified the opportunity to incorporate, in the DNA of the service provision model, data exchange, open data services at every stage of service provision, and integrate it completely with the management and control processes.",,,"UAESP and Mayor PUBLIC SERVANTS created the conceptual model; 5 SERVICE PROVIDERS collaborated in data flow articulation with transactional systems and provided specific technical knowledge for service provision; CONCESSION AUDITOR controlled SIGAB strict compliance; TECHNOLOGY OPERATOR led technological platforms development and implementation; CITIZENS participated in cocreation sessions to identify their needs and incorporate them into the mobile application and citizen attention website.","The public servants of the UAESP and the Mayor's Office; the service providers, five organizations: PromoAmbiental (Zone 1), LIME (Zone 2), Bogotá Limpia (Zone 3), Ciudad Limpia (Zone 4), Área Limpia (Zone 5); the technological operator; the concession auditing; citizens and control authorities.","Waste management information is integrated, standardized, delivered timely and in real time to support decision making
Routes and costs optimization, greater service quality
UAESP owns opportune and complete information to facilitate its management
Citizens are informed and have mechanisms to interact with the new waste management scheme
SIGAB is a public good
Disruptive technologies are incorporated: the internet of things, big data analytics, cloud computing, mobile
The mobile app is becoming a classroom to teach people how to recycle
SIGAB has been presented as a success case in the Governing in Data Era International Meeting and other government scenarios
The first SIGAB version was implemented in record time: 8 months
Results have been measured through the consolidation and analysis of waste management system open data
We expect that most of Bogota citizens will use SIGAB to better recycle, collaborate, and obtain a high-quality and optimized service","1. Technological architecture: SIGAB requires the creation of a standardized and robust technological architecture that guarantees availability, security, and interoperability between the information systems of the actors involved
2. Actors articulation: SIGAB requires the articulation of all actors involved in waste management. Permanent information exchange and active use of information technologies have allowed UAESP and concessionaires to be articulated for guaranteeing continuous improvement and higher quality in the city public waste service
3. Go to the public: SIGAB requires to give empowerment to citizens. Different services have been enabled so that citizens can be informed, interact and be part of the solution of the new city waste management system. However, without proper offering and without accompanying the citizen in the use of services, it is not possible to guarantee a correct appropriation
4. Citizens needs: SIGAB requires to incorporate and satisfy citizens needs","UAESP General Director and Mayor's leadership in promoting a solution that solves the underlying problem
UAESP bringing specialized knowledge from concessionaires and market, creating innovation environments in which everyone participates collaboratively
Participation and determined collaboration of service providers to coordinate, be willing to deliver the best information and participate in a new way of serving the waste service, despite being working in a certain way for several years
Human resources from all actors with the intention of improving the city living conditions and provide technical contributions and experience
The creation of an information technology operator, to be solely responsible for enabling platforms and coordinating all actors
A citizen focus, allowing decision making with the purpose of meeting citizens needs and privileging service quality and timeliness
Well roles specialization and game rules so that everyone does their part, wins and contributes","This new scheme for managing waste service can be replicated in other cities of Colombia, Latin America and other countries in the world. It has been shown that with this scheme, control and information problems are fixed and citizens are empowered.
In the next years, UAESP will consolidate itself as an organization that takes advantage of information and generates knowledge for waste service management.
This new model will promote regulatory reforms to allow the strengthening of waste schemes in Colombia. Therefore, an example will be given so that regulatory organizations will improve regulations and favor a higher quality and information-driven service provision.","Public policy development has three clear moments that must be handled adequately: prefeasibility, viability, and sustainability.
Prefeasibility: to evaluate the way in which it is possible to project the transformation, execute analysis of favorable and unfavorable conditions to bring transformation to reality, identify interests and incentives from and for the different actors, establish a regulatory framework, identify resources and real possibilities of achieving the transformation in operation, and really important, understand the reasons why it did not work and what successes achieved those who tried to make the transformation. In this stage, you have to convince key people.
Viability: to determine the way in which the transformation can be specified and executed, guarantee that the transformation can be achieved through contracting mechanisms, with involved institutions disposition, with available human teams and right incentives. Sometimes in a gradual fashion and occasionally in a radical way. Dynamics are given by deadlines and human teams who believe that transformation is important. In this stage, you must inspire those who will build tangible components for the transformation to materialize.
Sustainability: it is essential to massively mobilize citizens and people from involved public and private organizations for integrating the transformation as a daily experience and achieving a good innovation use and appropriation level. Here, you must inspire everyone with facts and motivate them to enjoy the transformation positive effects.
What we would like to share is that these three stages must be imagined, defined and projected from the beginning. If it is not done in the early stages, uncertainty and risks will grow and can seriously affect the development of public innovation.
Something that we would have changed is that we made bolder designs to demand more technology but existing regulations did not allow us to assure that the concessionaires were going to accept certain conditions. Because there were serious past difficulties with a political nature regarding waste issues, we thought it was safer to reduce our pretensions to ensure success even if the transformation did not have cutting-edge technologies. We preferred to negotiate the essentials and give in on some non-essential issues. However, now we think we could have been bolder. This is a complex challenge at the moment of the tension inherent in bringing interests together.","SIGAB has achieved the articulation of all actors involved in waste management. From the beginning of the bidding process for conceiving the new scheme and during its execution, the permanent information exchange and active use of information technologies have allowed UAESP and concessionaires to be articulated for guaranteeing continuous improvement and higher quality in the city public waste service. This has been something that had never been implemented before in the city.
SIGAB has given empowerment to citizens. Different services have been enabled so that citizens can be informed, interact and be part of the solution of the new city waste management system. This development has converted the new waste scheme and its SIGAB information system into a citizens-driven innovation and an innovation toward citizens.","a:3:{i:0;s:4:""8325"";i:1;s:4:""8326"";i:2;s:4:""8327"";}","a:4:{i:0;s:4:""8305"";i:1;s:4:""8309"";i:2;s:4:""8315"";i:3;s:4:""8323"";}",,,
8229,"Innovative Methodology for Co-creation of Open Government Commitments",https://oecd-opsi.org/innovations/innovative-methodology-for-co-creation-of-open-government-commitments/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:62:""Transparency, Access to Information, Auditing, Open Government"";}","Innovative Methodology for Co-creation of Open Government Commitments",http://governoaberto.cgu.gov.br/,2016,"As one of Open Government Partnership’s co-founders, Brazil has developed a new co-creation methodology to define the commitments of its National Action Plans (NAP). It has envisaged co-creation workshops with parity participation of experts from government and civil society in chosen themes. The initiative aimed to conciliate the watchful eye of civil society’s representatives and the technical eye of those actors who live the reality of the state administrative machinery to set commitments.","The methodology for the co-creation of commitments was materialized on the 3rd National Action Plan in response to the Brazilian government's desire to involve civil society more actively in OGP-related activities, solving gaps observed during its first years in the Partnership. As a result of an intense collaborative work, developed by representatives of government and civil society to implement this significant change in relation to the construction of previous plans, the methodology of the co-creation process was innovative, unique, internationally praised and replicated for succeeding in the effort of conciliating the watchful and rewarding eye of civil society’s representatives and the technical and legal eye of those actors who live the reality of the state administrative machinery to set commitments in Open Government.
The co-creation methodology predicts the realization of several workshops that stimulate the collaborative work between government and society, resulting in a wide debate among specialists on the prioritized themes. For each theme chosen, two co-creation workshops are held: the first to discuss the challenge to be faced and the second to define the commitment. Thus, at the end of the second stage, each group defines the Brazilian commitment in the theme, the actors responsible for its implementation and execution, as well as the deadlines, actions and milestones for monitoring.
This methodology overcome both the models that use simple public consultation to civil society on documents exclusively drafted by the government and those which fix government’s approval of propositions originated in civil society’s exclusive fora. The initiative strengthens democracy, the legitimacy of public action and promotes collective well-being. It is, therefore, a management model in which the government not only listens to society, but seeks solutions to meet the priority demands in a collaborative way.
Given the positive results achieved in Brazil's 3rd National Action Plan, the co-creation methodology was used again to build the 4th Plan and is expected to be used again in the preparing processes of future National Action Plan of the country, although there is always space for improvement.",,"The process is innovative for involving actors who usually have no common spaces to discuss public policies. The co-creation project is innovative because it can significantly increase the interaction between government and society, overcoming difficulties inherent to the dynamics of discussing several themes with different segments of civil society and with different areas of government. By using techniques of design thinking, the methodology leads government and civil society to negotiate and work together to reach the best for both. In addition, it is also successful to define and consolidate, in the co-creation process, the involvement of governmental and extra-governmental partners in the work of executing and monitoring the commitments.",,,"The participation of specialized staff happened as follows: 3rd NAP: 16 commitments designed by 105 people (57 CS representatives, 48 government officials from federal, state and municipal levels); 4th NAP: 11 commitments, designed by 105 people from 88 entities (39 CS representatives, 39 government officials from Federal Public Administration and 10 officials from State and Municipal Government). They brought their experience, enthusiasm and work in the theme they were selected for.","Users and beneficiaries of 3rd and 4th Brazilian NAP are part of a broad group of people, entities and governing bodies (from various levels). Some themes discussed on the last two Plans gives a notion on their dimension: open data, access to information, education, health, prison system, innovation in public services, legislative process, Electoral Justice, environment, culture, security nutritional, land transportation, repair of regions affected by dam rupture, land issues and water resources","The co-creation process developed by Brazil has contributed to move the country towards a more transparent and responsible administration. The model implemented generated positive impacts on the interaction between government and Civil Society and produced benefits such as: increased trust in government, more qualified definition of political agenda, participation of appropriate interlocutors on discussions, improvement on prioritization of actions, promotion of citizenship and management of public problems. In education, for instance, there is a platform for sharing OER (open educational resources); in environment, the relation between civil society and government for opening data is highly successful; in the legislative, many tools have been implemented for opening the parliament; in access to information, there was the implementation of the requester's identity preservation functionality in the Federal Electronic System for Citizen's Access to Information, among others.","The greatest challenge of the process is to ensure correct representation of specialized segments in co-creation workshops, since there is the concern to include diverse groups and profiles, such as gender and territoriality. There are also difficulties related to low engagement of Civil Society and government officials in some actions, and to budget constraints. As a solution, the CGU strengthened contacts with partners, held meetings to raise public awareness and sought institutional support to develop the work.","Structural conditions that allowed for the success of the project were: legal and institutional support, the CGU's continuous interaction with Civil Society's Advisory Working Group, existence of specific spaces for the dissemination of all actions and results, and the availability of a team that works specifically with the activities related to OGP, embedded within the Coordination General for Open Government and Transparency of the CGU.
Another important aspect was the issuance of the Decree (http://www.planalto.gov.br/ccivil_03/_ato2011-2014/2011/dsn/dsn13117.htm) that institutionalized the National Action Plan of OGP in the scope of the Federal Administration. Also, there is the Resolution n. 1 (http://governoaberto.cgu.gov.br/no-brasil/grupo-de-trabalho-da-sociedade-civil/copy_of_grupo-de-trabalho-da-sociedade-civil/resolucao_institui_gt_ge_ciga_2014.pdf), that institutionalizes de Civil Society's Advisory Group.","The methodology of co-creation was initiated in in 2016, during the drafting of the 3rd National Action Plan, and was used again for the preparation of the 4th National Action Plan, in 2018. In addition, the municipality of São Paulo (which implements OGP projects for subnational level) and other countries (such as Germany and Portugal) showed interest in Brazilian co-creation methodology and the possibility of replicating the dynamics for the elaboration of their action plans.","Experience has shown that difficulties and limitations in the implementation of commitments on open government can be better overcame when there are engagement and participation of actors from different bodies and entities sharing their expertise for a common result.
In this sense, as learning, it is possible to mention that the co-creation dynamic brings several immediate benefits. Among them, we can mention the setting of mutual trust that is established when spaces of collaboration, evaluation, validation and execution are created.
In addition, as already highlighted, it promotes the qualification of political agenda, with the participation of appropriate interlocutors in the discussions, the improvement of actions prioritization, the promotion of citizenship and the better management of public problems.
The perspective with this innovation is to allow the country to move towards a new reality in which transparency, social participation, accountability and accountability are guidelines adopted in all public management work practices.","No further information.",,,,,
8241,"Periodic Competence Report in Public Procurement",https://oecd-opsi.org/innovations/periodic-competence-report-in-public-procurement/,,"Colombian Procurement Agency ",Colombia,central,"a:1:{i:0;s:9:""Planning "";}","Periodic Competence Report in Public Procurement ","https://www.colombiacompra.gov.co/sites/cce_public/files/cce_documentos/informe_competencia.pdf ; https://www.colombiacompra.gov.co/sites/cce_public/files/cce_documents/cce_guia_competencia.pdf",2019,"The promotion of competition has been identified as one of the major challenges of the Public Procurement System in Colombia. Despite its importance, it was only in 2019 that a tool allowing to effectively monitor the participation of the interested parties on the bidding processes was developed and implemented by the Colombian Procurement Agency. Thanks to this tool, participants are able to diagnose flaws, and make suggestions or requests for improvements.","The Project is a result of an OECD recommendation (as part of a public procurement review in 2016) regarding competitive methods, since it was suggested that the Colombian Public Procurement needed to “create an open and level playing field for suppliers, increase efficiency and drive savings”. In Colombia, direct contracting is not necessarily an exception, which bypasses the benefits that could come from effective competition. Having a report that ranks Public Entities is a useful and practical tool that fights bid rigging, promotes transparency and assures quality of work, supply and service contracts. It also engages the participants of the purchase processes to establish and maintain competitive markets.
Before 2019 such a tool did not exist, and despite the uncertainty of the project, it has been well received and accepted by the buyers and providers. Since its implementation and after the first ranking announcement (January 2019), Public Entities have requested individual reports for 66 offices entrusted to advance procurement, to which, besides sending the requested information, it has been suggested to consult the ""Guide to implement Competition in Public Purchases"", structured to improve the generation of competition in all the processes of public supply.
This is evidence of the positive results that arose in a short period of time, as the ranking report not only generated a way of monitoring public procurement but has stimulated Entities to compete between them to achieve a major participation in their selection processes, and consequently to be ranked by the Colombian Procurement Agency. In this context, it is an institutionalized practice that will help the Agency to analyze, evaluate and monitor the behavior of the Public Procurement System in search of its innovation and continuous improvement.
","a:9:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""178"";i:3;s:3:""194"";i:4;s:3:""156"";i:5;s:3:""210"";i:6;s:3:""316"";i:7;s:3:""611"";i:8;s:3:""302"";}","This is a tool that is completely new to the public sector, that has never before been tried in the Agency nor by other Colombian organizations. It is an answer to the constant complaints and flaws of the Colombian Public Procurement system in terms of competition and participation. It provides an open and level playing field for suppliers, increases efficiency and drives savings for the Public Entities.
With this tool, public officers are forced to improve competition in order to avoid been publicly questioned. It is a way to promote more value for money and rethink some traditional institutional factors, such as: organizational structures for public sector services, regulations, legislative and funding arrangements, as well as cultural factors.","a:1:{i:0;s:14:""implementation"";}","Currently, we are making the innovation happen. As the central government procurement agency, we are also using this tool to understand how Buyers are establishing and maintaining competitive markets. Subsequently, we want to collect the data and make a diagnosis of the status quo after the implementation of the ranking report and in that sense, identify lessons learned.","The main collaborators are the Government Officials and the Companies (Providers). The former create the procurement processes, define the need and determine the demand. The latter provide the goods and services and define the supply and the conditions of the market.","Users need a competitive public procurement system, because in that way they can oversee and learn about the public budget's execution.
The stakeholder is the Colombian regulatory agency of competitiveness, who is in charge of regulating fair commercial practices, promoting competition and acting as the office of registry and patent.
Beneficiaries are mainly the final users of the public service since this tool helps improve the quality of public services.","The results are positive in the sense that the report has been welcomed by the Public Sector, people are starting to get interested and curious about the ranking, yet it is at its implementation phase.
We expect to implement this innovation in all of the public entities of Colombia to promote and maintain competitive markets, and promote open government and innovation.","The challenges that we have encountered relates to the need to encourage stakeholders to use the public purchase electronic platform (SECOP), as well as anti-competitive practices and the implementation of competition strategies in Public Entities.","We consider that the success of this Project is mainly thanks to strong infrastructure services that facilitate the use of electronic platforms, as well as connectivity, which guarantees real access to public procurement information. This ensures equal treatment and abolishes any scope for discriminatory purchasing through enhanced levels of transparency and accountability. In addition, the development of a Competition Guide was useful to explain the procedures to stakeholders. Finally, the political will of public officers and Authorities was key.","Not yet.","The Project was recently launched, therefore at the moment we do not have lessons to be learned. We expect to have a final report at the end of 2019 with results and indicators.",,,"a:2:{i:0;s:4:""8376"";i:1;s:4:""8380"";}",,,
8266,"New Standard for engaging SME participation in open public contracts",https://oecd-opsi.org/innovations/new-standard-for-engaging-sme-participation-in-open-public-contracts/,,"GovTech Poland",Poland,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";}","New Standard for engaging SME participation in open public contracts",https://govtech.gov.pl/en/main-page/,2017,"GovTech Poland has developed world's first challenge based procurement model where the authors of the best idea receive a full implementation contract without the need for an additional cumbersome tender. With the goal of opening procurement to all creative individuals, the model covers the process from identification to implementation. A pilot run, tested in both central and local institutions has increased SME participation in procurement processes by an average of 1600% (in a sample of 250) and further implementation of the model is ongoing.","Imagine - a public official identifies a problem, quickly fills in a form and soon after, thousands of innovators from all around the world can start working to solve it, leading to a fully workable and implemented solution only a few months later. No formalities involved - a simple idea-code-reward system that allows everyone to focus on what they do best and for small start-ups to compete with multi-billion corporations. The very idea to make government agile and bring the innovative spirit to the public administration was the founding principle of the GovTech Poland initiative.
The process, initially piloted in 2017 in the Tax Administration, started with a small idea. Current procurement regulations were designed for large, experienced market players, proving a detriment to small companies with big ideas. We started off with the challenges presented at the largest stationary hackathon in Europe. The best were asked to further develop their solutions using the infrastructure the State can provide, and ended up with a solution that decreased fraud rates by over 80%, all in a few months. The development of a 48-hour hackathon challenge which lead to spectacular field results showed us that opening ourselves to these brilliant individuals and small businesses could bring astonishing results. All we needed was to further develop the process, bringing in the entire public sector.
This year, we are doing just that. Six ministries along with several local governments are participating in this year's edition, showing that the approach can work just as well for a central institution or the smallest municipality. All our partners are in constant need of digital solutions but have not had the expertise or market power to reach the worldwide community of innovators. In order to change it we have focused on five main goals:
- equal opportunities for innovators: ideas matter, not the organisation's size
- making government procurement simple and agile
- knowledge exchange: promoting the innovative spirit to the administration, and public involvement to the innovators
- opening the government to best market practices, making it an attractive business partner
- increasing the diversity of ideas, helping small institutions implement big projects
Challenge areas vary - from developing a learning image recognition software to combat traffickers, to a system allowing residents to report malfunctions of public infrastructure, or an algorithm for making emergency number operators more efficient. They have one thing in common - they all directly or indirectly benefit the community. Once the challenges are formulated, the GovTech team works with the institution, helping it to assess the challenge's viability, prepare the budget and legal documentation. Even at this earliest stage a number of companies of all sizes that normally work on similar projects are constantly consulted to make sure the challenge conforms to the highest industry standards. After that, the first stage begins. With adaptability in mind, we allow those with clear-cut ideas to go through the entire process online, but if someone wants to form a spontaneous team, it is possible during one of the largest hackathons in the world, where the event officially begins. After two weeks, the participants submit their ideas which, along with some small sample of the work to come, are evaluated by a jury composed of public officials and industry experts. The best win cash prizes and advance to the second stage, where the challenge sponsor hosts participants for a week and creates an environment where they can perfect their initial submission using every resource available. After that, the winner is invited to implement their solution. There, the process is facilitated by professional staff, employing workflow improvement methods, such as scrum, design sprints, and milestone setting. The process is kept agile and makes use of a new type of contract design to combine transparency with efficiency. All that's left is for everyone to enjoy the fruits of their labour and use the experience for future initiatives.
Parallel to the legislative changes, we are working on expanding the initiative both in width, by involving more institutions and in-depth, by adding new components. We are working on introducing an acceleration program, to turn one contract into a lasting partnership, and a digital marketplace platform, where innovators can interact directly with institutions. While all that is in the works, a perhaps even more important process is occurring - officials are being trained in design thinking, openness and best market practices to build what GovTech (and administration) is really about - people working with each other to make something around us better.","a:3:{i:0;s:3:""302"";i:1;s:3:""316"";i:2;s:3:""320"";}","GovTech Poland changes:
- A procurement system that was only attractive to large corporations into one where a start-up can compete with a Forbes500 company. By keeping the documentation minimal and getting rid of prerequisites we are able to focus on the quality of an idea, not on the creator's market power, and thus become more start-up friendly.
- A cadre of career administrators into innovation-embracing officials. By constantly bringing them together with market professionals we ensure that the ideas take less time to diffuse from the market to the public sector.
- Small and local institutions into equal participants in the software procurement market. By hiring the winners to implement their ideas we ensure that even organisations with minimal IT staff can obtain working software solutions.
- A disintegrated, obscure process into one that is simple for all parties. We cover most legal, budgetary and logistical concerns, letting everyone focus on what they are best at.",,,"The process is coordinated by the Office of the Prime Minister, to which the GovTech core team reports, but success would be impossible if not for the following:
- Challenge sponsors (local governments, ministries, administrative divisions), who volunteer to become the nation's innovation leaders
- Foreign partners and consultants (CivTech Scotland, Finnish SITTRA)
- Small businesses who we work with and consult on the programme's shape
- Citizens and NGOs providing us with feedback","GovTech is a procurement scheme, so the ultimate beneficiaries are the participating institutions and the communities they serve. They provide challenges and mentors and indicate the results of the projects already implemented.
This said, the other important actor is the administration as a whole, who benefit from a better public perception and exposition to market practices.
Finally, the participants (SMEs) themselves, who can now compete with the titans, and gain contracts and experience.","So far, the first edition has produced a number of working solutions for the respective institutions. One application has decreased the tax fraud rate by over 80% in some markets, while others are vital tools in the administration's operations. All institutions that participated in the first edition chose to do so again this year.
In this year's edition we are hoping to achieve similar results, but with much more complex problems. Also, while previously some of the implementations were up to the Institution's existing personnel, this time we are hoping to have the winners implement their own proposals, giving them the contract, and experience and letting smaller institutions participate. We are also hoping even more institutions will choose to get involved with GovTech next year and that it will ingrain itself in the public perception.","Perhaps, it shouldn't be surprising that the largest challenge for a program aimed at reforming the public administration was uncertainty. We decided to take the matter seriously and after a thorough examination, and a number of interviews and meetings have discovered that while the administration is full of people with brilliant ideas, they can sometimes feel uncertain about expressing them if they do not lie strictly within their narrow field of duty. We have thus taken it upon ourselves to tackle the matter by:
- setting clear responsibilities
- defining standards (communication tools, decision making procedures etc.) and convincing others to use them
- conducting a series of workshops aimed at assertiveness and self-confidence
Perhaps the best call we have made was to involve outside experts to show the officials the ""market"" way of setting internal relations. This gave everyone more confidence and resulted in a rise in confidence, efficiency and morale.","While our project involves setting legal and technical standards, it is mostly about people and their involvement is the most critical factor in the entire undertaking. We have set out to build bridges between officials and innovators, but ultimately any bridge is useless if no one wants to use it. Luckily, we have been met with constant enthusiasm on both sides and will continue to work to maintain this state.
Also, we are fortunate to maintain the confidence of the private sector and SMEs. Ultimately, they are the initiative's target audience and it is with them that we continue to consult on all the challenges and practices implemented. Without them trusting us enough to share their methodology and strategy we would never know what can work and what to avoid.","From the very beginning, the programme has been designed to be built upon in the future. An idea used in one ministry spread on to four unaffiliated others and a number of municipalities and hopefully one day will encompass the entire administration.
Already we can see other institutions follow standards set by us - ranging from the armed forces, through hospitals, to railway networks. We have found that perhaps the most important part of our task was to set standards and convince others they are just as appropriate as the old ones, but easier. The scalability isn't just formal, however - we also plan to launch our own acceleration scheme as well as a digital marketplace platform (2019). The latter will have a list of all digital solutions used by the administration that are to be modified, so that anyone in the world could enrich the market with their proposals. We are also talking with our international partners and providing them with advice on how to develop their initiatives further.","After working with over 500 officials in each of the 19 ministries and dozens of other departments, as well as a number of start-ups and small software houses, we have seen that one word was always key - responsibility. It was the lack of familiarity with the other world's expectations that was causing everyone to remain in their niche, which was perhaps the projects' greatest foe. While the innovators always need clear answers to their doubts and questions, the long chain of command does not allow for efficient replies. Therefore the only condition we set for institutions willing to participate is to assign business owners and give them enough decision making power to compensate for their vast responsibility. Of course this may create tensions within the team, however, we have learned that appointing people who will once become the solution's final user to make the key decisions regarding our requirements proved fruitful, and even the most diverse teams in terms of rank, social status, minority status and experience are able to work together given good guidance and an ear ready to listen to their concerns and needs.",,,"a:1:{i:0;s:4:""8292"";}",https://youtu.be/62OTqqRY2xU,https://www.youtube.com/watch?v=Mt7cfKlBrL4&feature=youtu.be,https://youtu.be/bfmIvt-_LP4
8270,"The First UK Citizens’ Assembly on Long-term Social Care Funding in England",https://oecd-opsi.org/innovations/the-first-uk-citizens-assembly-on-long-term-social-care-funding-in-england/,,Involve,"United Kingdom",central,"a:2:{i:0;s:12:""public_admin"";i:1;s:7:""science"";}","The First UK Citizens’ Assembly on Long-term Social Care Funding in England",https://www.involve.org.uk/SocialCareAssembly,2019,"In England, provision of and funding for adult social care has been subject to numerous reports, commissions and Government papers which have failed to produce agreement on how to tackle the urgent need for reform.
Involve was commissioned by two UK Parliamentary Committees to run a citizens’ assembly – a representative sample of the English public – to inform their joint inquiry on the issue.
It was the first time a UK Parliament has ever run a citizens' assembly to gather public views.","Social care provision and funding in England have been the subject of numerous reports, commissions and Government papers over many years. Despite widespread agreement on the urgent need for reform, their recommendations have not been translated into action and the social care system is faced with a dramatic funding gap.
A Citizens’ Assembly on Social Care was commissioned by the Health and Social Care Select Committee and the Housing, Communities and Local Government Select Committee as part of their joint inquiry into the long-term funding of adult social care. While Select Committees regularly reach out and engage the public, this Citizens’ Assembly was the first held by Parliament and probably one of the largest scale and in-depth examples of public engagement undertaken so far in the UK.
It brought together 47 randomly selected English citizens to consider the question of how adult social care in England should be funded long-term. Over its course, Assembly Members took part in approximately 28 hours of deliberation, equating to a total of 1,316 ‘people hours’ of learning, deliberation and decision-making.
Through two weekends of group deliberations, followed by individual votes, Assembly Members developed a set of conclusions and recommendations on: a. how adult social care should be funded, and b. how any decision should be taken. Assembly Members worked together to develop a list of values and principles that should inform any decision about how social care in England is funded. Assembly Members also considered and expressed their preferences on the best way to fund adult social care in England in the long term in terms of the balance between public and private funding.
The recommendations of the Citizens’ Assembly on Social Care have been considered by the Health and Social Care Select Committee and the Housing, Communities and Local Government Select Committee as part of their joint inquiry into the long-term funding of adult social care. Assembly Members hope that the government will also take note of their findings and recommendations in their efforts to address the social care funding gap.
The Liaison Committee in the UK Parliament is now running an inquiry on the effectiveness of select committees, with particular questions around public engagement methods of involving the public that have worked particularly well, such as this particular citizens’ assembly.
We are still awaiting the Green Paper from the Government outlining its plans for funding Social Care in England. This Paper is long delayed from when it was expected to be published in Autumn 2018.
More broadly speaking, using a citizens’ assembly to somehow break the deadlock around Brexit has also received cross-party support and was tabled as an amendment to legislation in Parliament recently.","a:2:{i:0;s:3:""181"";i:1;s:3:""302"";}","The Citizens’ Assembly on Social Care brought together 47 randomly selected English citizens over two weekends to consider the question of how adult social care in England should be funded long term. Assembly Members took part in approximately 28 hours of deliberation, equating to a total of 1,316 ‘people hours’ of learning, deliberation and decision-making.
This was the first time ever that a UK Parliament has held a citizens’ assembly and probably one of the largest scale and in-depth examples of public engagement undertaken so far in the UK.
The Citizens’ Assembly on Social Care has demonstrated the role that the public can play in helping to resolve important but politically challenging issues. Assembly Members felt strongly that government and parliament should use citizens’ assemblies more often to inform their decision making.","a:1:{i:0;s:20:""developing_proposals"";}",,"It was commissioned by two UK Parliamentary Select Communities.
Involve organised, designed & ran the assembly, supported by two social care experts who were present for both weekends to provide impartial & balanced information.
An Advisory Panel supported preparations, helping to ensure Assembly materials were factually accurate, comprehensive, balanced & unbiased.
Two charitable foundations provided additional funding to support the Assembly but had no involvement in design & delivery.","Although the Assembly was commissioned by two Parliamentary Select Committees, the innovation was targeted to fulfil the objectives of the project, as well as influence the House of Commons further in using this engagement innovation more often. Since then, we have been approached by Other Committees about using Assemblies as part of their inquiries.
Furthermore, this innovation has been used to try influence Government directly to use such engagement methods at the national and local levels.","Many of the conclusions and recommendations of the citizens’ assembly have been incorporated into the joint inquiry abnd supported by the two select committees. The Assembly was mentioned 46 times in their joint-inquiry report.
The conclusions of the assembly are expected to indirectly influence the Government Green Paper on the topic. The Government has yet to publish this Paper, but there have been media reports which indicate some of the conclusions and recommendations are being considered by the UK Government. The Government has even mentioned it is parliament.
There has also been interest in the assembly from devolved UK parliaments as well as UK political commentators and academia.
Citizens’ assemblies have received greater public awareness in particular for dealing with the Brexit deadlock in Parliament.","The largest challenge for the Assembly was the very short turn around time from the proposal to its implementation, because the Select Committees wanted to ensure their report was published in time to influence the expected publication of the Government Green Paper on the topic. Despite this, the project went fine, but there was no contingency time available if a problem had arose (we would recommend ensuring such buffer time).
While the Assembly took place without any problems during the two weekends, we did need to adapt the second weekend at the ‘last-minute’ to include presentations from people with lived-experience of social care in England. This was because, despite having an advisory panel, we missed a set of stakeholders who should have been represented in the initial design.
Beyond the duration of the Assembly itself, the greatest challenge is ensuring Government adopts or considers the Assembly conclusions and recommendations.","The politicians and officials who commission such assemblies need to be truely bought in to the process from the start and willing to take on board its conclusions and recommentations. In this case, the cross-party representation in the Committee chairs and the perception of them as major select committees made it a more impactful and successful process. They supported the method, and took on board what was concluded and recommended in an active and visible way.
Processes of this size and importance need skilled and experienced facilitators. They also need adequate resources and ideally enough time to prepare.
Such processes need clear objectives and outcomes that draw upon agreement between participants as a group, but also reflect their preferences as individuals.
It is also important that these processes are used particularly when there is a perception of a problem that is really stuck/unsolvable. If they want to resolve it, there is more appetite for this kind of innovation","Since the Citizens’ Assembly on Social Care, a similar-sized citizens’ assembly has been held in Northern Ireland on the provision of health and social care.
A citizens’ assembly has been proposed to overcome the obstacles to the Brexit deadlock in parliament. This even led to an amendment supported by over 40 cross-party politicians being voted on in Parliament (although did not receive a majority of votes).
Processes very similar to local citizens’ assemblies are also expected to be trialled in 8 local English authorities across the UK, supported by a UK Government fund, along with expertise from Involve and other civil society groups.
Other Citizens’ Assemblies have been held in the Republic of Ireland on a running basis to deal with constitutional issues. This predated the UK examples of citizens’ assemblies, although it had a number of differences, such as in size, scope, and duration.","There were three broad lessons learned from the Citizens’ Assembly on Social Care.
The first was around media and press work. We learned that when publicising the impact of the assembly that, despite close cooperation, the committees themselves were more interested in pushing the conclusions and recommendations more so than publicising the democratic open government innovation. We learned therefore that it is important to work on this messaging element much sooner into the process including preparation time for media in order to make the most of opportunities to create impact not only on the topic itself and conclusions of the assembly, but also on the process too. We also could have worked with committee chairs more closely to further raise the profile of this democratic innovation, with specific media pieces and articles.
We found that politicians – particularly the chairs of the two select committees in the UK Parliament – found the exercise to be incredibly useful in their inquiry. They took close account of the views expressed by the Assembly members and the way they voted on key decisions. They found the process to be invaluable in gauging informed public opinion on the difficult questions facing social care and helped them as they debated the recommendations set out in their own report. In particular, hearing Assembly members express strong support for social care free at the point of delivery and for the transparency and accountability that earmarked taxation would bring to spending on social care closely informed their proposals on these key issues of reform.
They also took into account the Assembly call for reform to lead to provision of high-quality care and the pooling of risk among individuals and for it to be underpinned by cross-party political consensus.
This level of consideration by committee chairs is due also to their active involvement in the Citizens’ Assembly. We learned also that this is crucial in ensuring the process is able to get the necessary political buy-in. The two committee chairs were keen to observe the process, and came by on the second weekend to speak with participants to find out about how they felt about the process. This positive – but not intrusive – level of engagement has been hugely useful in advancing our design and delivery of citizens’ assemblies.
We did also learn that we need to ensure that officials are closely informing politicians of the outputs and design of the process. This would have been useful sooner in the case of the Citizens' Assembly because the Chairs of the committees raised a couple of questions with us about this in the second weekend, meaning we needed to slightly tweak the outputs for that second weekend.",,"a:1:{i:0;s:4:""8273"";}","a:1:{i:0;s:4:""8268"";}",,https://youtu.be/k-E5tjVWUmE,
8278,"Innovative use of social media for co-creation of the 4th National Action Plan (2018-2020) - Creation and use of 16 online WhatsApp groups",https://oecd-opsi.org/innovations/innovative-use-of-social-media-for-co-creation-of-the-4th-national-action-plan-2018-2020-creation-and-use-of-16-online-whatsapp-groups/,,"Secretaria Tecnica de Planificacion / National Planning Ministry",Paraguay,central,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:8:""Planning"";}","Innovative use of social media for co-creation of the 4th National Action Plan (2018-2020) - Creation and use of 16 online WhatsApp groups",http://bit.ly/CoCreacionPAGA,2018,"Innovative use of social media (Whatsapp) platform to increase participation and disseminate information for the creation of Paraguay's 4th National Action Open-Government Plan. These 14 online groups were created to allow citizens from the countryside, from marginalized and vulnerable groups, to be able to participate on an equal standing with other citizens from urban areas with access to policyholders. It is innovative because it was the first time we used this platform to involve citizens.","The problem the innovation solved was the lack of communication with marginalized, impoverished and hard to reach rural communities. The innovation was to create 14 online permanent whatsapp groups, which still remain, and empower their members to submit ideas, feedback and suggestions to enrich the co-creation of the 4th NAP. Furthermore, we innovated further by freely sharing the links to these groups and allowing anybody to participate, with no censorship or moderation. The objective or goals of the innovation were to increase public participation. More than 1,000 citizens who participated online benefited from this innovation. We envision that this innovation will continue in the future by having these groups empowered to monitor the 4th NAP and allowed to replicate on a local and provincial scale. What is very interesting, is that the invitation for the online groups was included in official communications and invites to participate in the creation of the 4th NAP.","a:4:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""616"";}","What makes our project innovative is that we created 14 online, uncensored and unmoderated public participation forums where we empowered and informed citizens to propose, suggest and edit 183 proposals for the co-creation of the 4th NAP. We hijacked the social media eco-system and allowed citizens, public official and NGO activists to widely share administration of the whatsapp groups, invite other participants and widely share the ""invitation link"" to these 14 online whatsapp groups. We used the whatsapp groups as platforms for suggesting ideas, receiving feedback and criticism, allowing citizens to meet each other and for citizens to self-organize into standing and autonomous groups, with no single agenda or leader, just a common following on a thematic purpose.",,,"We worked with a consultant financed by international cooperation to design these groups, which are described below, We received feedback from citizens, government officials and NGOs on how to improve our 17 online whatsapp forums and how to promote them widely. Participation has been and remains massive.","We invited a wide swath of individuals from all sectors to participate in these following groups: 1) Access to Information, 2) Environment and Water, 3) Fight against Corruption, 4) Employment and Social Security, 5) Open Data, 6) Open Justice, 7) Accountability, 8)Open Parliament, 9) Youth, 10) Cutting down redtape, 11) Education, 12) Social Inclusion, 13) Fight Against Poverty, 14) Health, 15) Public Participation, 16) Local Government, 17) Indigenous Affairs.","The results and impacts we have obsered for the innovation has been impressive. We received through our whatsapp groups, suggestions and material to create and enrich the more than 180 proposals that formed the basis for the co-creation of our 4th National Action Plan. These proposals were discussed in physical meetings, voted-on and narrowed to 36 proposals which became the final version of the 4th NAP. Interestingly, is how these groups became the basis for social activits and citizens to engage and coordinate actions, such as citizen protests against corrupt local officials and politicians. These impacts and results were measured methodically by a team of consultants which was hired to co-create the 4th NAP. They calculated that about 1,000 citizens participated in 17 online platforms, almost the same amount that participated in 32 physical meetings. We expect these groups to remain active and allow us to monitor the objectives of the 4th NAP and to develop the 5th NAP.","The challenges we have encountered were skepticism and rejection from some citizens, NGOs and public official in fully embracing the potential of allowing citizens to self-congregate, discuss public policy and take decisions in these online whatsapp platforms. We also encountered some setbacks in some groups with very intense debates on tangential issues (related to national elections or social issues) which distracted citizens from the main tasks. These challenges and failures were responded by promotion, education, occasional moderation and active monitoring.","The condictions for success were personal values and motivation of the STP Open Government team (2016-2018) and the consultants hired to create and occasionally monitor the groups. Crucial was the information we shared on the group and how we systematized the feedback we received from citizens. Prior to each physical, real-life meeting, we shared documents and information on these groups so they could share and discuss proposals.
We did not need any supporting infrastructure, services or financial resources. We did not need to change the policy and rules.","We are not aware that any other organization has replicated this innovation, but is very easy for anybody else to replicate and use. There is no copyright or barrier to access this innovation.","Lessons learned: it would be a good idea to allow several group leaders to moderate early on. We could have increased communication from an earlier stage and incorporated more participants from the online group. The key resources were the 3 to 4 young assistants that allowed us to sign up and widely distribute the whatsapp online invitation link. We could have kicked out some trouble makers earlier on.","You have to trust online social media platforms and let them run. This is the type of innovation which is politically risky, but has a huge pay-off.",,"a:1:{i:0;s:4:""8332"";}",,,
8288,"Monitoring of Open Government Actions",https://oecd-opsi.org/innovations/monitoring-of-open-government-actions/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:99:""Transparency, Access to Information, Auditing, Open Government, Prevention and Combat to Corruption"";}","Monitoring of Open Government Actions",http://www.governoaberto.cgu.gov.br/noticias/2017/monitoramento,2017,"The project of monitoring open government commitments was developed with the objective of guaranteeing the fulfillment of the Brazilian initiatives in the scope of the Open Government Partnership. It is a process carried out jointly, periodically and proactively by government and civil society, with significant results for society as a whole. This approach is materialized through specific monitoring and evaluation actions that provide transparency regarding the implementation of Brazilian OGP commitments.","The initiative of monitoring open government actions was developed to answer the need of the Brazilian government to carry out a more participatory, precise and periodic follow-up of National Actions Plans commitments in the scope of Open Government Partnership (OGP). This new monitoring format has been implemented since the Third National Action Plan (NAP) and its objective is to ensure a more effective and continuous involvement of partners and collaborators, being civil society representatives or government officials, in the execution of the actions.
The monitoring of the Third National Action Plan, coordinated by the CGU in partnership with the Civil Society’s Working Group, aims to provide the parties involved in the implementation of the commitments with updated, simple and objective information, so that corrections and potential adjustments can be timely made. With this perspective in mind, milestones, deadlines, and the parties responsible for the implementation of each action were already determined during the co-creation workshops. It is believed that this measure enabled a proactive performance of the government and of the civil society, which intervene as soon as any difficulty to implement the commitments within a body or an entity is identified.
Among the monitoring actions are the holding of semi-annual meetings, with the joint participation of commitments coordinators, of semi-annual specific meetings with the teams involved in each commitment, of bi-monthly follow-up reports, named Execution Status Reports (RSE), which are forwarded by each commitment coordinator and the publication of information and results in an active transparency website (www.governoaberto.cgu.gov.br)
This monitoring format is beneficial as it establishes a change in the governance system, ensuring more transparency, social participation, and pro-citizen approach. In addition, well-designed procedures favor the monitoring of actions implementation by society.",,"Brazilian monitoring project provided a new perspective for monitoring and evaluation of open government commitments. Adopting a series of measures to increase social participation and improve the monitoring process of National Action Plans actions is innovative as it was the first time such a methodology has enabled such a close, periodic and collaborative follow-up.
The Brazilian monitoring project is the result of a gradual learning process, based on previous experiences and feedback. The result was a substantial improvement in the quality of commitments implemented, which enabled the creation of a more solid network of collaborators and promoted more effective and transparent follow-up.",,,"The main partners in the monitoring process are:
- the Office of the Comptroller General of the Union (CGU) - monitoring the implementation of milestones, engaging with relevant government and civil society actors, holding periodic monitoring meetings;
- commitment coordinators - conducting the implementation process, articulating with civil society actors, and providing periodic information on implementation; and
- Civil Society Working Group - accompanies monitoring meetings, analyzes reports, participates in quarterly meetings with CGU team to evaluate the process.
","Monitoring open government commitments benefits a broad group of users: i) those directly involved in implementing the commitments; ii) those interested in replicating the method used in the monitoring process; iii) actors who are impacted by the commitments' results.
In general, the beneficiaries are governmental and non-governmental actors who deal with the different areas addressed in the Third and Fourth National Action Plans.","The monitoring process effectively provides the parties involved in the implementation of commitments with updated, simple and objective information, so that corrections and potential adjustments could be made in a timely manner. The concrete results observed were related notably to the level of the Brazilian Third National Action Plan's execution, to the interaction between the actors involved in its implementation and to the transparency of its results.","The monitoring process faced difficulties such as: i) low civil society engagement in some initiatives, ii) changes within the public administration's role, which caused temporarily disrupted some of the work and changed points of contact, and iii) budget constraints.
As a solution, CGU reinforced its contacts with the actors involved and with the commitment coordinators, held meetings to raise the awareness of relevant public agents, and used digital tools to allow remote participation.","The monitoring process counted on some fundamental conditions for its success, such as: legal and institutional support, transparency in the processes and availability of technological tools. In addition, CGU dedicated a team to work specifically on open government issues, in the scope of the Open Government and Transparency General Coordination team.","Considering the good results obtained with the implementation of the new monitoring format in the Third National Action Plan, the method is being used again in the Fourth National Action Plan. The expectation is that the relationship between government and society, during the monitoring of National Action Plans, is increasingly improved and diffused. In this sense, these monitoring procedures can certainly be replicated not only internally, but also by agencies, organizations or subnational governments that have interest in working collaboratively with segments of civil society. In addition, CGU is always open to hear suggestions for improvements, whether from other government partners or civil society entities.","A key feature to keep in mind is that the process of monitoring Brazilian commitments in the scope of OGP was possible thanks to well-designed and transparent procedures.","No further information",,,,,
8303,"Brazil's Open Data Policy Monitoring",https://oecd-opsi.org/innovations/brazils-open-data-policy-monitoring/,,"Office of the Comptroller General of the Union",Brazil,central,"a:1:{i:0;s:99:""Transparency, Access to Information, Auditing, Open Government, Prevention and Combat to Corruption"";}","Brazil's Open Data Policy Monitoring ",http://www.paineis.cgu.gov.br/dadosabertos,2017,"The Open Data Policy of the Federal Executive Branch was established by the Decree N. 8.777/2016. Besides establishing the possibility of requesting public databases, the policy sets up the obligation for each body to draw up an Open Data Plan (PDA), which systematizes the planning for the opening of public data. The CGU monitors (through www.paineis.cgu.gov.br/dadosabertos) around 230 federal agencies covered by the decree, establishing regular and customized contact with public managers.","The innovation presents a new way to enhance open data and transparency in public administration. Before the decree 8.777/16, there was no open data policy and the public agents were mostly unaware of how society could benefit from the disclosure of open data. After almost 3 years after the policy´s establishment, we can realize an increased knowledge on the subject by the public bodies and by society.
The main purpose of the initiative is to improve the culture of public transparency and expand the possibilities of social control, by means of the provision of open data by the bodies of the Federal Executive Branch. By now, this action has achieved the desired objectives, since the number of disclosed databases established on the Open Data Plans increased considerably in 2018. The expectation is to advance in the question about the use of data opened by society, mainly sensitizing the organs to listen to the demand for data of the society.
Aiming at providing transparency to this comprehensive monitoring, the CGU launched the Open Data Policy Monitoring Dashboard (www.paineis.cgu.gov.br/dadosabertos) in 2017, an active transparency tool that enables public oversight over the government actions towards the fulfillment of their obligations regarding the Policy. Through the dashboard, any citizen can check out any agency’s status referring to the Policy. It is also possible to verify which databases were made available through the Policy and which open data resources will be made available in the future. It also systematizes the planning for the opening of public data. This policy is handled by the Open Data National Infrastructure Steering Committee – INDA and the Office of the Comptroller General (CGU) monitors the implementation of the legal obligations established.",,"This innovation project aims at contributing to government transparency enhancement, creating better possibilities of public oversight over governmental activities (especially with the CGU´s Open Data Policy Monitoring Dashboard) and contributing to the monitoring and evaluation of public policies. It is a mechanism that provides transparency on the development of the Open Data Policy and gives society the opportunity of monitoring how governmental bodies are working towards the provision of public information. It allows for using data of several governmental areas for different purposes like application development, public oversight, studies, businesses, among others.",,,"The CGU develops this project with the partnership of some public bodies like the Ministry of Economy. This public body is in charge of managing the Brazilian Open Data Portal, which is very important for the development of the Open Data Policy Monitoring Dashboard. The CGU, together with civil society organizations, monitors the open data plans in a way that only fewer agencies lack opening bases. Therefore, this partnership directly affects the development of the innovation.","Society is the main beneficiary of this action since the Open Data Policy and the Open Data Dashboard aims to release open data to be reused by them. In the preparation of the Open Data Plans, public agencies must use some mechanisms for social participation in order to listen to citizens before selecting which databases will be released in an open format. The adequacy between data supply and data demand is essential to achieve the outcomes expected by the Policy.","Comparing the numbers presented by the Open Data Dashboard in the period between the months of May 2017 and December 2019, there is was a huge increase in the number of databases published in the Brazilian Open Data Portal, with numbers ranging from 119 in May 2017 to 2598 in December 2019. Those results present the achievement of one of the Policy´s goals, which establishes that disclosure of open data is an essential measure to provide better possibilities of public oversight over governmental actions. Thus, the wide dissemination of public data is the first step to implement this Policy which seeks to consolidate the culture of public transparency in the country. Results of this project can be evidenced by the use of the data provided for studies, especially in health and environmental areas, app development for improving public services, etc.","Open data is still a recent issue in Brazil. Changing this mentality has been one of the main challenges faced by the CGU. An Open Data Policy has been established to enable this transformation with guidelines and obligations targeting all government bodies of the Federal Executive Branch. The first demand is the creation of an Open Data Plan (ODP) by each public body covered by the Policy to disclose their own open data scenario, strategies and a publishing data schedule.
Working together and directly with the ones involved on the Open Data Policy was the best way of being successful with the innovation. The CGU offers direct support to public bodies, so they got engaged with the Policy and felt part of it. Also, society has an important role in the success of the initiative because the main outcome expected is that citizens can monitor government actions towards the policy implementation as well as their effective use of information aiming to promote public oversight, etc.","It is important that all agents involved in the Open Data Policy understand the importance of providing transparency to what is being done by the government. Transparency using open data allows for public oversight creates new business opportunities and promotes a common engagement between government and its citizens. Besides a common sense of the importance of acting with transparency, it is crucial for the success of this innovative project to have appropriate infrastructure, qualified professionals, sustainable policies and a collaborative atmosphere.","This innovation has a great potential of replication to similar problems in government. The CGU´s monitoring work can be replicated to any issue that involves the compliance with laws by large groups of target public that may generate information and open data. As an example, the CGU is also implementing similar monitoring work to other issues such as to the Access to Information Act (LAI), to the Public Integrity Program and others.","The accomplishment of the main goals of the Open Data Policy goes far beyond to simply disclosing public data. It is essential that public bodies release the data required by the citizens, so it is going to be useful and able to transform society. For that purpose, Open Data National Infrastructure Steering Committee – INDA established in 2017 a regulation that obliges each public body covered by the Policy to consult society before selecting which datasets will be released in the context of their Open Data Plans. This was an important measure to strengthen the Open Data Policy and provide more effectiveness in order to deliver concrete benefits for citizens.","No further information.",,,,,
8413,"Platform “Apoyos del Gobierno"" (Government Benefits)",https://oecd-opsi.org/innovations/platform-apoyos-del-gobierno-government-benefits/,,"Ministry of Finance and Public Credit ",Mexico,central,"a:6:{i:0;s:13:""environmental"";i:1;s:6:""health"";i:2;s:11:""information"";i:3;s:12:""public_admin"";i:4;s:18:""Social development"";i:5;s:15:""Social equality"";}","Platform “Apoyos del Gobierno"" (Government Benefits)",https://www.transparenciapresupuestaria.gob.mx/es/apoyosdelgobierno,2018,"The information on the different procedures of access to benefits is scattered among many different agencies websites, whereas the platform ""Apoyos del Gobierno"" aims to simplify through Artificial Intelligence that any interested party can consult the details of Federal Government programs in a single place.
Based on neurolinguistics analysis, the platform not only provides predicted results considering relevant contextual words, but also enhances searches considering the user’s profile.","Within the countries of the Organization for Economic Cooperation and Development (OECD), Mexico has the second highest rate of income inequality, only behind Chile. Fiscal policy is one of the main tools available for the government to affect the distribution of income and wealth. However, the re-distributive impact of fiscal policy in Mexico is low. While in the OECD countries fiscal policy reduces inequality by 27% on average, in the case of Mexico, fiscal policy only decreases inequality by 2.8%. This makes Mexico the OECD country where fiscal policy has the least impact on inequality.
In Mexico, although most of the budgetary programs for addressing inequality are adequately focusing in the multidimensional aspects of poverty, there is a difficulty, especially among the most vulnerable population, to know and access the available government benefits. In other words, Mexican fiscal policy is achieving its distributive goal at lower pace than expected and, as a consequence, the access to governmental resources is not being optimized to boost individual welfare and, therefore the country's development.
The main problem that the platform “Apoyos del Gobierno” seeks to solve is the difficulty that population faces to find a government benefit that better suits their individual needs, but also know its requirements and processes of application. Before this platform, information on the different procedures of access to benefits was scatter among different agencies websites and it was difficult to find the details of each kind of support. In many cases, potential beneficiaries have to rely on intermediaries to apply or even interpret by themselves technical Rules of Operation (ROP for its Spanish acronym), risking the opportunity of getting the benefit. This costs money and time that could had been better allocated in other activities. Hence, “Apoyos del Gobierno” is dealing with a problem of information asymmetry which creates imbalance of power, income, wealth and opportunities to all the same.
In order to bring the population, particularly the most vulnerable, closer to the benefits provided by the Federal Government, the Ministry of Finance and Public Credit (SHCP, for its Spanish acronym) systematized the information of the Operation Rules of 66 Federal Budget Programs and created a user-friendly, profile-oriented platform. Each of these Budget Programs has different benefits, in sum: 1,534 monetary, 438 in-kind and 12 funding supports. Among the pool of programs, the most frequent are scholarships and training courses, followed by infrastructure and productivity projects, and lastly by restoration and conservation of ecosystems programs.
This web application has an intelligent search engine that through neurolinguistics analysis gives more precise results. It also consolidates program’s target population and makes it possible to do advanced searches based on individual and particular needs. The latter with the help of BAFI, the Intelligent Federal Benefit Finder that will accompany the user in all the process. This enables the general public, businesses, social institutions and local governments to know the range of programs they could apply to. Likewise, this platform aims to increase the impact of redistributive policy in order to reduce social inequality, enhance life quality and give economic opportunities.
In addition, the platform includes a section of Open Data, where information of Budgetary Programs with Operation Rules can be found in CSV file or online through a public API. This allows policy makers and public policy analysts to have a better understanding on the allocation of public resources. In the short term, the platform will integrate personalized consults through a Chat Bot available in social media, since this kind of websites are the most used by the general public. Also, each Budget Program available on the platform will have a linkage to the section of Budget Program Performance where indicators, results, contracts and disaggregated budget can be found.","a:4:{i:0;s:3:""147"";i:1;s:3:""611"";i:2;s:3:""619"";i:3;s:3:""302"";}","Before this platform, the Federal Budget Programs with ROP were scattered in the different websites of the Ministries of the Federal Government. For general public, with minimum or null knowledge of government organization, this situation represents an obstacle to reach the government benefits. Even for those who were capable to find the right benefit, the ROP are typically technical and extensive documents.
The “Apoyos del Gobierno” platform is the result of a public policy effort to, first, design and implement an instrument for capturing the main characteristics of the ROP of Federal programs and, second, to develop a user-friendly website to spread this information among the target population. The search engine of the platform is capable of linguistic analysis of the search, and, therefore, to obtain relevant key words which represents and advantage in comparison with the traditional ""word by word"" searches since it avoids taking into account language not related to the query.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","From the release of the “Apoyos del Gobierno” platform, it has been necessary to develop a social media strategy for the diffusion, since it has a wide potential public, with different sociodemographic characteristics and different interests in terms of the budget programs contained. Hence, the exposure on social media and other mass media has been one of the main tasks and the Ministry keeps working on the diffusion strategy mentioned before.
The implementation stage has provided to policy-makers an understanding on how to report the information from the ROP for its integration into the platform. This represents both a constant assessment and improvement of the ROP, which is an innovation on the process of presenting official information in a better organized way and translated into common language for general public.","The “Apoyos del Gobierno” platform was conceived and designed by the Performance Evaluation Unit of the SHCP and the Inter-American Development Bank. However, its development involved the whole Federal Public Administration, civil society organization and citizens through focus groups and experts interviews. These focus groups were meant to capture as much representation as possible for both nationally and potential users of the platform.","The potential users of the platform are general public, business, organizations and local governments looking for any kind of Federal Government benefit. Furthermore, it is designed to improve the life of those who have to rely on an intermediary to obtain those benefits. Among the main target public of the “Apoyos de Gobierno” platform are those who are part minority groups that usually experience intersectional discrimination, in addition to difficulties on the access the basic services.","The innovation of “Apoyos Federles” was launched on the 28 of November 2018, and the observed results are still preliminary. However, this platform aims to increase the population applying for a Government Benefit without relying on intermediaries. In this sense, indicators of success are the increase of number of applicants by program and a decrease on the share of applicants that relied on intermediaries.
Currently there is an active campaign on social media for the broadcast and promotion of this innovation. There is also a monthly newsletter for the diffusion of the platform and others topics related to public spending.","The main challenge of the “Apoyos del Gobierno” platform is to reach potential users in places with broad digital gap or low access to the Information and Communication Technologies. These people live in underdeveloped and poor communities and in several cases, they rely heavily on the government supports. However, this limitation is being addressed as a parallel national challenge for warranting digital access to all Mexicans.
Other limitation is that not all Federal programs are integrated on this platform. The reason of the latter is that, because of their budget characteristics, not every program reports ROP, which limits the potential of the platform. In addition, the platform only contains information of the Federal Government programs, so it is necessary that in the near future the platform integrates most Federal Programs and State Government programs.","For starters, the “Apoyos del Gobierno” platform depends on an annually update based on the integration of the ROP of each Federal Program. The continuity of the platform will depend on the assurance of human and financial resources to keep this update. Even though most of the hard work has been already done and, there are still many improvement aspects that need the leadership and vision of Public Servants.","The “Apoyos del Gobierno” platform has not been replicated to address similar problems in Mexico. However, the platform has the right potential to be adopted by Federal Institutions for the promotion of the access and dissemination of information about their own Programs and benefits.
The integration of new and innovative technologies is necessary to deepen the accuracy and personalization of the platform, not only this one but all those potentially developed in the near future.","In weak institutional frameworks, political agents tend to interpret the laws and mandates. The success of any policy depends on how it shapes the behaviour of the population. The main obstacle for the “Apoyos del Gobierno” platform has been the homogenization of the information provided by the ROP. In order to overcome this problem, it was necessary to implement training workshops for public servants on how to report the information of their ROP in the proposed instrument.
Before the workshops, it was also necessary to implement a pilot program in order to collect information on the accuracy of the instrument designed for the preliminary stage of the platform. This instrument consists on a file of instructions as well as an explanation of each column of the report. The instrument allows the creation of a database with unique identifiers for supports and population types. This integration and homogenization of information is a necessary condition for the platform to work properly.
Simultaneously, it was necessary a explore how to conjugate this technology with those already available on the Platform of Fiscal Transparency. For example, The Neurolinguistic Analysis process is made with the CoreNLP tool from Stanford University. It is an open source tool designed in Java language, which allows its incorporation into the Technologies currently in use by SHCP.
Finally, one the biggest limitation of this project is that the platform is not available for all the population. According to the National Institute of Statistic and Geography, by 2017 around 45.4 percent of households in Mexico has a computer and 63.9 percent of the population of six years or more has access to the internet. In other words, there is still a big digital gap to overcome. So, for this platform to success on its goal, it is necessary to increase the digital literacy and, eventually, the closure of the gap.","This innovation is useful for policy makers to design policies that better respond the needs of the people. The standardization of the ROP provide information on what, how, to whom and when the Federal Government is locating its programmable expenditure. With this information it is possible to know the social and economic characteristics of the target population of this Government Benefits and, thus, to create a space for improvements on the redistributive impact of fiscal policy.","a:6:{i:0;s:4:""8407"";i:1;s:4:""8408"";i:2;s:4:""8409"";i:3;s:4:""8410"";i:4;s:4:""8411"";i:5;s:4:""8412"";}",,https://twitter.com/tpresupuestaria/status/1067831738309713920?s=12,,
8416,"DATOS FRESCOS",https://oecd-opsi.org/innovations/datos-frescos/,,"DATOS FRESCOS",Colombia,central,"a:1:{i:0;s:7:""science"";}","DATOS FRESCOS",http://WWW.DATOSFRESCOS.COM,2017,"Our innovation is a platform that takes data from different open data government sources, and proposes a way to use analysis, visualization, models, predictions for citizens, thereby linking data literacy processes with innovation.","There a huge opportunity to use open data around the globe, but nobody (people) uses it, or knows how to analyze the data and take better informed decisions. The innovation is a unique platform that mixes technology, data and models as ways to consume information and data. This should benefit the public sector, the citizen and companies that need better quality data. We think that our platform should let the user access data anywhere, regardless of their device. The purpose is moreover to enable citizens to ask the question with regards to the public situation, that can lead to the proposal of new policies.",,"Worldwide platform to unified all open data available (public or private), modeled and pre-visualized to use via any mechanism like Computers, mobile phones, virtual reality devices, proposing explorative- and geo referencing, and predictive models.",,,"Government institutions: City of Cali, Congress of Colombia, Ministry of telecommunications, Secretaria de Salud de Cali
Citizens: Group of people validating the idea
Researchers: University Autonoma, University of Valle
Companies: Clip Consulting","Citizens: they have a better understanding of what is happening inside the public sector institutions and they have better civil control mechanisms for people they elected.
Government officials: Can better use open data that are enriched with other sources, and create better literacy of the public sector
Civil society organisations: they can use it for better control of the government.
Companies: can trust and leverage their decisions","People using the platform start believing in the data, because they can see it in nice and understandable ways. Also they can start asking questions regarding the data and produce new insights. We hope that more people access the platform and that the citizens propose new analyses, comparisons, discussions and other interaction that the data allows. We have more that 200 data sources, 20 analytical applications, more that 200 graphics, videos, documents, and moments validating our idea.","The big challenge is the data quality and the data literacy of producers and consumers of data. We see that this type of innovation requires more support and government investment so we can grow the innovation for the citizen.","We need resources to improve the platform. We need more entities (public sector), using and connecting the platform directly to their data sources. We need financial resources to hire people for the development and deployment of the solution. We need to collaborate with private companies so they can build trust in the solution.","Other companies (entrepreneurs), are trying to develop similar products (more focused). We think that we can provide a unique model for all the people that want to use, search, create, model new ways of see and consume data,","We are glad to share all the experience, histories, the thing we should do, and pitfalls to avoid.",,"a:3:{i:0;s:4:""8421"";i:1;s:4:""8422"";i:2;s:4:""8423"";}",,https://www.youtube.com/watch?v=7OoiYO3Dg88,https://www.youtube.com/watch?v=oD3-wBLFWyA,https://www.youtube.com/watch?v=v_65XCVRtxs
8790,"Parlamento2030 - Tracking SDG activity in national parliaments",https://oecd-opsi.org/innovations/parlamento2030-tracking-sdg-activity-in-national-parliaments/,,"CIECODE (Research Centre on Policy Coherence for Development)",Spain,central,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:61:""Transparency and Access to public sector data and information"";i:3;s:28:""Civil society participation "";}","Parlamento2030 - Tracking SDG activity in national parliaments",http://www.parlamento2030.es/,2018,"In response to the generalized lack of political accountability and availability of public information, this online tool provides an open and qualified access to the Spanish Parliament’s activity, related to the implementation of the Agenda 2030.It promotes a transparent and participative implementation of this agenda and allows CSOs, policy makers and the media to monitor political proposals.The Spanish Government has included Parlamento2030 as one of the tools of its 2030 Agenda National Plan.","The cross-cutting nature of the 2030 Agenda Sustainable Development Goals (SDGs) and the transversality of its targets represents a challenge for the implementation, evaluation and monitoring of the public policies put in place and hampers the efforts to track and gather information on SDG-related political activity proposed or approved so far. This situation adds to the pre-existing problematic availability of open access to relevant public information, which contributes to the disaffection and detachment of citizens from the basic functioning of decision-making processes related to the SDGs at local, national and international levels.
In order to help overcome these obstacles, CIECODE (a Spanish-based, civil society, development think-and-do tank) has developed Parlamento 2030, which is an innovative online tool created to track, compile and provide (in a free, open, clear, reliable and easily understandable manner) all the information about the activity of national parliaments related with the 2030 Agenda.
Parlamento 2030 gathers all the information published by national parliaments into a database and, through an automatic process of massive tagging, classifies it according to the different linkages to specific SDGs and targets. It then offers this information freely and openly through an online browser for users to search, find and download. This combination of advanced computer science and the traditional knowledge provided by policy makers, CSOs and academia makes Parlamento 2030 one of the most advanced tools at the international level to access parliamentary activity information and for public monitoring.
The ultimate objective of Parlamento 2030 is to promote ambitious, properly designed and adequately financed public policies oriented to the implementation of the Agenda 2030. It seeks to achieve this by promoting the following three essential goals:
1. Active, informed and demanding citizenry as well as empowered and influential CSOs: by making key public information accessible, promotes active citizenship and boosts the capacities of civil society to engage in political decision-making processes.
2. Independent, capable and critical media: by providing the media with an effective and reliable source of information, it fosters an informed and quality public debate on the political response to major social and environmental challenges.
3. A political class that is responsible and subject to public control: by providing open access to reliable information about the governmental activity, it facilitates public scrutiny and generates a system of public incentives which promotes a more responsible and accountable political class.
Although Parlamento 2030 was initially conceived and developed as a tool from and for civil society, it has been recently embraced by the Spanish Government as one of the tools included in its 2030 Agenda National Implementation Plan. It will be part of the online platform created to promote the participation, transparency, awareness and mobilization of all relevant stakeholders around the implementation of the Agenda.
This institutionalization of the tool will dramatically increase the number and type of actors who will use and benefit from the it and its information. Civil servants, parliamentarians and policy makers will soon join the current users of the tool (mainly civil society organizations, journalists and researchers). The Spanish executive branch will use the tool to evaluate and monitor the implementation of the SDGs in new pieces of legislation and other policy proposals. MPs will find in Parlamento 2030 a tool to ensure the coherence with the SDGs of the thousands of laws, legislative initiatives, public plans and budgets that will be passed in the years to come.
Although Parlamento 2030 is currently only implemented in Spain, it can be easily expanded to other countries. The tool’s code is open and public and it has been built using open-sourced software, which will facilitate its replicability and adaptation to other national, subnational or supranational parliaments. The same technology and methodology can also be adapted to provide a qualified and open access to others sources of public or private information (from public budgets to academic papers or online-newspapers).","a:3:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""610"";}","Relevant data regarding the political activity of key public institutions is usually difficult to access. Many of them haven’t yet understood their duty to proactively make all the data they produce accessible in a reusable format. This has become a barrier for all stakeholders (public institutions included) to participate and engage in the policy-cycle, to be open and accountable and to monitor and evaluate the behavior of public institutions based on facts. Parlamento 2030 helps to save this gap transforming, with just one click, massive amounts of public data into accessible information. This achievement is possible due to an innovative combination of scrapping technology and a broad knowledge base.
Other innovation of Parlamento 2030 is its evolution from a civil society monitoring tool to a digital-government tool due to a partnership with the Spanish Government. Finally, by targeting the Parliament it also promotes the evolution from an open government to an open state approach.",,,"The entire design process of Parlamento 2030 has been highly participative. From the beginning of the project, CSOs (such as the European Anti-Poverty Network), international organizations (such as UNICEF) and media institutions (such as PorCausa) were involved. Later, more than 30 CSOs, academic experts and public institutions were consulted and their contributions helped to shape the tool and adapt it to the specific needs of the different stakeholders and potential users.","Parlamento 2030 is primarily focused on serving citizens, enhancing their capacity to hold an informed public debate based on facts and related to sustainable development. Media outlets also benefit from it, as a source of reliable and accessible information. Other accountability projects base their data on the information provided by the tool. Finally, it facilitates public scrutiny, giving policy makers the public incentives to act responsibly and accordingly to the SDGs.","Until now, the main impact of the tool has been the number of citizens, CSO, policy makers and journalists which have had access to the information of the Spanish Parliament provided through Parlamento 2030. The available data figures (Google Analytics) show that during 2018 the website received the visit of almost 8.000 users (almost 50% of them from outside Spain, mainly Latin American countries . Also more than 500 subscribers receive personalized notifications twice a week, based on their personal interests regarding the Spanish political activity.
Due to the recent partnership with the Spanish Government, the social impact of the tool is expected to increase. Also, public officials will be educated on the use of Parlamento 2030 tool and on the potential uses of the information provided. Finally, Governments and CSO from outside Spain have shown their interest in the adaptation and implementation of the tool (specifically Andorra, Paraguay, Dominican Republic and Peru).","The main challenge we have found with the design and implementation of Parlamento2030 is the uneasy access to the information published by the Spanish Congress. This information is not available in open, non-proprietary, machine-readable format, which hampers its potential use and reuse by all relevant stakeholders. We have overcome this challenge by developing a technology able to read and build a database with the information published by the Congress’ website.
It has also been difficult to reach the relevant stakeholders that could find the tool useful. Parlamento2030 is most valued and used when people and institutions get to know it, but it hasn’t had the reach it would have needed to be more useful and influential.
We hope the partnership with the Government will help to overcome these challenges. It will provide the dissemination needed and facilitate the communication with the technicians at the Congress, to collaborate in the improvement of the way this institution generates.","The main condition that would facilitate the success of Parlamento 2030 is the official commitment by the Spanish Congress to make its information available in a clear, complete, timely, open, machine-readable format, easy to find, understand, use and reuse. Until then, out tool has to overcome many obstacles to make this public information accessible to all users. The Spanish Transparency Law doesn’t apply to the Spanish Congress, so this commitment depends on the political will of the members of the Parliament and the technicians in charge of the publication of the information.
A high engagement of civil society organizations on transparency and governmental control activity would also make Parlamento 2030 have a bigger social impact and relevance.
A better availability of financial and human resources would also help to improve the impact and usage of the tool, by increasing the means to reach a bigger audience and improve the ways in which the information is provided to the users.","Parlamento 2030 was developed in open source and code in order to make it easily and quickly adapted and implemented in another country or sub-national public administration. The tool is only being implemented currently at the Spanish Parliament. Nonetheless, a future expansion of the tool outside Spain is more than feasible due to the fact that the Agenda 2030’s approach of the tool is very relevant at the international arena and that citizens are increasingly demanding tools that improve the access to public information and participation. In fact, Parlamento 2030 has received some requests from Andorra, Peru, Dominican Republic and Paraguay to adapt and replicate the tool in their national parliaments.","Parlamento 2030 is the successful completion of a long journey. It started in 2011 with a very low-tech monitoring tool (Avizor Project), which we implemented during 4 years, with no previous experience on this field and with no external funding. This project allowed us to know and understand what type of information did the different key stakeholders need to engage in the policy-cycle. It put us in contact with key public and private institutions working on transparency and accountability in Spain and the EU and showed us how CSO, media outlets and public administrations can use the information provided by this type of monitoring tools. Finally, it made us dream of what type of tool we would like to develop when we ""grew up"" and had human and financial resources available.
In 2014, with funds from the ""Active Citizenship Programme for NGOs by the Financial Mechanism of the European Economic Area"", we developed the civic-tech we currently use in Parlamento 2030. We worked 3 years on its development and improvement. Only with all these experiences, we were able to envisage Parlamento 2030 and see the potentiality of applying our previous experience and technology to the Agenda 2030 framework. In this sense, our first and main lesson is that relevant innovations hardly ever are quick results but rather the culmination of a long process of apprenticeship.
Another important lesson learned is the importance of counting with the correct partners on your side. In our case, having in our team the technical capacity to overcome the lack of transparency of the Spanish Government was critical for the success of our project. Also finding the support, inside the Government, of a person with the determination, leadership and resolution needed to build a partnership with Parlamento 2030 and transform a civic-tech tool designed and implemented by civil society into a digital government tool.
Finally, the one thing we would have liked to do better from the beginning of the project is to have a deeper understanding of the users of our tool. Empathising with your users is absolutely critical for the success of any tool. In our case, we now know that regular citizens, journalists and public officers cannot manage raw information. If you really want to help them overcome the gap between public and accessible information you have to offer them information which is already treated to provide a product that they can use for whichever purpose they want. This apparently small step can imply, for example, providing the users with automatic visualizations and statistics or improving the way in which they can download the information provided.",,"a:1:{i:0;s:4:""9018"";}","a:2:{i:0;s:4:""9024"";i:1;s:4:""9025"";}",,,
9071,"Openrampette. Experimenting agile policy making",https://oecd-opsi.org/innovations/openrampette-experimenting-agile-policy-making/,,"Comune di Milano",Italy,central,"a:1:{i:0;s:10:""employment"";}"," Openrampette. Experimenting agile policy making",http://www.opencare.cc,2017,"How can we enforce a public mobility law collectively? Openrampette rebuilt the broken relationship between the City Administration, private businesses and disadvantaged people by co-designing public places accessibility solutions, through the collective intelligence of a wider audience.","In 2015 with the City of Milan to passed the Building Regulation article 77 that required all bars, shops, restaurants and craft activities bordering the road, to provide easy access to people with limited mobility (13,189 in 2007). 12 months later, the City of Milan assessed only 2.000 businesses complied out of 18.000. This pushed us to speculate about the most effective way to enforce a regulation.
This is when Open care approach came handy. Open care is an EU funded project that City of Milan is running together with WeMake (a Milan-based fab lab) and other four international partners to create a culture of open collaboration leveraging on collective intelligence. City of Milan and WeMake started listening and talking to as many people as possible, to understand what was not working and tentatively get it straight. We started from of the City Administration sectors that were involved from the beginning like the Major Cabinet, the Urbanistic Dept., the Public Land Dept. and lately Urban Economy and Employment Dept. The building regulation was conceived in one department, the implementing regulation was written in a different one, and published through another one. That gave a lot of room to officers for interpretations and tightening the instructions for businesses to prevent opportunistic behaviors.
As the collaboration with the trade association became closer, we’ve understood more of the problems that businesses were facing to comply with the regulation, such as: high costs, complex red tape, lack of understanding of the most suitable solution and existing products too standardized to fit all the situations. Since red tape is partially due to complex implementing regulations and the unclear communication follows, we started facilitating a dialogue between pieces of the public administration, businesses and associations.
We have started Openrampette in a limited area of the city that has everything it takes. The Isola area has a functioning District for Urban Commerce, a civic center devoted to urban regeneration (ADA Stecca), active businesses and a long tradition of civic participation. This made easy to engage stakeholders into co-design sessions pivoting around their individual necessities. Dealing with collective intelligence. Sharing every step, intuition and piece of information within the local offline network and with the Opencare digital community helped.
Opencare lives de facto in a digital platform called Edge Ryders, connecting some 4,000 worldwide activists, social innovators, data scientists and whoever else is passionate about our collective future. Any input from the community would add value to our project.
We have not predefined any design outputs, but rather kept the sessions open to any outcomes. The Openrampette co-design culture helped the participants to feel at ease in bringing criticism, problems, ideas, resources and relations into the preliminary discussions that addressed the work to a dual objective: 1. Simplify the procedure to comply with Municipal regulations. This resulted in redesigning the online application protocol for an improved usability, including: a. Interface. The percentage of people who completed the interactive task reached 60% b. Taxonomy. Jargon simplification and terminology disambiguation helped users to choose among the three options that the current regulation offers. c. Architecture.
Creating easily accessible areas, where people feel welcomed, leveraging on the collaboration of shop holders and people with limited mobility may also bring a feeling of inclusiveness that benefit businesses as well.","a:4:{i:0;s:3:""181"";i:1;s:3:""302"";i:2;s:3:""615"";i:3;s:3:""320"";}","Accessibility for disabled and elderly people is not new to local, national and European policies. For example, the crowd sourcing method recently made possible the creation of city interactive maps. There are also campaigns promoting easy accessible places through signals or other ways of identification. Nevertheless, we wanted to start from scratch to see if a site-specific co-designing approach, engaging several stakeholders from the start, would create grounds for something different.
“Enforcing a policy collaboratively” may sounds an oxymoron – since article 77 of the building regulation fits in the EU and the National legal frameworks, it is certainly a top down process. Nevertheless, the Open care approach might help policy makers, businesses, users and citizens to achieve simpler, affordable and faster solutions. Openrampette aims at breaking some of the conventional protocols by using open and community based approaches creating social value out of collective intelligence.","a:1:{i:0;s:14:""implementation"";}","Twelve months after the City of Milan passed regulation on accessibility (art. 77), only 10% of the public spaces were compliant. It was clear that it wasn’t just due to shop owners negligence or their lack of sensitivity. The City Administration could have decided then to operate forcefully by extending inspections and issuing sanctions, which would be a clear example of top down policy after all. Instead, the City Administration at first decided to improve citizens’ awareness through communication campaigns, then started to search new way of talking to stakeholders.
As a methodological result of our activities, we have started speculating on the collective action of the stakeholders as a result-oriented community.","The City of Milan Urban Economy and Employment Dept. promoted the Open care approach, researched at the policy making level, coordinated stakeholders. The Urban Planning Department provided expertise and elements to reconstruct the legislative storyline. WeMake researched at the field level and led co-design sessions. DUC Isola (Isola District Trade and Commerce Association) helped with networking and communication.","Other than the partners mentioned above, the other direct stakeholders involved in Openrampette were disabled, disabled associations, shop holders, citizens, activists, makers and designers all taking part in the co-design process (25 people per session on average).","Thanks to our intense networking, several bilateral and multilateral meetings, one public presentation and six co-design sessions, we have four different solutions including: an App that locates via GPS shops with removable easy access, a bell that gives users the chance to contact the shop holder, a receiver that notice the shop holder in a private way and a sticker that identifies shops with adequate facilities.
It has also resulted in a newly designed online application protocol with a user-friendly interface, an easy taxonomy that helps users to choose among the three options that the current regulation offers and a usable architecture, ready to develop all the protocols digitally.
More promising still, the Opencare approach is potentially applicable to a wide range of policies in which City of Milan is in charge, such as internal communication, simplifying bureaucracy, and increasing citizens’ trust, and promoting an Open source culture.","Openrampette has the task of enforcing a law collectively. The City administration admitted a failure (10% compliance) of what was a top-down policy and accepted to moderate its approach. This entailed looking inside its own organizational culture and create a safe space where testing a different approach was possible. Openrampette as a by-product is also introducing a new narrative of public policies even when the top down approach is inevitable.
City of Milan can develop that capacity and set the line for a new way of engaging communities.","Opercare of course is a more complex, longer and costlier process than a top-down policymaking. Indeed, a cost effectiveness comparison should be able to measure tangible and intangible outcomes of a policy failure, as well as the positive impacts in a successful policy. When it comes to open government, administrations need willing managers to implement successful policies.
In the case of Openrampette, Mrs. Lisa Noja, the City of Milan Major delegate for accessibility policies and Mrs. Cristina Tajani, the City of Milan councilor for Labor policies, Businesses, Commerce and Human Resources matched their sensitivities. Noja is disabled and beside her proved competence in advocacy and a direct experience of city barriers, brought an emotional layer that humanized a task otherwise focused on legal matters. Tajani has imparted to her department a strong social connotation, often using publicly the claim Innovation for Inclusion.","Openrampette outcomes reach different layers. Technical solutions could be replicated to the city of Milan at large. Indeed other cities can leverage on Openrampette open culture and use, adapt or improve technical solutions. Processes can also be re-used. We have shared the project online and soon we will provide an open feedback to all the stakeholders. The Opencare approach has the potential to become a policy standard applicable in diverse situations. We envisage that both replicability and scalability can happen at City level. Moreover, City of Milan also experimented the Edgeryders digital space, which is a wider spontaneous, free and disintermediated community that created the conditions for a continuous exchange of information and input. It is difficult to say if the Opencare approach would be a viable solution for larger policy making, since Regional or National issues may have more complex stakeholder composition, larger interest group, targets with weak representation.","Opencare approach disrupted some of the logic behind the article 77 failure. The silos mentality in policymaking and the dialectic of interested communities became spaces for understanding and dialogue. The inclusion of outsiders like makers, designers and activists opened introduced new visions, sensitivities and languages that led to a much more efficient intervention. Opencare approach is also contagious. Shops are much keener on collaborating when they see other shops taking a stand. Indeed, Openrampette so far operated in the district of Isola in Milan, which is a motivated, cohesive, collaborative one, with a long tradition in civic engagement. Other areas may create different outcomes. The whole Openrampette process was open to multiple interactions and brought to light many information not strictly related to the issue (art. 77) but very enlightening regarding the relationship between some communities and the city and the interactions between the disabled community and the businesses.",,,,,,
9092,"Enhancing civic engagement in high school students through online gamification: the case of “Cities in Play”",https://oecd-opsi.org/innovations/enhancing-civic-engagement-in-high-school-students-through-online-gamification-the-case-of-cities-in-play/,,"Fundação BRAVA",Brazil,central,"a:3:{i:0;s:9:""education"";i:1;s:7:""housing"";i:2;s:16:""Civic Engagement"";}","Enhancing civic engagement in high school students through online gamification: the case of “Cities in Play”",http://www.cidadeemjogo.org.br/en/,2017,"Brazil has faced many corruption scandals, which is causing Brazilians, and mainly its youth, to increasingly distrust public institutions in general. A a result, we launched ""Cities in Play"", a free online game to be played in schools that puts the students in the position of an elected mayor, who needs to choose among different public policies to make his best to succeed in his administration. Our main goal is to enable political awareness in Brazilian youth to allow them to play an active role in politics, assessing governmental activities and standing for their rights, as well as knowing what are their duties as Brazilian citizens.","Brazilian citizens are discouraged and they lack trust in public institutions. According to a survey conducted in 2018, 6 out of 10 citizens do not trust their government, including actors such as deputies, senators, ministers and the president. This has also had a direct impact on the young population in Brazil - in the years of 2014 and 2018, when presidential, state and legislative elections occurred, citizens aged 16 and 17 (that have optional vote in brazilian legislation) had extremely low voting rates compared to the previous years. Nevertheless, according to a research conducted in 2014 in Brazil, with more than a thousand youngsters (“Sonho Brasileiro da Política”, by Box1824), 65% of them would like to learn more about politics at school.
Hence, we decided to develop a solution to engage teenagers in politics. By searching for international examples, we found many “serious games” – which primary purpose is not entertainment, but learning. One of the initiatives, developed by Woodrow Wilson Center (WWC), is the game “Fiscal Ship”, designed to teach about the role of U.S. Federal Budget.
Following this example, we decided to develop, with support of WWC, a game for Brazilian youth that would help them not only to understand politics, but also to develop critical thinking and decision making skills. As an educational game, we though its use in schools would have much more impact, since students would have a moment to play and also to have an informed discussion about their city, its main challenges and how they can help to address them.
In 2017, we launched ""Cidade em Jogo"" (“Cities in Play”), an interactive and fun game that seeks to develop political interest in Brazilian high school students. We put high school students in the shoes of a mayor so he or she can decide the best policies to have a successful administration. The policies chosen will affect the city’s finances, the overall satisfaction of its citizens and the city infrastructure for the next administration and the players has to chose wisely to not jeopardize any of this indicators.
Our main goal is the creation of political awareness in Brazilian youth in order to allow them to play an active role in politics, assessing governmental activities and standing for their rights, as well as knowing what are their duties as Brazilian citizens. We have achieved more than 35,000 users, and we have a network of more than 1,400 teachers and 2,500 engaged students. More than 50 schools had played the game in all Brazilian regions.
Our main criteria are reach indicators - how far is the game going, relating to the number of professors using it. We have already conducted research on what the first hundreds of students think about the game and also its influence in their willing to participate in politics and its role on their political learning. During the interviews, around 2/3 of the students who played the game claimed they felt more interested about politics (67%), more willing to monitor the actions of the public power (69%) and believing more in their ability to influence policies (67%) after the experience.
For the next years, we aim to expand the game by providing a toolkit for teachers to help them use ""Cities in Play"" as a pedagogical tool. Teachers will be able to engage in discussions on different subjects, becoming more independent and being able to teach in an innovative way. We have developed this toolkit with an education consultancy during six months. Recently, we had a training round in which more than 50 teachers learned how to use the material and experienced a new way to engage their students.","a:4:{i:0;s:3:""181"";i:1;s:3:""220"";i:2;s:3:""619"";i:3;s:3:""302"";}","Cities in Play is the first online educational game developed for civic engagement to be played at schools. As it is online, it helps us gather data and to get to know the players' profile, which will help us to create strategy to keep improving the game.
Also, digital games are also more appealing to young students in Brazil. Moreover, an online game depends less on the teacher leading the game experience in class, so he or she can focus on the discussion afterwards, and on the topics that will be covered to complement the learning process. When we put the student in an active role, he/she can developed 21st century skills in school, which is now part of Base Nacional Curricular Comum, the new curricular standards for all schools.
We were awarded in 2018 by British School of Creative Arts (EBAC) for best Game and came second in the games category of the Festival ComKids.",,,"Our main partners are:
- Woodrow Wilson Center, who offered us support and inspiration for the game;
- The students and teachers, who were listened in focal groups to develop the game and are our target group;
- Flux Games, who had designed Cidade em Jogo;
- City Hall of Jundiaí, with whom we developed a strategy to students create projects for the city;
- State of São Paulo, with whom we signed an MOU to expand our activity.","Our main beneficiaries are the users of the game and the teachers. The students is given the chance to have a class with critical discussion to learn how they could become more engaged citizens, even with only 14-17 years old. The teacher has the chance to innovate the class plan, helping students to use the game as a tool for later having qualified and critical discussion. With that, teachers become great supporters for students getting engaged in their communities.","Our main results through these years were:
2017 (Launching and Piloting):
- 8 schools had workshops for playing the game;
- 300 students were affected by the game;
- More than 9,000 overall users have played it;
- More than 50% of students stated that, after playing the game, they got more interested in politics;
2018 (Expanding):
- 50 schools had workshops to play the game;
- More than 1,500 students were impacted through the project;
- More than 35,000 overall users;
- Around 65% of students have changed their mind about politics;
- A pedagogical toolkit was developed in order to give teachers more autonomy to play the game whenever they want with students and to develop projects from it;
- 50 teacher were trained to use the toolkit for using in their classes.
2019 (scaling) - expected:
- More 3,000 students trained through its use inside projects developed by partners (other NGOs, ed-techs, public schools, etc).","The greatest challenge is to assure the game will increase its scale and truly get to all 7 million students of public schools in Brazil, which is the 5th biggest country in the world. The way we can overcome this is by trying to include ""Cities in Play"" within government programs, specially because the Federal Government had implemented a new Standard Curriculum related to 21st century competences.
Also, since our game is played online, it can be a challenge to reach schools in marginalized communities, since they lack of access and internet connectivity. We aim to address this problem by working with partners whose mission is to improve connectivity and technology in the country.","'- Institutional Support: we have to be aligned with government guidelines for education, and mainly to standard curriculum for high school classes.
- Support by local government: partnerships with government is what will guarantee scale of Cities in Play.
- Support by school staff (teachers and director): the project will only be a success and have continuity if all the school staff is aligned to its goals.
- Updated tools and software: our game has to be constantly updated to assure great user experience by students and teachers.","Online games developed for use at schools have been growing in order to help kids and teenagers to learn by doing. However, Cities in Play is the only one focused on citizen engagement.
The great potential of replicating the game is the possibility to include it as part of the strategy or curriculum provided by national and international NGOs or edtechs, that already work at schools with great number of students. There are already many organizations focused on 21st century competences, and the game is a great tool to be included as part of their project.
Other edtechs in Brazil or worldwide can use our game as well, by including it in their chart of activities to reach a high number of high school students.","The greatest lesson learned is that, although it seems our students are lacking trust in government, we can see they have genuine interest in changing things in their neighborhood or city, but they do not know how they can actually accomplish it. The game thus helps them to not only know what a mayor does, but also to know how a city works and how they can help to improve it.
Also, we could see the reality is quite different when it comes to technology at schools. We are working to improve the game, so it can reach the marginalized segments of the population, to increase their participation in the design and delivery of public services. There is great potential to increase the diversity of voices in policy, so young people can know their rights and claim them.","Our game has affected many young students by showing them that they can indeed have real knowledge and participation in Brazil’s politics, encouraging their decision making and sense of responsibility. Some have already used the game as an inspiration to produce law projects, create student groups and ask the mayor to solve specific city problems.
Thus, I would like to thank you for sharing our case, since this recognition will be quite importante for our growth and legitimacy! We are a high-perfomance, small team but with huge ambitions to reach as many students as we can and have worldwide recognition for creating a new generation of engaged citizens.",,,https://youtu.be/t_eW-gcBpUw,https://www.youtube.com/watch?v=UGfbBCsYCKQ,https://www.youtube.com/watch?v=42R5BCIF16U
9106,"National Platform for Monitoring the Sustainable Development Goals",https://oecd-opsi.org/innovations/9106/,,"Office of the President of Mexico",Mexico,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","National Platform for Monitoring the Sustainable Development Goals",http://www.agenda2030.mx,2017,"Agenda2030.mx promotes the design of evidence-based policies in a transparent and collaborative manner. Academia, public officials and decision-makers can follow the progress of the indicators measuring the global goals with official data and user friendly visualizations.","As part of the commitment made by the President of the Mexico, Mr. Enrique Peña Nieto, regarding the 2030 Agenda, he launched the National Platform for Monitoring the Sustainable Development Goals on April 26, 2017. The Platform was developed jointly in open source code by the National Digital Strategy at the Office of the President and the National Statistics and Geography Institute (INEGI, in Spanish) with the objective of creating an interactive tool that keeps the Government as a whole accountable regarding the progress of the agenda, whilst, making it accessible the reading and understanding of the data.
It is important to understand that this development is aimed to endure time and work across the board for researchers, government officials and even school-age children. The National Platform aims to support the measurement and compliance of the SDGs through publicizing the progress. The current version allows users to explore the data of more than 80 indicators indicators with different levels of aggregation. The data as all made available as open data, which makes Mexico a pioneer in its publication. The tool also allows recurring users to make mass downloads of data, instead of exploring the website and downloading data indicator by indicator. The data is displayed generally in maps, different graphs, tables, and it is always accompanied by the metadata and calculation method. Information is verified by INEGI and consulting groups directly with the source creators of government data, which are easily accessible, as their contact information is made available on every metadata sheet.
Given that Agenda 2030 is a 15-year long project, more indicators will be added periodically as they are generated and according to the schedule of updates and the rules established by the Specialized Technical Committee of Open Data of INEGI. This innovation in this project lies on how open resources are at the core of its development and the way data is shared, making open data a default characteristic of a government project assures its longevity and engagement with the audience.","a:7:{i:0;s:3:""181"";i:1;s:3:""615"";i:2;s:3:""194"";i:3;s:3:""876"";i:4;s:3:""303"";i:5;s:3:""302"";i:6;s:3:""611"";}","Mexico created a website for the Millenium Development Goals, in which user-centric design and openness was not at the core of the digital development. This new website, takes into account the learnings and experience gathered by the National Digital Strategy, in charge of the digitization and openness agenda in Mexico and INEGI's experience as the official producer of geo-statistical data in Mexico. As part of the efforts to think in systems and not in projects, agenda2030.mx is connected via an API to the data produced by the government agencies in charge of reporting, validated digitally and published in open formats at the website. This streamlined process ensures the continuity of agenda2030.mx. This tool promotes efficient delivery of progress with subnational disaggregation and access to open data, metadata, graphics and maps.","a:1:{i:0;s:14:""implementation"";}","agenda2030.mx is continually adding and improving the way data is visualized. As the project continues to add to data and people interact with it the team reviews and improves the way data is portrayed. We are currently working on new sections: ""compara"" and ""¿cómo vamos?"", both aimed at better understanding the progress of the agenda and allowing people to compare the advance of the measurements vis a vis the other indicators. Compara section will allow users to compare and contrast different indicators at the state disaggregation level, whilst como vamos will adjust all indicators according to the national-defined goals in a heatmap progress bar.","The main collaboration in which this innovation was build is that amongst INEGI, Mexico'a autonomous statistics institute and the National Digital Strategy (NDS) at the Office of the President. The Office of the President's role has evolved from dictating policy and recommendations, to becoming an actual operator and innovation agent. The agility and freedom in which the NDS operates has helped INEGI to explore new methodologies and models for approaching data visualization and problem-solving.","Citizens have been consulted since the first moment by hosting usability and design rounds with a design thinking approach. The help of non-organized individuals was key to create a website that feels less constricted and more fluid to natural navigation. Government officials have taken the project and communicated its benefits and impacts all over the world, making this initiative the first global official website on SDGs to become a reference in the field.","The availability and transparency of the data regarding the SDG agenda has impacted the way people consume information regarding the global goals and launched collaborations with other governments, interested in reproducing the open source code. The website is expected to change the way people navigate government data as it is usually expected that only experts request and look for this information; the new strategy is to provide for the usual suspects but create the digital opportunity for children, students and general audiences to explore and learn about the progress.","The team behind agenda2030.mx's biggest challenge has been that of the slow moving government decision process to publish data and indicators. The development and design of this project was finished months before the actual official data was published. This created a void that risked the projects continuation, as the National Digital Strategy, had many other projects to focus on. Finally INEGI, as a result of the President's public commitment and the rapid launch of the website on April 2017, had the leverage to push agencies to publish more rapidly.","Documentation is key for projects such as this one to thrive. Creating public online repositories on github with fully documented code will allow the innovation to keep growing and improving throughout the years, with the help of the general public and civic coders.","This solution has already inspired the Human Rights Indicators working group in Mexico and the Children's Rights Indicators agency to develop similar experiences. With the code made available and the CKAN open data platform as a central node for all of government data this project will save future government platforms for progress reporting millions of pesos and time.","Good web design is still hard to sell amongst government officials. It is very important to have evidence during the whole process, user's evidence and references to new design trends. It is key for government to keep up with the way data is portrayed, as people grow use to consuming in it in a daily basis, governments need to keep it up and mimic private sector methods for telling stories with data.",,,,,,
9109,"Public Spaces, Community Places crowdgranting program",https://oecd-opsi.org/innovations/9109/,,"Michigan Economic Development Corp.","United States",regional,"a:2:{i:0;s:8:""economic"";i:1;s:7:""housing"";}"," Public Spaces, Community Places crowdgranting program",https://www.patronicity.com/puremichigan,2014,"The Michigan Economic Development Corp (MEDC) teamed up with private partner Patronicity to launch a first of its kind crowd-granting program to help create vibrant communities throughout Michigan. The program revolutionizes the granting process, in part, by making the community the final review committee. If the project garners enough community support through crowdfunding, it will receive a matching grant.
With crowdfunding success rates across the industry at around 5-10% for projects achieving their funding goal, the MEDC’s Public Spaces, Community Places program has achieved a 98% success rate.","We believe thriving places help define a community’s economic vitality. From bike trails to pocket parks to public art projects, they contribute to a strong quality of life, help attract and retain talent, and grow stronger local economies. In 2014, as Michigan was facing declining public revenues and local budgetary concerns in communities across the State, the MEDC saw a need to empower them to continue these types of improvements during a time of economic distress. Communities tend to stray away from innovative, place-making improvements when limited budgets are focused on hard infrastructure such as water lines and crumbling roadways. With that in mind, the Michigan Economic Development Corporation (MEDC) partnered with the civic & community based crowdfunding platform, Patronicity to create the “Public Spaces, Community Places” (PSCP) crowdfunding matching grant program.
The program focuses on creating new or activating distressed public spaces for community use; such as pocket parks, trails, outdoor plazas, public art, farmers markets, art centers, and more. The practice of crowdfunding aims to fund projects by raising small amounts of money from a large number of people that invites residents to engage in the process from start to finish and beyond. The goal is to have an inclusive platform that allows local residents and stakeholders to play a role in projects that will transform their communities into places where talent wants to live, businesses want to locate, and entrepreneurs want to invest.
Due to the innovative crowdfunding component of the program where qualifying and approved applicants only receive matching funds if they are able to raise their target crowdfunding goal, the program has enabled the following outcomes:
a.) Democratizing the access to capital where non-profits and municipalities apply by submitting qualifying projects that fall within the grant parameters and receive funding through community demand, establishing the community as the final review committee.
b.) A deeper sense of civic engagement where the program enables community members, residents, businesses and local organizations to vote with their dollars on projects they find valuable within their community.
c.) Increased public awareness and press towards community projects, which enables greater support for public initiatives.
d.) Freed up organizational resources while expanding the number of projects and overall granting budget.
This program builds off of matching grant programs, however enabling the crowd to be involved through crowdfunding revolutionizes the mechanism in which the match is leveraged.","a:6:{i:0;s:3:""178"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""876"";i:4;s:3:""210"";i:5;s:3:""619"";}","This program is the first of its kind in the United States to have state matching grant dollars allocated to projects that receive support by engaging community through a crowdfunding campaign. The biggest achievement of the program has been enabling communities to participate in an innovative funding model that allows citizens to have a voice in what projects should be funded within their neighborhood. It has not only reactivated spaces but built bridges and collaboration within communities and their members while building a process of engagement. We’ve seen communities connect with a greater audience than before and find funding in a new untapped space, fight issues of blight and crime, and achieve higher levels of civic engagement.","a:1:{i:0;s:14:""implementation"";}","The Public Spaces, Community Places grant program has been renewed for 3 years in a row and continues to gain traction and success. Its success has led to other states adopting the exact same model and working with Patronicity to execute the same programming within their states. The biggest innovations include disrupting the traditional granting approach and empowering communities to be in charge of their own sustainable development.
With Patronicity's customized dashboard for the MEDC to review and approve projects within 72 hours (down from average of 6 weeks), the MEDC can spend less time reviewing and more time supporting projects. With Patronicity's initial vetting to ensure projects fit within the grant parameters the MEDC can give the final confirmation and the community can vote with their dollars to help fund projects they want to see built within their community. Such projects will receive the matching grant to ensure complete construction and funding. This has enabled projects to come up from the bottom, a grassroots approach, and has also lowered the barriers of entry for access to grant dollars.","Patronicity manages and administers the grant application, the initial vetting process, and the crowdfunding system. They thus streamline the process and allow for a quicker final approval process to be administered by the MEDC approval team.
The Michigan Municipal League (MML) supports the PSCP program, and promotes the projects on social media in order to achieve the match. Both organizations share the grant opportunity across the state, thus creating a wide pool of applicant projects.","The MML recognized that matching grant opportunities were available to municipalities across the state but those municipalities were unable to find the additional funds to secure those grants. Their input in this program and collaboration with their member municipalities resulted in the demand for allowing additional funding to come from neighbors, business owners, residents and stakeholders which would not burden the municipality government to come up with the match from already tight budgets.","The project approval process takes less than 72 hours, and grant disbursement is paid out within 3 weeks of projects achieving their funding goals. With crowdfunding success rates across the industry at around 5-10% for projects achieving their funding goal, the MEDC’s Public Spaces, Community Places program has achieved a 98% success rate. Of the 126 completed projects, 128 of them exceeded their crowdfunding goal. The ratio of total private investment per public grant dollars spent is over 7:1 dollars.
Lastly, a current total of 5 741 810 square feet (533 431.6 square meters) of public space has been activated across the State of Michigan through this program since its inception in the summer of 2014. The program has served as a model for other states and has led to increased funding towards community initiatives. Projects have spurred further economic development of local businesses and engagement as a direct result from the creation of the projects funded through the program.","The biggest obstacle was education on what civic/donation-based crowdfunding is and is not. The MEDC’s CEO at the time was very concerned about the risks and liabilities that crowdfunding could bring. Through many conversations, internally and externally, with legal counsel, they were able to gain support to move forward.
The second biggest obstacle was structuring a contract with Patronicity that allowed for flexibility in payment distribution and full protection for the MEDC.
The third obstacle, which has diminished with time, is funding. Because this is an annual budget allocation the program budget can fluctuate depending on the strength of the overall MEDC budget. Fortunately, PSCP (Public Spaces, Community Places) has brought the agency significant positive press and has strengthened our relationship with the Michigan Municipal League. Both of these factors have led to sustained board and leadership support.","Due to the structure of the grant on a rolling basis, it would be recommended that organizations have a grant pool without fiscal year cycles. The grant pool should also come from a non-restrictive fund to allow for greater impact amongst communities.","The success of the program served as inspiration for other states to replicate the work that has been done in Michigan. MassDevelopment, Massachusetts’ economic development agency, replicated the program in June 2016 with Commonwealth Places. Meanwhile, the Indiana Housing and Community Development Authority also replicated the program in November 2016 with CreatINg Places. The programs sought the advice/framework from the MEDC to model their programs along with best practices. This included implemented project size, fundraising expectations, and parameters around the types of locations of projects.","The biggest lesson of this experience is to go beyond a single pilot project to test this model. We want to create an ecosystem for communities, non-profits, and individuals to propose grassroots ideas that can grow only with the support of the greater community. Another big lesson is to adapt to a new mechanism for the grant application and approval process, different than that of a traditional grant program. This streamlined process for the PSCP program has allowed the MEDC to no longer pick ""winners and losers"" in the grant application process but rather allow for the community to show their demand and value for the local projects impacting the communities they are a part of. It's changed the way organizations and governments think about the granting process from a closed door review process to a more public submission, review and approval process.",,,,,,
9176,"Strategy for Institutional Openness for Building an Open State in Mexico",https://oecd-opsi.org/innovations/strategy-for-institutional-openness-for-building-an-open-state-in-mexico/,,"Instituto Nacional de Transparencia, Acceso a la Información y Protección de Datos Personales (INAI)",Mexico,central,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","Strategy for Institutional Openness for Building an Open State in Mexico",https://micrositios.inai.org.mx/gobiernoabierto/,2015,"In 2015, a constitutional reform on transparency allowed the INAI to propose a specific set of actions to adopt and institutionalize open government principles in Mexico. Thus, it designed a comprehensive strategy that mainly consisted of the implementation of provisions, methodologies and public policies to guide and articulate the design, implementation, and operation of open government in public institutions, the three levels of government and the three branches of government nationwide.","In 2015, open government in Mexico was making progress at the federal level but was relatively unknown at the local level and in the judiciary and legislative branches.
The General Law of Transparency enabled the creation of a new public policy to comply with its 59th article, which provides for the need to establish mechanisms and procedures for institutional openness. In this regard, the INAI put in place a strategy to develop public policy procedures to diagnose, design, implement, and evaluate the minimum conditions required for Mexican government institutions in order to comply with and act in the spirit of the 59th article of the General Law.
This strategy was deployed by creating a series of norms, methodologies and case studies that have allowed both institutions and members of civil society to start their own open government practices in the three levels of government, as well as other government branches in Mexico. Prior to 2015, a strategy of this kind was nonexistent in Mexico and a similar approach was not found in the international sphere.
The strategy resulted in a broader public policy to boost the implementation of an open State in Mexico. Therefore, it was designed to achieve specific results during the various stages of the public policy cycle looking towards 2030 and a way to meet the UN Sustainable Development Goals.
The strategy is divided into three stages: first, normative design and adequate institutional conditions to implement open government principles, and the establishment of a standard baseline to evaluate open government policies and capacity-building abilities; second, implementation of OG policies at the local level and within the judiciary and legislative branches, the consolidation of the INAI as a national promoter of this strategy, and OG results assessment at the local level; third, OG as an intrinsic value in the public sector, and OG impact assessments at the local level.
The first stage has already been implemented and the second one is moving forward. A hundred public institutions that have participated in local open government exercises and capacity-building and capacity-replication programs have benefited, and a series of products have also been devised for their specific conditions: a) regulations, guidelines and methodologies to lead and standardize the implementation of open government policies; b) an initiative to support local co-creation exercises in the 32 Mexican states to replicate Mexico’s experience in OGP, 28 participating states, 12 local action plans and 71 commitments; c) open government and sustainable development agents of change training programs, 65 trained persons in open government principles and the 2030 Agenda in 15 states; d) OG metrics to measure basic principles and advances at the institutional level; two metrics have been published (2017 and 2019); e) good practices bank, both at national and international levels.
After four years, the following results were achieved: a) a strengthening of local guarantor agencies regarding open government; b) the internalization of open government principles by public institutions and civil society organizations, which furthered the creation of spaces for dialog and cooperation through new forms of collaboration and thus have a positive impact on public affairs; c) stakeholder engagement.","a:4:{i:0;s:3:""302"";i:1;s:3:""317"";i:2;s:3:""619"";i:3;s:3:""615"";}","The strategy to build an open State in Mexico is unprecedented and there is no registered experience remotely similar at an international level. Besides, it is innovative to the extent that it is a unique effort to articulate social knowledge, community capacities, and incentives to actively encourage open government practices in public institutions, local guarantor agencies, civil society organizations, and citizens.
This strategy aims to be a national and international reference in the field, while promoting positive changes in public institutions and citizens, through its implementation and replication, thus making it possible to provide practical solutions to public issues and deal with the crisis of confidence found in democracies around the world.","a:3:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","As stated before, the first stage of the Strategy - normative design and adequate institutional conditions to implement OG principles, and the establishment of a standard baseline to evaluate OG policies and capacity-building abilities - has already been implemented and the second stage advances steadily. Also, with the lifting of the second edition of the open government metric, important findings were obtained for the development of specific actions that allow progress towards closing gaps in transparency and participation. Finally, we have developed a portal that concentrates all the institutional efforts undertaken in the field to disseminate the lessons learned and to continue advancing in the construction of a new culture of institutional openness in Mexico.","Thus far, the implemented actions have been based on strategic associations between the INAI and public and private universities, like the Centro de Investigación y Docencia Económicas (CIDE), ITESO, and Universidad Veracruzana; international agencies like UNDP and USAID; international civil society organizations, like Global Integrity (GI) and Open Society Foundation; and Mexican organizations like Gestión Social y Cooperación (GESOC), ProSociedad and Gobierno Fácil, among others.","One hundred public institutions have benefited, including 28 local guarantor agencies and 120 civil society organizations, that now take part in open government local exercises, capacity-building and capacity-replication for institutional openness programs.","Results (as of 2019): a) 28 state members of the initiative to promote local co-creation exercises, and 12 local open government action plans, resulting in a total of 71 commitments in the field that comply with a specific goal of the 2030 Agenda; b) increased stakeholder engagement in open government practices and agents of change training.
The INAI accompanies and evaluates local action plans and training programs. Besides, there is a set of Open Government Metrics on the basic guidelines and to support monitoring efforts on institutional progress, even at the municipal level. The 2019 metrics found major improvements in transparency but also a few setbacks in terms of civic engagement.
Expected effects for 2030: 1) public policies with a significant participatory approach; 2) transparency policies aimed at the proactive use of public information to generate socially useful public knowledge; 3) complete and innovative accountability to fight corruption.","The biggest challenges the implementation of the strategy faces includes:
a) A lack of political will: major resistance to institutional changes to reach agreements on an open government agenda
b) Non-institutionalized civic engagement mechanisms: a fundamental requirement to boost citizen participation in public affairs
c) A lack of proactive transparency: transparency for transparency’s sake is not good enough and will not achieve the desired outcomes unless it provides socially useful public knowledge
d) A lack of actor-capacity in strategic and implementation processes: experience shows that it is absolutely necessary to develop skills to enhance possible outcomes
e) A lack of sustainability: institutions and citizens alike must take on this agenda as their own to encourage further short and long-term efforts.","In order for the strategy to be successful, the following challenges must be addressed:
a) Widely promote its benefits among public institutions. The General Transparency Law compels them to adopt open government principles, but it does not establish a clear road map on how to do it. Henceforth, they are not obliged to be part of the INAI’s Open State Strategy.
b) Strengthen local guarantor agencies with public resources and capacity-building programs to prompt open government policies in their own jurisdictions
c) Boost new local and national leadership to promote the open government agenda and cooperation with potential stakeholders to put it on the agenda, especially after the 2018 elections
d) Reinforce the mechanisms, methodologies, and financing tools for citizens and public institutions
e) Enhance strategic alliances with national and international organizations with proven expertise in the field.","The strategy has been designed so that its actions and instruments can be replicated in each state until open government becomes part of its daily activities at all levels of government and in all government branches. As noted above, the main objective is to achieve this by 2030. The strategy includes simple adherence mechanisms and INAI support. In this respect, explicit government and civil society representative commitment may suffice to kick off a given project. The INAI will make a context diagnosis and a technical and methodological assessment. This procedure can well be adopted by other countries.","INAI's support and observations made by experts have pointed at important lessons:
a) Contextualization: one of the Strategy’s main proposals is the implementation of standardized, but adaptable, actions for the local level and/or for each public institution. Even though each project has its own set of rules and guidelines, it is imperative to consider their political, social and administrative characteristics;
b) High level political commitment: any open government policy requires discussion and coordination among stakeholders, government representatives, civil society members, and academia, among others. Namely, it depends on resources and political will of the highest level to achieve its goals;
c) Differentiated agendas: potential stakeholders must be aware of the local priorities that need to be addressed before starting any open government initiative;
d) Avoid pretense: in certain contexts, adherence to some strategy projects can be distorted, for example, authorities that call for dialogue processes with sectors that do not represent the population. The legitimizing use of OG can be counterproductive and lead to resistance or greater distrust in the population;
e) Use of evidence for action: the OG etrics has made it possible to identify a differentiated performance among public institutions in Mexico in terms of transparency and citizen participation. The use of these metrics and indices are undoubtedly key elements for the design of policies and actions;
f) Establish alliances: the INAI has not implemented the Strategy alone, but with the support of institutions and organizations to achieve these results. In addition to the public budget, it has been able to use other sources of financing that has allowed it to implement advocacy projects at a local level in such diverse topics as: social comptrollership and monitoring of public resources (follow the money), citizen accountability exercises, equality of gender, among others.","Mexican democracy is not cosolidated. Previous administrations promoted accountability and citizen participation but not its institutionalization or responsibility towards the agreements reached. Today Mexicans demand answers and participate in public affairs, but do not trust the existing traditional spaces. This Strategy has showed that the establishment of alternative spaces for dialog and collaboration between authorities and civil society are possible.",,,,https://www.youtube.com/watch?v=aBySuJcccA4,https://www.youtube.com/watch?v=rXjcW1WVFK4&feature=youtu.be
9227,"Promoting transparency of municipal finances: the case of My Municipality in Brazil",https://oecd-opsi.org/innovations/promoting-transparency-of-municipal-finances-the-case-of-my-municipality-in-brazil/,,"BRAVA Foundation",Brazil,other,"a:4:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:18:""Municipal Finances"";}","Promoting transparency of municipal finances: the case of My Municipality in Brazil",https://meumunicipio.org.br/,2014,"My Municipality (Meu Município) a free public portal that organizes and makes available the financial performance of 90% of the Brazilian cities in a intuitive, user-friendly way. It is used for citizens to understand, monitor and compare how Brazilian municipalities collect and spend our money. My Municipality is also designed for public managers in their analysis and decision-making about the city's directions.","In Brazil, there are 5,570 municipalities, 80% with less than 50 thousand inhabitants. However, their revenue are not sufficient to pay all of their expenditures, which causes them to get highly in debt with federal government or other institutions (around 31% of the cities are in this situation). Along with this critical problem, municipalities have a prominent position in the provision of services and public investment. Ultimately, citizens' quality of life can be negatively affected due to these scarce or poor administered resources.
Following this great challenge in Brazil, in the year 2014, BRAVA Foundation created ""Portal Meu Município"" (My Municipality). My Municipality gathers municipal data from the National Treasury and IBGE (Brazilian Institute of Geography and Statistics) and synthesizes them in a simpler, understandable and comparable format. Through the platform, it is possible for citizens to see where their government revenue comes from and where it goes and also for public managers understand their indicators in order to create evidence-based policies.
BRAVA foundation is a non-partisan and non-profit organization which, since 2000, has already worked with state and municipal governments on high-impact projects on various public management issues, After more than 30 projects held and more than 9 million reais saved, BRAVA decided to scale its activity through My Municipality in order to help managers to do more with less resources and to help citizens to have a better understanding of where their money was being applied.
My Municipality has financial data of 90% of Brazilian municipalities, with historical series since 2013. Also, it provides easy data visualization and comparison of municipalities and its management indicators. In four years, more than 92% of municipalities have used our platform, from all Brazilian states. More than 3,3 million people have accessed our portal, with more than 5 million people reached through social media.
As a next step, we are working towards expanding the available data by showing indicators of the quality of expenditure in education and health. We will provide information of how the finances are turning into important services for population, crossing data with other open knowledge sources and comparing it not only among all municipalities, but also with the best practices in Brazil and the world. This new step is planned to be launched in the beginning of April.","a:3:{i:0;s:3:""302"";i:1;s:3:""611"";i:2;s:3:""621"";}","My Municipality became the biggest portal of municipal finances, due to its pioneer look at how an organized data would be quite helpful for public administrators and brazilian citizens. Its transforming way of showing indicators has made a clear tendency, since there are many other tools created in order to help small cities in Brazil.
However, My Municipality remains as the only one fully free and with reach of more than 90% municipalities, with a team dedicated to not only present indicators, but to help them to be understood, since there are many technical terms. In our platform, most of the information is shown in easy graphics, and with a glossary for democratizing access to public information by the population.",,,"My Municipality rely on important partnerships, such as economists who analyse the raw data; IT support, that are responsible for the website maintenance; SEBRAE (Brazilian Micro and Small Enterprises' Support Service) and FNP (National Front of Mayor), that helps us to publicize the platform in order to managers to use it; FGV and Insper, important academic institutions, with whom we partner to increase our analyses accuracy in order to get to the best practices of financial management.","There are three main beneficiares of My Municipality;
- The public manager, who has more information and can make a qualified analysis for decision making and is also provided with a diagnotic tool with action plans;
- The citizen, that have more access to public data, that is, more information in accessible language to encourage debate and criticism;
- The Academy, to which is provided a wide database and can access data in CSV.","'- The platform has received more than 3 million access cases since 2014;
- More than 100 mayors were directly reached by the platform;
- Cover of Exame Magazine Online, the most important of finances in Brazil;
- 51 news about the portal in the Media;
- More than 11 associations reached to publicize the platform for public managers;
- 91% approval rate of the workshops for public managers;
- At least 11 municipalities used the portal to optimize their finances;
- We made a partnership with FGV (A Brazilian think tank) for a call for submissions for municipal finances, and had 66 articles received dedicated exclusively to the subject;
- 62 public institutions had recognized the project as relevant.","The greatest challenge we face is the lack of engagement of city managers, the portal maintenance, and the lack of evidence-based policies. To overcome these challenges, we are partnering with institutions that work closely to public servants, as they have more access to engage and provide training for using My Municipality. This can also contribute to change their minds about using data, since many of the actions that can be done work for improving the city infrastructure.
The challenge of maintenance is still in progress to be solved, as we are working closer to our suppliers and partnering with other organization to spend less in analysing and updating the database.","1. IT Infrastructure - We need to assure good IT resources in order to have the platform working without any problems for users, guaranteeing a good UX.
2. Partnerships - Our partnerships with scholars, associations and media will keep our platform known through Brazil and assure we have updated data, as well as best practices brought by the most recognized institutions in Brazil and worldwide.
3. Simple comunication - As financial data is very technical, having a simple comunication helps us to reach a greater number of citizens and ensure we are in fact promoting transparency.
4. Human and financial resources - We need a strong, alligned team in order to develop strategies to promote our platform.","As part of our replication plan, we tend to work with partners in Brazil that already work with public managers, such as SEBRAE, FNP and municipalities' associations. Also, we are developing a strong PR (public relations) plan in order to keep engagement by population and reach higher number of access in our platform.
Moreover, in 2019, we will present the platform in more than 10 events related to best practices in city finances to promote its use not only by broad audience, but also by qualified users.","We had learned since 2014 that access to data is easy in Brazil, but raising interest by general public is very difficult, since most of data available by the government is very technical. We believe we have done a great job by ""translating"" data into real information, creating value for both citizens and public leaders by bringing them together and enhancing democracy.","We believe having the recognition by OCDE will bring us to another level of legitimacy, since we will be attested for a extremely relevant institution as a relevant source of financial data, as well as an important player for enhancing transparency in Brazil when it comes to municipal finances.","a:1:{i:0;s:4:""9239"";}","a:1:{i:0;s:4:""9238"";}",https://youtu.be/nXAFqTg2njQ,https://www.youtube.com/watch?v=hJhk6WgePtc,https://www.youtube.com/watch?v=DbCW3FdnSnA
9366,DOZORRO,https://oecd-opsi.org/innovations/dozorro/,,"Transparency International Ukraine",Ukraine,central,"a:4:{i:0;s:6:""health"";i:1;s:11:""information"";i:2;s:12:""public_order"";i:3;s:24:""Anti-corruption activity"";}",DOZORRO,https://dozorro.org/,2016,"Innovation helps citizens extract value from open data on the use of public funds and fosters accountability of public authorities for goods, services and works purchased. With the help of the electronic platform, the citizens and business can complain about non-competitive behaviour, poor quality or check the efficiency of procurement by their city council, school, hospital. Introduction of AI-powered risk monitoring allowed anyone to find and act upon violations in a fast and simple manner.","Three years after the digitalisation of contracting, the e-procurement system (Prozorro) allowed to narrow the bottlenecks for corruption and saved about USD 2,5 billion for the national economy in 3 years. Rapid digital transformation and improvements introduced brought transparency and made public information on public contacting - operation worth 15% of the country GDP - accessible to anyone. However, the sector remained largely corrupted and given its volume - 4500 tenders per day - required close oversight to ensure compliance, equal access to the market and fair competition principles are being adhered. To give voice to those, whose rights are being violated, be it a taxpayer or discriminated business, Transparency International Ukraine launched DOZORRO - end-to-end feedback platform to accumulate and react to these violations.
The online platform allows business whose rights are violated to leave the structured feedback on the tender, buyer, another bidder etc. and the party to which the complaint is addressed to respond and eliminate the violation once confirmed. In case no reaction follows, the case could be forwarded to one of the experts to investigate the case. If the violation is validated, the appeal to the controlling bodies is submitted. The complainant has the opportunity also to rate the quality of responses from 1 to 5, and the tenders in which no response to the complain followed or where the satisfaction rate was below 3 are marked as risky and highlighted on the platform. Those tenders are prioritised for the review by civil society organisations monitoring procurement.
The innovation aims to unite advocates of the effective allocation of the taxpayers money to ensure equal rules in the public procurement and best value for goods, services and works purchased by the state for the benefit of the citizens.
We provide relevant expertise and deploy technical solutions enabling anyone - the supplier, the procuring entity, the controlling agency or any citizen - to identify, react to and report wrongdoings in public spending. TI Ukraine also seeks to channel the benefit of the open data on public spending to the civil society in the regions, including business and facilitate data-driven decision making in the sector of public procurement. The innovation has also proven to contribute to curbing corruption in the sector and shifted the anti-corruption paradigm in public procurement from the reactive mode to the preventive mode.
More than 930 000 of unique users have used the DOZORRO portal over 2 years and more than 84 000 of feedback units were recorded.
The system enabled to close the feedback loop and fostered trust by the business sector in the integrity of the public contracting process in the country. As all the feedback and track record of violations is aggregated on the portal in the supplier of buyer profile, anyone could review practice and integrity of the entity. The main beneficiaries are, therefore: a) procuring entities (local authorities, state enterprises) that are checking due diligence of the bidders to guarantee the best value for money b) businesses - to market research and the benchmark against other competitors c) investigative journalists conduction anti-corruption investigations d) citizens, able to check suppliers of the goods, services and works they are beneficiaries of (nutrition at schools, road reconstruction, public spaces)
e) oversight and prosecuting bodies - the bodies have opportunities to check for the violations in the public procurement to detect uncompetitive behaviour in a timely manner and react to them on the early stage.
DOZORRO is planning to deploy an electronic appeal mechanism that would direct the complaints to the respective controlling bodies for the review. To increase the usability of the innovation, the functionality that would allow receiving notifications for specific tender, bidder, buyer or status change the users subscribe to (for example, violations confirmed). In addition, DOZORRO uses open-source tools which make the system highly replicable elsewhere and already consulted Moldova and Poland on the application of similar functionality for their most prominent open data portals.",,"The innovation allowed to convert transparency into the accountability in the sector of the public procurement and cultivate trust between civil society, business and state. DOZORRO made identification of the wrongdoings easier through the application of digital tools and open data processing which, in turn, narrowed down loopholes allowing for corrupted practices in public funds allocation. DOZORRO developed a public risk-based methodology based on 40 risk indicators part of which is devoted to the responsiveness of the procurement process parties to the complains submitted. Aggregation of all the feedback in one single place allowed to collect and manage all complain more efficiently, resolve them more quickly. DOZORRO also became the first to test machine learning for corruption risk detection in the domain of public procurement.",,,"DOZORRO is a showcase of “golden partnership” — with business willing to compete on equal footing, procuring entities ensure timely public service delivery and to greater value for taxpayers money on one side and civil society — striving to identify and react to cases of deviation from fair competition practices and public funds misuse — on the other. The innovation comes as a result of pulled efforts of TI Ukraine, grass root activists, tech talent, reform agents on the ministerial level.","Users of the portal are mostly local activists, investigative journalists, businesses already active or planning to compete for public tenders. Platform enabled a) local authorities, state enterprises to check due diligence of the bidders to guarantee the best value for money b) businesses to estimate trade-offs from joining different markets segments c) citizens and journalists see who supplies to schools, road reconstruction, public space and at which price c) policymakers analyse metadata.","The innovation enabled participation in the process of control over public funds allocated for any internet users, with specific guidance and mechanisms on how to execute their rights to hold public institutions accountable. As a result of the DOZORRO work, one-third of the cases reviewed by the community of experts, are resolved either before the award of the tender - preventing violation - or afterwards ensuring liability of parties abusing competition. As of March 2019, more than 930 000 unique users have visited DOZORRO platform, with more than 84 000 feedback inputs recorded on the website.
Being a successful civic approach, the methodology spilled over to the government sector - DOZORRO advocated the use of the risk-based monitoring as obligatory for controlling body within the Law on Public Procurement. Recently, DOZORRO was listed in top 12 projects worldwide for engaging citizens as a corruption watchdog. Further advance of AI technology for risk flagging is planned in 2019.","The biggest challenge in the deployment of the technology intense innovation was rooted in ensuring the usability of the portal for main beneficiaries and uniting the all-country community around monitoring activity. The deployment of the technology required constant knowledge update. Another challenge was linked with communication of the complex topic of the public contracting to the local activists engaged in handling the cases of violations submitted online at the beginning. The latter was addressed with the number of active communication channels online and offline with regular knowledge exchange sessions. In addition, TI Ukraine had an unwrapped network of activists well-familiar with procurement monitoring and loopholes. The usability of the portal is constantly being improved given capacity as a result of the feedback sessions with users.","Based on our experience we recognise collaboration, added value and timeliness of innovation among the crucial criteria. Engagement of the stakeholders coming from diverse background allowed to manage risks along the way timely and effectively. As well as unwrapping community of the activists ready to promote the use of the platform and disseminate the knowledge on how to use it was crucial for the innovation success. The launch of the automated system of risk indicators would be impossible without prior expertise that allowed to test the accuracy of the first pilot model.
In addition, focus on the added value for the users of the technology proved to be key and is the reputation as a most trustworthy resource for looking into when suspecting wrongdoing became the main asset allowing to interact with the beneficiaries and improve the service further. Technology is key, but the competent community enable to verify the quality of innovations is king.","DOZORRO shared its experience with leading Polish organisation working with open data - ePanstwo. We helped to deploy the functionality for feedback input on every tender on the https://rejestr.io/zamowienia_publiczne - platform that aggregates information on every procurement in Poland. The tool was presented on the Festival of the civic tech on April 6th in Gdansk. The project became a tangible outcome of the continuous networking and expertise exchange between the TI Ukraine and ePanstwo Foundation that resulted in transferring best practice of civic tech from Ukraine to Poland. The introduction of the feedback will allow integration of the procurement process stakeholders and citizens into the control over the public procurement online and is designed to improve the responsiveness of the contractors and trust in transparent procurement on behalf of the business.","Open data does not necessarily increase the level of trust to the public institutions. With the information-rich environment, it is easier to validate the concerns and events that trigger mistrust to the institutions and public officials. To channel the benefit of open data to the citizen an immense communication work should be carried out and on the ground, consultations have to take place. Transparency is not a remedy for a lack of trust.
In the case of Ukraine, the fact that technology originated in the civic sector instead of the governmental sector resulted in greater trust level and usability of the technology. Transparency International Ukraine as one of the main anti-corruption champions was a credible partner to unite all the stakeholders and ensure integrity of the launch process.
It is important to set high accountability standards also for those monitoring anti-corruption related activities. Since the 2017 TI Ukraine implemented the feedback management system for the organisations executing monitoring which means all the work is recorded and traceable in the system, fostering trust in the third sector among users.",,"a:5:{i:0;s:5:""10436"";i:1;s:5:""10437"";i:2;s:5:""10441"";i:3;s:5:""10442"";i:4;s:5:""10443"";}","a:1:{i:0;s:5:""10438"";}",https://www.youtube.com/watch?v=rLmChVLEH8w,https://www.youtube.com/watch?time_continue=36&v=c7wb81xnUCQ,
9486,"Open Government for mobility",https://oecd-opsi.org/innovations/open-government-for-mobility/,,"Autonomous Region of Sardinia",Italy,regional,"a:1:{i:0;s:9:""transport"";}","Open Government for mobility",http://www.sardegnamobilita.it/opengovernment/,2017,"Sardinia Region involved all the mobility stakeholders in participating in the “federated network of collective transport open data” and all the data concerning scheduled services were published: buses, trains, ferries, airplanes. Various info-mobility services were developed by ICT enterprises. A web application was developed to allow users to notify transport inefficiencies to agencies and public administration, which are now interconnected with users in order to improve public service quality.","Air and maritime accessibility and integration with land transport network are, for the islands, key aspects to guarantee territorial continuity and cohesion with the European Union. In addition, collective transport and intermodality are the most effective solutions for reducing the environmental impacts caused by vehicles emissions.
People and goods mobility is strictly related to information availability. The more information is available and usable, the lower the impediments people and goods experience before and during the journey. The more information is shared by the whole community, the more the community can participate in improving the system.
In Sardinia region public transport counts 16,000 trips paid with over 200.000.000 euros of public fees. Service monitoring is therefore difficult in a capillary manner. Users are distributed throughout the whole network and can offer, in their own interest, an important contribution reporting the discrepancies.
Federated network of collective transport open data
The Open Data paradigm (standardization, accessibility, availability, machine readable, no restrictions for reuse) well fit to the need to maximize the use, reuse and dissemination of mobility information. If those who produce the data (transport authorities and agencies) publish them in open data and keep them updated, they can guarantee quality of data, avoiding the diffusion of incorrect data and information. The Reg. Del. 1926/2017 goes in the same direction.
Sardinia Region involved all the mobility stakeholders in participating to the ""federated network of collective transport open data""
The interoperability standards were shared, and the static data of all the scheduled services were published: Bus, Trains, Ferries, Airplanes. After only 2 months, various info-mobility services were developed by ICT enterprises.
Improving service quality by civic engagement
Transparency obtained by open data polices stimulated civic participation. Sardinia region tested a web application that allows users to notify discrepancies, in the same moment, to transport authority and agencies. Therefore, the Regional Department for Transport and agencies are now requested to solve the problems faced by users. Two semi-annual reports are published to highlight the activities implemented to address the critical issues raised by users.
Objectives
1) To increase accessibility and intermodality
Development gap caused by insularity is strictly related to accessibility. People and goods need to rely on modal transfer with effective information and reliable sources
2) To enhance transport services integration
Transport authorities and agencies need to share information for integrated services
3) To Customize info-mobility services for people and goods
People and goods need customized information services for agile mobility
4) To improve public service quality by civic engagement
Users can collaborate with transport authorities to identify and report the disruptions and inefficiencies to be corrected.
Achieved results
1) Creation of the open data federated network Scheduled services data standardization and interoperability for all transport modes. Increased data accessibility, quality, interoperability.
(http://www.sardegnamobilita.it/opengovernment/opendata/)
2) New customized info-mobility services for people and goods with no cost for public administration
(http://www.sardegnamobilita.it/index.php?xsl=2537&s=33&v=9&c=14458&es=6603&na=1&esp=1)
3) Development of a new web application for transport users claims
(http://www.sardegnamobilita.it/disservizi/)
4) 1000 Claims sent to transport authority and agencies - 4 Claims reports published - Improved collective transport monitoring and quality with no cost (http://www.sardegnamobilita.it/index.php?xsl=1033&s=348357&v=2&c=6761&t=1&na=1)",,"Open data become the new infomobility paradigm.
The way to :
- maximize public transport information dissemination
- improve intermodality and connections
- improve public transport accessibility
- stimulate civic engagement in monitoring transport quality
People now have a tool to communicate both transport authorities and agencies their needs.
Transport authorities and agencies can't now hide service quality disruptions.",,,"Autonomous Region of Sardinia involved 60 transport agencies, 4 maritime companies, 3 airports to define open data standards.
ICT enterprises are now in collaboration with regional administration in order to monitor quality and updating of scheduled services open data in order to maximize the social and economic value of transport data.
User organisations were involved to test the web application, in order to optimize usability.","All transport agencies, maritime companies and airports take benefits from transport open data because they need to integrate their services and nodes.
ICT enterprises give infomobility services with data quality, increasing the use of applications by users.
Transport users can have a direct contact with transport authorities and agencies in order to improve transport service quality.
Also, they have more quality and availability of transport information.","1) Creation of the open data federated network. Scheduled services data standardization and interoperability for all transport modes. Increased data accessibility, quality, interoperability.
(http://www.sardegnamobilita.it/opengovernment/opendata/)
2) New customized info-mobility services for people and goods with no cost for public administration
(http://www.sardegnamobilita.it/index.php?xsl=2537&s=33&v=9&c=14458&es=6603&na=1&esp=1)
3) Development of a new web application for transport users claims
(http://www.sardegnamobilita.it/disservizi/)
4) 1000 Claims sent to transport authority and agencies - 4 Claims reports published - Improved collective transport monitoring and quality with no cost (http://www.sardegnamobilita.it/index.php?xsl=1033&s=348357&v=2&c=6761&t=1&na=1)","Cooperation was the most important challenge. Building relationships and persuasion on cooperation benefits.","Creativity, political endorsement, leadership, personal values and motivation.","This model can be replicated in all cities and regions. Transportation systems has more or less the same governance and stakeholders.","People and enterprises are ready to collaborate with public administration in order to reduce public costs and improve public service quality.","I'm really proud taking part of increasing collective value.","a:6:{i:0;s:4:""9496"";i:1;s:4:""9497"";i:2;s:4:""9498"";i:3;s:4:""9499"";i:4;s:4:""9500"";i:5;s:4:""9501"";}","a:4:{i:0;s:4:""9502"";i:1;s:4:""9503"";i:2;s:4:""9504"";i:3;s:4:""9505"";}",https://www.youtube.com/watch?v=HK-Z9n5tVFk,https://www.youtube.com/watch?v=VAVR1E8Gq8c,https://www.youtube.com/watch?v=1-lI_oxeL-Y
9514,"synAthina Platform",https://oecd-opsi.org/innovations/synathina-platform/,,"synAthina - Athens Municipality",Greece,local,"a:3:{i:0;s:12:""public_admin"";i:1;s:10:""recreation"";i:2;s:7:""science"";}","synAthina Platform ",https://www.synathina.gr/en/,2013,"synAthina is the common space which brings together, supports and facilitates citizens’ groups engaged in improving the quality of life in the city.
synAthina's aim is to support the activities of the citizens the City and create a new perception about the relationship between civic society and local governance and cultivates their dynamic, bidirectional bond.
synAthina platform has brought a new era of social innovation in Athens, bringing new perspectives and approaches to bear on challenges.","Greece is perceived to be at the frontline of the European social and political crises.
Athens is its lab.
In areas where social welfare and urban challenges were badly hit, Athens had to find fast and effective solutions. Athens had to re-invent itself.
Despite the political risk, Athens did not hesitate to invest in long-term resilient strategies. With budget cuts and a shrinking staff, it managed to reach out to the untapped capacity of the entire city. Even before the terminology had entered its communication vocabulary, Athens was innovating out of necessity. Social innovation sprung naturally by turning to its citizens with new models of engagement and participation, unintentionally similar to models of Greece’s ancient city-states.
After systematic design for accountable and transparent processes that brought international attention and awards, the fruit of its efforts have started to become apparent.
Extreme poverty and the refugee crisis were not only met with relief initiatives, but now Athens has become the test-bed for innovative ways to re-activate and integrate inactive populations. The previously ""un-digitalised"" administration is now crowdsourcing creative input from the rising community of developers. Neighborhoods are co-designed with local inhabitants. Previously abandoned buildings are now met with groundbreaking management models and new use. A wide range of small-scale experiments have managed to pull Athens out of a dark place to the forefront of Europe’s 21st century. It is the proof that with innovation, cities can do more with less.
Athens sees itself as a role model not necessarily for well-resourced and powerful cities, but for having achieved to embrace its compassionate and committed communities. This cultural leap forward makes Athens a pioneer for the type of innovation that prepares societies to better address the challenges of the future.
SynAthina is an initiative of the City of Athens. It was created in July 2013 and today comes under the Vice Mayoral Office for Civil Society and Innovation.
Austerity measures and Greece’s economic crisis have significantly reduced the operational capacity of Athens’ city government. At the same time, a vibrant civil society emerged, with large numbers of citizens working together to improve their neighborhoods and communities. Within this context, City of Athens created synAthina, an online platform to engage members of the community in problem-solving and reform. Individual citizens and community groups can submit volunteer activities, as well as innovative ideas on how to improve their city. Citizens who submit ideas are then connected to the relevant government representatives, non-governmental organizations, and private businesses that can support their efforts. If outdated regulations are needlessly prohibiting the advancement of good ideas or if innovative solutions are to be found out of the activities of the civil society, the synAthina project team harness innovation within the City Hall to update regulations, policies and procedures and has brought the public and private sector to experiment in new ways of working and cooperating.
synAthina platform has brought a new era of social innovation in Athens, bringing new perspectives and approaches to bear on the social challenge of community cohesion and creative citizenship post-crisis. Building on this distinctive approach to tackling urban challenges through a culture of collaborative innovation synAthina has created a space to share, collaborate and learn.","a:3:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""211"";}","The synAthina platform is the social innovation platform of the City of Athens for engaging citizens in problem solving and reform. Austerity measures and Greece’s economic crisis have significantly reduced the operational capacity of Athens’ city government. At the same time, a vibrant civil society has emerged, with an increasing number of community groups that take initiatives to improve their neighbourhoods and solve pressing issues on the ground. The synAthina platform hosts both formal and informal groups in an inclusive way by developing a systematic mechanism to collect and facilitate the available capacity of public spirited citizens to lead to simpler, faster and more sustainable solutions for the city of Athens.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","To this day synAthina platform has gained further political support by the local authority as well as further acceptance and participation by the citizens.
synAthina won the Mayor’s Challenge Award by Bloomberg Philanthropies in 2014.
- synAthina won the award in the category for Innovation of the Eurocities Innovation Awards, Nov. 2016
- The City of Athens received the UIA funding (Urban Innovative Actions) in the section “Migrants and Refugee Integration” with synAthina in the lead. The successful proposal entitled “Curing the Limbo” and coordinated by the synAthina team, capitalises on the vibrant civil society of Athens to help refugees, migrant and local unemployed overcome their stage of inertia and apathy.
- SynAthina is part of European networks, such as: A) Refill Project: regarding the temporary use of empty spaces. B) ROCK project: regarding regeneration of historic city centres through cultural heritage C) Eurocities Working Group: Chair of Creative Citizenship, etc.","The success of the platform synAthina lies in bringing together diverse key players in the City and allowing the opportunity for those unexpected partnerships to flourish. We have created a so-called Social Innovation Constellation model across our work where the Municipality in the middle and is surrounded by the private sector, the civil society, the public sector administration and the University sector.","Citizens and other partners such as NGO’s, private institutions and City Services departments are involved in all aspects of the platform: uploading volunteer activities on our website, registering as potential givers who can support and empower civil society initiatives, using the physical space to organise participatory events and public workshops, visiting our offices in the City Hall every Monday to communicate their ideas and projects receiving consultation and capacity building.","synAthina platform is built around the following objectives:
To map the activities of the engaged citizens, otherwise unseen, and make them visible to public eye.
To facilitate and empower these activities in order to scale-up and have a real impact in the city.
To highlight the best practices of the civil society as the new innovative solutions for the city that meet the contemporary challenges of the time.
To lead through these solutions to the upgrade of public administration itself and the way which the municipality of Athens can efficiently tackle the current requirements that emerge in a city of crisis.","Up to now, synAthina has facilitated 1’918 activities of civil society, which have been uploaded in our digital platform and performed in our physical space by 222 community groups, which are registered as active members. Moreover, 15 bottom-up activities have been highlighted as best practices of the civil society that bring a new intelligence as innovative models for problem-solving and we have managed 5 of them to be incorporated to the municipality updating regulations, policies and procedures.
We are constantly evaluating the program facing challenges that emerge as we move forward to the implementation such as: build a relationship of trust among the municipality and active citizens, keep synAthina relevant to the Mayor’s Office as an important tool for the policymaking process, produce pragmatic and implementable proposals for structural changes and reforms, tackle problems of bureaucracy, stay focused in the project, ensure that the project becomes sustainable.","The journey from a citizen’s idea to its actual reality in the public sphere had to cover the distance from a critically disengaged population to arriving at a stage today where citizens and municipality are co-designing neighborhoods and a resilient strategy together for the future.
It took several steps to set the base of this transformative process, such as structuring methods of mapping, consulting, moderating, supporting and training, and the city had to reach out to various funding opportunities to create the tools and experience before being able to help citizens implement their new ideas in the city.
Instead of spending preaching time to engage the disengaged, Athens concentrated in identifying what community groups’ initiatives contained the seeds for further upscaling.","Athens has successfully implemented their idea, synAthina. It is a program and online platform that puts citizens at the center of innovation, problem-solving and reform. Individual citizens and groups submit volunteer activities, to be recognised and connected with other activities across the city, as well as ideas on how to improve the city. In 2018, Athens won an EU grant of €5 million to continue their work with a focus on the refugee crisis, helping Athenians to open a civic dialogue and rebuild trust with the ""Curing the Limbo"" programme. Recently, their efforts were further recognized, with Athens named European Capital of Innovation 2018. To date Athens has received over 80 expressions of interest from other cities. The innovation of “Curing the Limbo” aims to connect with active citizen groups via synAthina, a City of Athens initiative and gain access to affordable housing, while they themselves provide for the neighbourhoods of Athens.","Τhere are some very practical tools and tactics that have worked in Athens to breathe new life into the relationship between city and civil society. Since synAthina launched, the team has received several expressions of interest from other Greek and European cities wanting to learn more about the project, and to replicate some aspects of it in their local contexts.
This booklet provides a resource for other cities who are interested in supporting citizen initiatives that improve quality of life in their city. Drawing on Athens’ experience, it aims to share key lessons learned by the city, and to provide guidance to local governments seeking to work more collaboratively with citizens.
https://issuu.com/synathina/docs/synathina_lessons_learned_2_spreads?fbclid=IwAR3FcZy2mpUnjABdyCnVTyHueF_8N1xgslCnHh7A9ADu3Gp_uuUO3GzNI2g","Since its launch, SynAthina has had 2,700 activities uploaded, ranging from people who are working to protect Athens’ street art to community groups debating new uses for a refurbished market hall. By recording specific activities rather than the good intentions of people who might like to be involved in community work but aren’t, the platform also provided the municipality with an invaluable degree of access to what exactly was going on at grassroots level in the city, enabling public officials to be better informed and more flexible in responding to the requests of ordinary citizens.
Such is the platform’s success that SynAthina is now being used an a model for similar projects internationally.","a:6:{i:0;s:4:""9601"";i:1;s:4:""9602"";i:2;s:4:""9603"";i:3;s:4:""9604"";i:4;s:4:""9607"";i:5;s:4:""9608"";}","a:5:{i:0;s:4:""9590"";i:1;s:4:""9594"";i:2;s:4:""9595"";i:3;s:4:""9596"";i:4;s:4:""9612"";}",https://www.facebook.com/SunAthina/videos/207717896794716/,https://vimeo.com/301952529,https://vimeo.com/164433119
9623,"Construction of an experimental and co-creation research methodology for co-operative governance in territorial development policies",https://oecd-opsi.org/innovations/construction-of-an-experimental-and-co-generative-research-methodology-for-cooperative-governance-in-territorial-development-policies/,,"Diputación Foral de Gipuzkoa (Provincial Council of Gipuzkoa)",Spain,local,"a:3:{i:0;s:8:""economic"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","Construction of an experimental and co-creation research methodology for co-operative governance in territorial development policies",https://www.orkestra.deusto.es/en/research/research-projects/zubigintza,2009,"The prolonged economic crisis in Europe has led to a growing feeling of alienation among citizens from the main decision-making centres. The co-creation research methodology for co-operative governance is an innovative approach to stakeholder engagement in which policymakers and researchers work as a team in dialogue spaces configured to address different territorial challenges. A participative, open and collaborative governance for the economic development of Gipuzkoa is therefore being built.","Many policy makers are facing the challenge of defining more collaborative, participative and inclusive policy processes to recover the confidence of organisations and citizens in their territories. One of the main problems they meet is the lack of methodologies to do this. The innovation presented in this case shares one such methodology, namely Action Research for Territorial Development, developed to a great extent between researchers from Orkestra, Basque Institute of Competitiveness and policy makers in the Territorial Development Laboratory, fostered by the Provincial Council of Gipuzkoa in the framework of Etorkizuna Eraikiz (see the OPSI case Etorkizuna Eraikiz) and joined by eleven county development agencies of this territory.
Most frameworks regarding the construction of collaborative governance modes for policy making are normative and say what should be done. They help policy makers reach the determination to experiment with new governance modes for policy making. But after this decision is made, processes often get stuck because there is no methodological approach to help manage complexity and conflict inherent to these processes.
The innovation analysed in this case responds to these challenges by constructing an action research methodology adapted to territorial development policies, and more specifically, to innovation policies. The methodology is not a recipe book written by researchers for policy makers to use. It has been co-created by policy makers and researchers together in the context of real policy processes. Consequently, the methodology has been the way policy makers and researchers have worked together to construct cooperative governance and, at the same time, it is also a result of the process. Considering that the specific cooperative governance constructed in Gipuzkoa, Basque Country (Spain) is very context specific, the methodology to construct it is what cold be shared with other policy makers and researchers trying to construct cooperative governance modes for policy making.
The co-creation nature of the methodology is innovative because most research in the field of innovation policy and territorial development is conducted through linear approaches where researchers do talk to or interview policy makers, but do not co-create the policy with them. Knowledge is usually created in academia and then “transferred” to policy makers. Through the co-creation approach action research brings participation and empowerment of policy makers and other stakeholders to the core of the policy process. Knowledge is not transferred from one to others but co-created. The result are cooperative governance modes that are experimental and inclusive.
The immediate goal of the innovation is to develop territorial development policies in Gipuzkoa, Basque Country, Spain through co-operative governance modes that make policies more democratic and efficient. The final beneficiaries are SMEs and their workers, and other relevant beneficiaries are county development agencies that have seen their role in territorial development reinforced as intermediary agents in territorial development. The long term goal of the innovation is to systematise the learnings in the process in Gipuzkoa and construct a methodology that can be used for new experimental processes in other policy making contexts.
The new governance was institutionalised in June 2017 through the formal agreement for collaboration signed between the provincial council of Gipuzkoa and eleven county development agencies. Since then, the spaces and procedures constructed through the methodology Action Research for Territorial Development have been institutionalised. This means that they are the spaces and procedures used by the Provincial Council of Gipuzkoa and eleven county development agencies of this territory to co-create territorial development policies. Policy programs devoted to support SMEs and the employability of people in risk of social exclusion have been developed through these cooperative procedures.
The goal for the next years is to develop multi-level governance further by integrating the Basque Government and its agencies in these processes and develop the new governance horizontally by integrating vocational training centres.","a:5:{i:0;s:3:""257"";i:1;s:3:""615"";i:2;s:3:""317"";i:3;s:3:""619"";i:4;s:3:""621"";}","The new methodology brings policy makers and social researchers together in co-creation processes, breaking with the mainstream tradition of linear research in regional innovation policies.
There is a widespread assumption in innovation policy making that the role that social researchers can play is that of experts and advisors. These roles are based on the idea that knowledge that informs policy making is first constructed in academic spheres and then “transferred” to policy makers. Often this transference is made in terms of recommendations meant to be implemented.
The action research for territorial development methodology presented here as an innovation proposes a radical change in how knowledge for policy is constructed as it is based on co-creation processes where researchers do not transfer their knowledge to policy makers but facilitate a process of co-constructing actionable knowledge.","a:1:{i:0;s:9:""diffusing"";}","The innovation is in the stage of diffusing lessons. First, part of the methodology is being shared and co-constructed through a virtual platform that aims at dialogical communication. At the time of writing it has 266 participants in 24 different countries. It is accessible in https://dgroups.org/groups/perfadt. Second, in response to a proposal by policy makers, researchers have recently published a document in open access that shares a compendium of the methodological lessons learnt in the Territorial Development Laboratory. The document can be accessed in https://www.orkestra.deusto.es/images/investigacion/publicaciones/cuadernos/metodologia-gobernanza.pdf","Policy makers brought their experiential knowledge in policy making for territorial development. Researchers brought concepts, and methodological frameworks from action research, regional innovation policy and local economic development. When applying the methodology, 404 firms were also involved in one of the policy programs, they contributed with their knowledge about their own situation regarding Industry 4.0.","In this co-generative process, participants are at the same time users, stakeholders and beneficiaries. Policy makers have benefited from a methodology to make their policies more democratic and efficient. Researchers have benefited from a methodology that increases the social impact of their research. Firms have benefited from a methodology for diagnosing their situation that is not extractive (only getting data form them) but based on dialogue (giving them access to the persons defining policies).","The main result of this innovation is that the province of Gipuzkoa has a co-operative governance where the provincial council and eleven county development agencies are co-creating (designing, implementing and evaluating together) territorial development policies. Qualitative evaluations show the perception of the participants of this being a better way to address policy making than previous approaches. Participants have particularly valued the process of generating a shared vision and have highlighted the need to continue deepening in modes or new channels of relationship between the public and private sectors,
The impact has been measured in terms of number of participants in the processes (about 33 provincial and local policy makers collaborating, together with 7 researchers) and in numbers of firms reached by the programs (404 in total).
The expectation is that in the future more territorial actors will integrate this cooperative governance. The first steps to integrate the Basque","The main challenge faced was the need to build trust among different policy making levels (provincial, county, municipality). Co-operation is a concept easily adopted in the discourse but when taking it into practice, conflicts emerge that need to be handled.
The main failures in the process have to do with the decision of some policy makers not to participate in the process or the behaviour of some participants that made decisions that affected all participants in ways that were not co-operative (free riding).
The way to respond to these challenges has been to co-construct the work methodology so that it is able to integrate these elements as a natural part of the co-operative process. Consequently, the methodology (the innovation) now includes the dimension of conflict as a central dimension of co-operation and offers insights on to face it.","This innovation (methodology) requires a very strong motivation by policy makers to transform policy making into more participatory approaches. Policy makers needed to be flexible, first, by sharing their policy processes with researchers and accepting researchers’ knowledge as valuable. Second, by accepting co-generative processes, some policy makers had to give up part of their power to decide, while others had to accept new responsibilities in the process.
Personal values and motivations are also very relevant. The process was initiated and sustained by policy makers that believed in the social benefits of a new political culture based on transparency, cooperation and co-responsibility.
Another condition for success is strong leadership, but, not any kind of leadership. These processes require strong relational leaders that will facilitate the process of transformation of their governments and other organizations.","The policy makers from the provincial council and county development agencies that have participated in the Territorial Development Laboratory are using elements of the methodology in other projects in their organizations.
The research team is applying the methodology in other projects. Some of these are developed with the Provincial Council of Gipuzkoa and other local governments in the Basque Country. Other context where the methodology is being applied by the research team are Rafaela, Santa Fe in Argentina and in Agder, Norway. In both cases researchers are facilitating cooperative projects between municipalities and universities.
The methodology has the potential to be used in multiplicity of context where policy makers wish to open their policy processes to participation, but considering action research approaches are not usual in university environments, this would require strengthening this approach in universities.","This innovation, the co-construction of an action research methodology for territorial development, shows the potential of collaboration between policy makers and social researchers.
There is one main lesson learned in the process: collaboration between university researchers and policy makers in the context of concrete policy processes can be very beneficial for both of them, but participatory and co-generative research approaches such as action research are nowadays underdeveloped in most university settings.
The experience with this methodology shows that policy makers have demanded an increasing number of projects developed this way. Nevertheless, there are few researchers in university environments that make a choice for these methodologies. This, among other reasons, has to do with the incentive systems for researchers, mainly oriented to publishing in ranked journals.
A new innovation required in this context is an incentive system for university researchers that will give recognition to their involvement in transformation processes.",,"a:4:{i:0;s:4:""9621"";i:1;s:4:""9619"";i:2;s:4:""9615"";i:3;s:4:""9614"";}",,,https://youtu.be/8USas72Rrys,https://youtu.be/l1qHnFH1osY
9637,"Partnering for success: a regional monitoring system for social equity and inclusive development",https://oecd-opsi.org/innovations/partnering-for-success-a-regional-monitoring-system-for-social-equity-and-inclusive-development/,,"Southern African Development Community",Botswana,other,"a:6:{i:0;s:8:""economic"";i:1;s:6:""health"";i:2;s:12:""public_admin"";i:3;s:9:""transport"";i:4;s:28:""Social and human development"";i:5;s:35:""regional socio-economic development"";}","Partnering for success: a regional monitoring system for social equity and inclusive development",,2017,"A multistakeholder partnership created a regional indicators-based monitoring system to track pro-poor health policy change across the Southern African Development Community (SADC), a low-income region beset by socio-economic costs of a high disease burden. This stimulated SADC’s Result-Based Regional Monitoring and Evaluation initiative. Extending to all SADC priority areas, Results-Based Monitoring and Evaluation (RBME) enables real-time tracking of regional performance, documentation of results at country level and the facilitation of evidence-based decision-making and learning","The innovation is a regional indicators-based monitoring and evaluation system for SADC. The need for a robust system was identified by SADC Secretariat in 2013/14, to extend its programme of work on poverty and ill-health and to help realise collective goals in the area of health in support of regional economic prosperity. The innovation responded to 3 drivers:
1. Significant socio-economic costs of the high disease burden in the SADC region plus common challenges to the region’s health systems and effective service delivery;
2. Understanding that international cooperation on a regional scale can enable collective responses to context-specific challenges beyond the scope of any one country to address unilaterally;
3. Evidenced support for region-wide social indicators-based monitoring.
The use of social indicators in regional monitoring captures ‘positive’ regional policies on health, social protection and human development that economic indicators miss. The SDGs focuses attention on the need for robust regional monitoring to track and evaluate resource use and the quality of change in ways that mobilise regional actors, institutions and partnerships.
The regional monitoring system aims to: support SADC countries and the SADC secretariat to identify achievements of and gaps in their socio-economic development programs; strengthen links between the regional body and member countries, facilitating integrated policy change; identify better mechanisms for data sharing and M&E of regional development programs; and enhance efforts to hold political actors to account for realising regional commitments to improve socio-economic outcomes.
The course of action was initiated through an international partnership between SADC Secretariat and The Open University (UK) in 2014-2015. A multistakeholder partnership forum involving 17 stakeholders from SADC secretariat, academia, civil society and government co-created the SADC-PRARI (Poverty Reduction and Regional Integration) Toolkit capable of measuring pro-poor health policy success and change. The strengths of the partnership, its working methods, and outcomes were seen in consensus within the partnership that: the major health issues prioritised within the SADC regional health agenda were those that most significantly affected those living in poverty; full implementation of extant SADC regional health policies had the potential to improve access to health services and medicines by disadvantaged majorities in the countries of the region; there was considerable unrealised scope to enhance the positive human development impacts of SADC regional initiatives, especially in relation to maternal and child health, effective health service policy implementation and health systems-strengthening; and there was a real potential to significantly strengthen regional capacity to improve health outcomes. The partnership favoured a social indicators-based monitoring system with input, process, output and outcome indicators (http://www.open.ac.uk/socialsciences/prari/).
In 2015 the SADC Secretariat initiated the Result-Based Regional Monitoring and Evaluation initiative (RBME). RBME scales up the essential features of the SADC-PRARI Toolkit, responding to the refreshed imperatives of SADC’s revised regional indicative strategic development plan (R-RISDP) (2016-2020). R-RISDP galvanised SADC member states redouble their efforts for a concerted region-wide strategy for integrated socio-economic development. RBME is directly related to the region’s results framework of the R-RISDP which is the main strategic plan for the SADC region: indicators are directly related to the R-RISDP and align with the annual operational plans coordinated at the Secretariat.
RBME was developed in line with the SADC-PRARI indicators-based planning and monitoring approach, and centrally concentrates on monitoring results at outputs, intermediary and final outcomes levels. The RBME initiative includes health and poverty, the focus of the SADC-PRARI Toolkit, but has wider scope and sector coverage. RBME's scope covers output-level monitoring of the R-RISDP, financial performance reporting, and regional instrument implementation monitoring. Its sectoral coverage includes poverty reduction and health, also extending to gender equality, social and human development, science, technology and innovation, industrial development and market integration; infrastructure support; and agriculture and food security.
RBME enables real-time tracking of performance, documentation of results at national level and evidence-based decision-making and learning, and thus greater accountability, nationally and regionally. The RBME is in its roll-out stage across the region's member states, and undergoes periodic audit and evaluation to identify challenges and responses to them. There is significant scope for scaling up and replication, aided by lesson-sharing on evidence-based policy making systems which is a focus of African Union architecture.","a:14:{i:0;s:3:""190"";i:1;s:3:""194"";i:2;s:3:""196"";i:3;s:3:""210"";i:4;s:3:""610"";i:5;s:3:""260"";i:6;s:3:""623"";i:7;s:3:""615"";i:8;s:3:""613"";i:9;s:3:""317"";i:10;s:3:""354"";i:11;s:3:""617"";i:12;s:3:""621"";i:13;s:3:""181"";}","RBME is an innovation in regional M&E because:
1.It is region-wide and comprehensive in scope and coverage. The previous monitoring system was not inclusive of all SADC member states and/or not comprehensive in coverage of all major sectors or aspects of regional governance.
2. It has the capability to demonstrate the value and strength of intra-regional cooperation on social as well as economic affairs. Demonstrating the ‘value-added’ by regional social policy cooperation may stimulate greater regional investment and policy innovation at all levels to address shared socio-economic challenges
3. It introduces greater overall efficiency and effectiveness in regional monitoring. R-RISDP necessitated more robust and electronic M&E processes to realise regional goals (the previous system was based on manual inputs). This is a major step-change, enabling monitoring at Secretariat and Member State levels and greater accountability for resources and interventions.","a:1:{i:0;s:14:""implementation"";}","RBME is being rolled out. Translation of the system into French and Portuguese is complete. By March 2019, 8 Member States will have completed their on-boarding. Extension to the other SADC member states builds on lessons learned from the past 2 years, focusing on enhancing the measuring of progress in achieving planned results at the output, outcome and impact levels and strengthening regional-national links to facilitate evidence-based decision-making and policy-making at national and regional levels. SADC Secretariat is undertaking an evaluation of RBME to strengthen its robustness and make it even more policy implementation-oriented. An audit/assessment is in the planning with a partner organisation and will focus on enhancing relevance, effectiveness and scalability of RBME. The module for monitoring SADC Protocols has been identified as a priority, starting with Protocols on Trade, Finance and Investment, and Human-social development of which health is a key component.","Partners in the 'pilot' Toolkit comprised officials in the health division of national ministries of health and/or social development; research institutes; international organisations, health-focused NGOs. Stakeholder engagement remains a key component of RBME roll-out, particularly the private sector and civil society. It is actualised through Strengthening National Regional Linkages programme which strengthens SADC National Committees by having non-state actors sit in key positions on the them.","Governments benefit from comparable and timely data available, enabling them to identify strengths and gaps in their development programmes across several sectors. Pilot evaluation identified officials' greater capability to use regionally-comparable data and significant capacity-building. Involvement of non-state actors in SADC National Committees strengthens regional-national linkages, enhances legitimacy in regional policy-making, and improves overall effectiveness of regional investment.","RBME has provided a framework and shared resource for measuring the realisation of the regional integration agenda's social policy goals through real-time performance monitoring. It has agreed indicators and data underpinning them. A measure of the results and impacts can be seen in the on-boarding of 8 of the 14 SADC member states, for many of which RBME marks a considerable step-change in M&E processes. Also, for example, SADC Council and Summit decisions are now regularly reported, based on action plans with concrete goals, targets and performance indicators for success. Full roll-out of RBME is expected with usage by all SADC countries across all SADC priority sectoral areas. Further evaluation of the value of RBME as perceived by users and stakeholders will need to be complemented by evaluation of how it enhances decision-making and policy-making in support of R-RISDP goals which must ultimately benefit citizens in raising social standards and inclusive development.","RBME has generally worked well. A key challenge stems from a not so-robust consultative process during the development of the SADC RISDP Indicators at national level. A further challenge has been to integrate the roll-out and training of member states on the online system with actual programmatic issues with real data and in the context of the national structures. This has been complicated by changes to SADC National Committees and revisions to SADC stakeholder engagement policy. A further challenge has been to generate a jointly-agreed framework and timelines at national level on how reports and data are submitted.
Responses are largely addressed in a practical manner. Examples of responses include the SNRL programme to strengthen national ownership of RBME through the SADC National Committees, and a RBME regularly-updated user manual provided to member states as a resource/support measure. Some areas require more work, both in terms of process and technical aspects.","RBME requires the necessary policy environment, leadership, resources and infrastructural technologies to achieve desired results. A regional public policy tool such as RBME requires carefully-crafted rules of engagement and system security because of data sensitivity. Human, financial and technological resources are key to realising optimum attainment of both. RBME uses Role-Based Access Control (RBAC) and relies on member states following their existing internal communication procedures governing dissemination of information to other parties (in this case, SADC Secretariat). As RBME is electronic, it relies on reliable supporting infrastructure and services (notably, dedicated and reliable internet, ready and wide access to PCs/laptops). Leadership at policy and technical levels are key for success if commitment to updating the online system is to be realized. Cost-effective staffing and training strategies are essential, necessitating predictable and sustainable financing.","We are not aware of the innovation yet having been replicated in other regional organisations. In the future, we anticipate that RBME will be rolled out to the entire SADC region’s member states.
Beyond SADC, there are opportunities for replication in Africa and other low-income regions. SADC is one of the Regional Economic Communities (REC) that are part of the African Union Architecture where evidence-based policy measurement is emphasized. Many African RECs are developing concerted regional strategies for integrated socio-economic development, with enhanced social policy objectives as part of their economic development programmes, yet do not currently have robust results-based monitoring systems using positive (social) indicators. There is significant scope for learning from the SADC experience. Initially, the AU could potentially act as a forum to facilitate mutual learning, supported by South-South or Triangular cooperation mechanisms.","Regional-scale action is as an important mode of response to shared socio-economic challenges. Social indicators of positive regional integration need to be accorded greater weighting and priority to support comprehensive development planning that is genuinely socially-equitable and -inclusive.
Setting up a regional monitoring and evaluation system to realise this is a major challenge requiring political, technical and practical responses. Each country in the region has particular amalgams of states and publics, aspirations and limitations, circumstances and needed, external and internal pressures, and scaling this up regionally requires a bold vision sustained by robust leadership and diverse resources, nationally and regionally. Policy and technical leadership, robust government planning and data systems, policy frameworks and technologies for information-sharing on a regional scale are all essential elements of innovating on a regional scale and in ways that match the nature of the social policy issues to which the innovation is a response.
International partnerships are key to realising innovations in the public sector. Effective partnerships between governments, regional bodies, citizens and the private sector are essential to successful collaboration, ownership and implementation. There need to be sustainable funding mechanisms to support the systems in place at country level which will include commitment to up-skilling and placement of human resources to support these systems which should in line with the level of development of the regional economies in order to be sustainable.
Planning for the future requires measures in place to ensure system continuity and sustainability in the face of staff turnover and reallocation of duties. System roll-out must not be unnecessarily protracted as this adversely affects momentum. Functionality and usability need to be consistent and robust to instill confidence and provide seamless transitions.","This innovation report was prepared by Dr Mubita Luwabelwa (SADC Secretariat), Professor Nicola Yeates (The Open University) and Dr Themba Moeti (Health Systems Trust). This article does not necessarily reflect the views or opinions of the ESRC, DFID, the Health Systems Trust, the SADC Secretariat or Open University.
Dr Luwabelwa is Director of the Policy, Planning and Resource Mobilisation Directorate at SADC Secretariat. Professor Yeates is Principal Investigator (Director) of the ESRC-DfiD PRARI research project (Poverty Reduction and Regional Integration: www.open.ac.uk/socialsciences/prari/. ESRC-DFID grant reference ES/L005336/1). Dr Moeti is Director of the Health Systems Trust, South Africa. Dr Moeti and Dr Luwabelwa were members of the SADC-PRARI Toolkit partnership.",,,,,
9667,Decidim,https://oecd-opsi.org/innovations/decidim/,,"Open Source Politics",France,other,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}",Decidim,https://decidim.org/,2016,"Decidim est une plateforme numérique imaginée par la mairie de Barcelone dès 2016 pour créer et coordonner des espaces et des processus participatifs, qui vise à étendre et faciliter l’accès à la participation citoyenne en vue de la co-construction et de la co-production des politiques publiques. Il s’agit d’un projet européen open source : son code est ouvert et libre ; en d’autres termes, tout le monde peut le voir, l’utiliser, le copier ou l’enrichir.","Pourquoi recourir à une plateforme numérique de participation citoyenne en 2019 ?
Dans l’optique de ré-oxygéner notre démocratie, la parole d’un maximum de citoyens doit s’exprimer et gagner en visibilité auprès de ses pairs. Or, il s’agit bien du rôle premier des plateformes numériques de participation : créer un espace politique numérique sain capable d’accueillir et de centraliser les discussions et prises de décision d’une multitude de citoyens qui ne peuvent matériellement pas tous se réunir au même endroit à un instant T. Une plateforme numérique participative devient alors un outil de travail collaboratif qui permet de cristalliser et de mettre face à face des opinions dispersées.
Ces plateformes ne sont pas une fin en soi. Elles sont bien des outils qui permettent d’amplifier fortement le volume de participation et ainsi de contribuer à l’amélioration qualitative d’un processus démocratique, mais elles ne sont que l’un des outils répondant aux défis d’inclusion posés par toute démarche démocratique ouverte. En revanche, elles permettent de ne pas abandonner des débats politiques et échanges associatifs à des plateformes numériques dont l’objectif final reste de s’assurer des revenus publicitaires à partir des données des utilisateurs (l’exemple phare étant Facebook).
Pourquoi Decidim plutôt qu’une autre plateforme de participation citoyenne ?
D’abord parce que les objectifs mentionnés ci-dessus sont gravés dans l’ADN de la plateforme depuis sa création en 2016 par l’équipe municipale de Barcelone. Une large équipe d’activistes, acteurs associatifs, élus, citoyens et universitaires s’est réunie pour imaginer un logiciel à la fois simple d’accès et suffisamment solide pour co-construire le plan d’action municipal de la manière la plus horizontale et transparente possible. Dès le départ, la vocation était de rendre ce logiciel utilisable par tous ; aussi, ses créateurs optèrent naturellement pour un développement en open source : Decidim est duplicable et auditable par tout un chacun - garantie de transparence indispensable pour un logiciel dont le but est de faciliter l’exercice d’une démocratie numérique.
A travers ses nombreuses fonctionnalités modulaires, Decidim permet de façonner un outil sur-mesure pour accompagner des projets participatifs : recueil de propositions, forums de débats, rédactions collaboratives de textes, votations, budgets participatifs, assemblées thématiques publiques ou privées, etc. Cet outil assure un déroulement transparent des processus démocratiques, du début à la fin de la démarche.
À qui bénéficie et bénéficiera Decidim ?
Au premier trimestre 2019, une centaine d’instances Decidim sont en cours d’utilisation à travers l’Europe : en Espagne, en France, en Belgique mais aussi en Finlande ; des acteurs publics de l’échelon national à l’échelon local, ainsi que des acteurs associatifs ou des coopératives qui utilisent Decidim pour organiser et renforcer leurs démarches participatives. Les acteurs ayant recours à l’outil Decidim sont libres de l’installer eux-mêmes ou d’être accompagnés par un prestataire comme Open Source Politics en France.
Decidim étant un logiciel open source, chaque utilisateur est en pleine capacité de s’en saisir et d’envisager de nouveaux développements spécifiques qui peuvent être par la suite réintroduits dans le code commun du logiciel et ainsi partagés aux autres utilisateurs de Decidim. Dans le même esprit, parce qu’il ne s’agit pas d’un logiciel propriétaire, aucun utilisateur de Decidim n’est dépendant d’un prestataire unique et peut envisager sereinement l’utilisation de cette plateforme dans le temps et la continuité de ses développements. L’ensemble des utilisateurs de Decidim sont regroupés au sein de l’association Metadecidim et dispose d’une instance dédiée sur laquelle les différents participants peuvent débattre du futur du logiciel et envisager des investissements mutuels.","a:15:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""876"";i:3;s:3:""214"";i:4;s:3:""623"";i:5;s:3:""302"";i:6;s:3:""303"";i:7;s:3:""615"";i:8;s:3:""613"";i:9;s:3:""317"";i:10;s:3:""616"";i:11;s:3:""320"";i:12;s:3:""619"";i:13;s:3:""338"";i:14;s:3:""621"";}","Le projet Decidim n’est pas un produit numérique miracle venant au secours des enjeux démocratiques du XXIe siècle. Mais il est innovant dans ce qu’il constitue en 2019 le projet technopolitique open source le plus abouti d’Europe. Et là où ce projet se distingue définitivement des autres plateformes existantes, outre l’aspect open source, c’est bien par la co-réflexion transnationale permanente autour de l’outil et de ses perspectives de développement futur. Cette gouvernance ouverte et guidée par des retours d’expériences issus d’environnements politiques distincts permet de croiser des regards d’universitaires, de développeurs informatiques, d’élu.es et de membres d’administrations qui font tous face au quotidien à des usages de Decidim à la fois similaires et pourtant propres à leurs configurations locales particulières.","a:4:{i:0;s:20:""developing_proposals"";i:1;s:14:""implementation"";i:2;s:10:""evaluation"";i:3;s:9:""diffusing"";}","Dans la mesure où différents acteurs se saisissent du projet Decidim pour l’appliquer à leurs contextes locaux, et que chacun de ces acteurs a atteint un niveau de maturité différent dans son utilisation, il est possible de dire que ce projet en est au niveau européen à la fois au stade du développement, de la mise en place, de son évaluation et de la diffusion des leçons que ses acteurs en tirent - tant sur l’aspect technologique que dans insertion dans les différentes méthodologies participatives.
En effet, le principe de collégialité au coeur de la gouvernance du projet Decidim assure la circulation interne des informations relatives aux bonnes (et aux mauvaises) pratiques afin que les évaluations et conclusions des premières utilisations servent les acteurs toujours en phase de mise en place de l’outil ou en passe de procéder à des développements supplémentaires.","Decidim est issue d’une réflexion menée conjointement entre activistes, acteurs associatifs, universitaires, élus, membres de différents niveaux de l’administration catalane et citoyens. Chacun a pu s’assurer que l’outil satisfasse à la fois les ambitions philosophiques d’un tel outil de soutien à la démocratie participative, mais aussi que celui-ci reste compatible avec certains principes de réalité propres aux enjeux numériques ( notamment les problématiques d'inclusion)","'- les citoyens utilisateurs des plateformes voient leur lien avec la collectivité modifié et potentiellement amélioré.
- Les collectivités elles-mêmes voient leur approche de la participation modifiée.
- Les membres du projets Decidim contribuent à l'installation d'une plateforme open source dans le paysage des outils tech au service de la démocratie
- Enfin, la communauté de développeurs impliquée participe à la stabilisation d’un bien commun numérique open source qui peut faire école.","Decidim est implanté à la Métropole Européenne de Lille depuis un an maintenant. Au cours de cette année intense, ce sont 20 démarches de participation qui ont été lancées. Elles ont agrégé 6200 contributions de plus de 2600 personnes différentes.
Cette participation vient en général nourrir des plans métropolitains de réflexion prospective, et permet donc de faire réfléchir les citoyen.nes sur le futur de la métropole.
La mission métropolitaine dédiée à la participation souhaite maintenant rendre visible cette participation dans les politiques publiques finales, par exemple à l’aide d’un label identifiant les idées issues de la participation. Cela afin de favoriser le suivi de la participation par les citoyens eux-mêmes.","Il est toujours compliqué de faire adopter un nouvel outil au sein d’une administration publique. En effet, la réticence au changement ainsi que l’exigence de formation fait que Decidim a mis un peu de temps avant d’être réellement intégré aux schémas de participation.
Pour ce faire, la mission Participation de la Métropole Européenne de Lille a organisé des formations ouvertes à tous les fonctionnaires pour découvrir la plateforme, mais également des formations plus générales sur la participation. C’est un changement de culture de travail qu’il fallait provoquer et qui est en passe d’être réussi aujourd’hui. Certains services sont en effet maintenant autonomes sur leurs démarches de participation.","La Métropole Européenne de Lille a voté une Charte de la participation citoyenne en début de mandat, ce qui légitime l’usage de la participation et donc d’outils dédiés à celle-ci. Sans être parfaitement nécessaire, une Charte permet de pérenniser et de fonder juridiquement les outils participatifs, ce qui est loin d’être négligeable.
Au-delà de cet élément, il est nécessaire d’avoir au moins une ressource dédiée à temps plein à la participation et à la plateforme, puisque la coordination des démarches doit prendre du temps. La compétence numérique doit également être présente, au moins dans une certaine mesure (Open Source Politics forme bien évidemment à l’administration de Decidim).
Enfin, des fonctionnaires acquis aux valeurs de participation des citoyens est bien sûr une condition sine qua non du succès d’une plateforme numérique de participation !","La plateforme Decidim est actuellement utilisée par une trentaine d’organisations en France, dont la Métropole Européenne de Lille. Institutions publiques, entreprises, collectifs associatifs… La réplicabilité de Decidim est immense puisque l’outil peut en théorie servir de nombreux usages : problématiques de gouvernance interne ou externe, d’animation de communauté, appels à projet, budgets participatifs, consultations, pétitions, développement collaboratif de programmes politiques ou de feuilles de route…
Plusieurs points pourraient être développés dans le futur : la coordination associative, la démocratie en entreprise, et le développement d’un parcours citoyen plus intégré et cohérent dans les institutions accompagnées par Open Source Politics.","Même si cela ne semble pas forcément important, il est crucial de prendre conscience du temps nécessaire à la transformation des mentalités au sein des organisations utilisatrices d’un tel outil : à la fois dans l’identification des potentialités auxquelles accède le porteur de la démarche mais aussi l’identification des nouvelles obligations venant avec l’outil (en premier lieu desquelles, une communication forte et une pédagogie sur ces démarches innovantes). En effet, Decidim ne peut fonctionner qu’à condition d’être complètement adopté par les différents individus que l’organisation veut toucher. Il faut systématiquement s’assurer qu’une volonté de participer ou de faire participer est effectivement présente et que l’outil répond à un besoin précis ; s’assurer que l’outil ne constitue pas en lui même un outil cosmétique de communication.
Par ailleurs, il semblerait que la maturité de notre société en matière de participation dans la sphère publique ne soit pas compatible avec des démarches de consultation uniquement en ligne. Les meilleurs cas d’usages de plateforme numérique de participation citoyenne, sur le plan quantitatif comme qualitatif, sont à ce jour ceux qui sont venus des dispositifs poussés en présentiel.","Open Source Politics est une entreprise relevant du champs de l’économie sociale et solidaire, reconnue comme partenaire officiel du projet Decidim en France par Decidim.Barcelona.",,"a:1:{i:0;s:4:""9670"";}",https://www.youtube.com/watch?v=NdjvAjnzqaQ,https://www.youtube.com/watch?v=dWscvnpaG3M,
9673,MH:2K,https://oecd-opsi.org/innovations/mh2k/,,Involve,"United Kingdom",local,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";}","MH:2K ",https://www.mh2k.org.uk/,2016,"Mental health issues affect about 1 in 10 young people in the UK. MH:2K gives young people a leadership role in solving this most important of challenges. It empowers 14-25 years old to identify the mental health issues they see as most important, engage their peers in exploring these topics, and work with decision-makers to make recommendations for change.","Mental health conditions affect about 1 in 10 children and young people. 75% of mental health problems in adult life, excluding dementia, start before age eighteen. Given this, it is perhaps unsurprising that young people consistently identify mental health as a priority issue.
Through MH:2K we give young people a role in solving this most important of challenges. We focus on working with young people who have direct experience of mental health issues or who are from at-risk groups. Just as importantly, we also work with local decision-makers and researchers.
For the young people, we empower them to:
- Identify the mental health issues that they see as most important;
- Engage their peers in discussing and exploring these topics;
- Work with key decision-makers and researchers to make recommendations for change.
For decision-makers and researchers, we help them to harness young people’s experiences and views. They develop a deeper understanding of youth mental health issues, prevention, support and services in their area. They also gain new insights about effective solutions.
MH:2K builds on good engagement practice from within and beyond the youth mental health field. Specifically, it features:
- End-to-end youth leadership: Young people decide its focus, co-lead its events, and determine its findings and recommendations.
- Peer-to-peer engagement: By empowering young people to reach out to their peers, MH:2K creates a safe and engaging space for participants.
- Close collaboration with key decision-makers and researchers: By involving key figures in the project from its start, MH:2K builds trust, enthusiasm and commitment, and the implementation of its recommendations.
In each local area, MH:2K involves the following six activities:
1.Recruitment: We recruit a core team of young people as ‘Citizen Researchers’, including those with direct experience of mental health issues and from at-risk groups.
2.Design Days: We support this team to explore key national and local information about youth mental health, alongside their own views and experiences. The Citizen Researchers determine which mental health issues are most significant for their area. They receive training in facilitation and public speaking.
3.Roadshow: Citizen Researchers co-design and co-deliver workshops to engage at least 500 other young people in answering questions about their priority topics. The Roadshow workshops stimulate informal learning and gather young people’s views on the issues they face and potential solutions.
4.Results Day: Citizen Researchers analyse and extract key findings from the Roadshow data. They work with local decision-makers and researchers to develop strong, practical recommendations for change.
5.Big Showcase: Citizen Researchers present their findings and recommendations to key stakeholders at a showcase event, involving facilitated conversations about next steps.
6. A Local Advisory Panel of key local decision-makers, researchers and other stakeholders informs the project’s work throughout its lifetime.
MH:2K’s six-part design is intended to work in any UK local area.
From 2016 to 2017, Involve and Leaders Unlocked piloted MH:2K in Oldham (a metropolitan borough of Greater Manchester, England). MH:2K Oldham engaged over 600 local young people with diverse backgrounds and life experiences. Since then, the project has run in North Tyneside, Birmingham, Central Lancashire, Nottingham and Nottinghamshire.
The original evaluation in Oldham found evidence of significant impacts. It noted that:
Decision-makers and researchers identified “multiple potential impacts on research, decision- making and engagement practice” in Oldham and Greater Manchester, with “potential for significant improvements in health outcomes”. This included the setting-up of a task and finish group, reporting to Oldham’s Health and Wellbeing Board to drive forward implementation of the project’s recommendations.
Among other changes, Citizen Researchers and Roadshow participants reported increased knowledge about mental health. They reported learning or improving hard and soft skills, and some noted further impacts, for example, changes to their career plans.
One year later, MH:2K’s recommendations had been mapped against pre-existing plans to identify gaps and match actions to current activities. This has included on-going consultation with the Citizen Researchers to check the detail of their recommendations. Several quick wins had been implemented via existing activities, or plans were adapted or confirmed to fit with the recommendations. These include the development of primary school resources, training for schools, involving young people in creating accessible information about mental health, and new professional guidance for those working with young people.","a:8:{i:0;s:3:""181"";i:1;s:3:""190"";i:2;s:3:""609"";i:3;s:3:""623"";i:4;s:3:""615"";i:5;s:3:""317"";i:6;s:3:""617"";i:7;s:3:""302"";}","MH:2K is the biggest youth-led project on mental health ever undertaken in the UK. It has seen 127 diverse young people from five areas of England become Citizen Researchers and engage over 3,400 of their peers to find out what more can be done to prevent and tackle youth mental ill-health.
MH:2K combined end-to-end youth leadership with a local advisory panel and elements of co-design. This helped ensure the project was grounded in the reality of young people’s experiences and created a safe space for them to participate, whilst also achieving very significant influence on local decision-making.
Unusually for projects on this issue, MH:2K takes a holistic view of mental health and emotional wellbeing, covering prevention, support and services.","a:1:{i:0;s:9:""diffusing"";}","Five diverse areas of England have hosted MH:2K to-date: Birmingham, Central Lancashire, North Tyneside, Nottingham and Nottinghamshire and Oldham. The local recommendations for these areas have had significant impact, influencing work including Local Transformation Plans, cross-organisational strategies and work in schools.
We brought together the local work for the first time at a national event in Parliament and launched a report with national recommendations. MH:2K’s national recommendations highlight the key themes emerging from local areas for national attention and action.","We developed and ran the project with social enterprise Leaders Unlocked.
The project was two-thirds funded by the Wellcome Trust and two-thirds funded by participating local areas (via the council and/or local NHS).
The project had local advisory panels in each area it worked in (council, NHS, community groups, research bodies, schools, young people). It also had a national advisory panel (NHS, civil society, public bodies, researchers, funders, young people, local government).","MH:2K engaged over 3500 young people, & over 300 stakeholders (from councils, NHS, community groups, research organisations, other public bodies).
98.5% of participating decision-makers & researchers say they'd do something new or differently following MH:2K. One year later, decision-makers in Oldham continue to consider youth mental health a high priority & look more at schools’ role in supporting emotional wellbeing. 82% of those who co-led MH:2K reported increased feelings of wellbeing.","Initial results from the 2017/18 evaluation suggest significant impacts on decision-makers, researchers, & the young people involved. Across four local areas:
92.8% of decision-makers and researchers who attended a Big Showcase event said that the recommendations are very useful;
98.5% agreed or strongly agreed that they would do something new or differently as a result of the project;
Citizen Researchers reported experiencing significant benefits. Among other examples, 91% said that their knowledge of mental health issues had increased. 89% identified improvements to their presentation skills, 86% to their confidence & 82% to their feelings of wellbeing. 86% said that they now felt more optimistic about their future.
MH:2K’s recommendations have had significant impact, influencing work including Local Transformation Plans, cross-organisational strategies and work in schools.
The project was independently evaluated using a mixture of quantitative & qualitative techniques.","The project went very smoothly in all areas.
Our main challenge was that in some areas not enough young men applied to take part. In future, we are going to specify a gender balance when we reach out to statutory and community organisations as part of the recruitment process.
Going forwards we need to make the project financially viable for local areas to commission without support from Wellcome. This is a challenge given the current funding context for local councils. Economies of scale and the fact we have developed materials we can reuse means that we have reduced the cost of the project by one third since we originally piloted it.","The issue the project focussed on – youth mental ill-health - was of real concern to local decision-makers. They were looking for new ways to tackle it.
We chose to work with local areas who were serious about listening to young people’s recommendations.
The Local Advisory Groups ensured buy-in from multiple local institutions. The fact the young people presented their recommendations to stakeholders themselves was also powerful.
We were committed to youth leadership throughout the process.
We provided the necessary atmosphere and support for the young people to thrive.","Since the original pilot programme in Oldham, MH:2K has been hosted by four diverse areas of England: Birmingham, Central Lancashire, North Tyneside, Nottingham and Nottinghamshire. We plan to work with more local areas in the future.
There is potential for MH:2K’s six step methodology and citizen researcher approach to be used to tackle other issues, beyond mental ill-health.","Anything that you would find helpful.",,"a:1:{i:0;s:4:""9672"";}",,https://youtu.be/VodR1qob3cU,https://www.youtube.com/watch?v=NjQFpIIlaec,https://www.youtube.com/watch?v=2E14pVGH4NM
9858,"BA Obras (BA Public Works)",https://oecd-opsi.org/innovations/ba-obras-ba-public-works/,,"Government of the Autonomus City of Buenos Aires",Argentina,local,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:7:""science"";i:3;s:9:""transport"";}","BA Obras (BA Public Works)",http://buenosaires.gob.ar/baobras,2017,"BA Obras is a collaborative initiative to open information on public works in the City of Buenos Aires, seeking to increase transparency in the management of public resources. It consists on a portal through which all the residents of the City can track the works in real time; so they can see what works are being done in their neighborhoods, know the dates of start and end of them, and the investment they require, while they can monitor progress.","BA Obras is a website that shows information on almost one thousand public works in a user-friendly way to the neighbor. It is a new way of bonding, being accountable and fostering dialogue channels with neighbors through public works.
The strategic objectives are:
- Bring the information of the public work to the neighbor
- Generate a new form of communication with the neighbor through public works
- Improve the internal management of government information
- Collaborate with other governments in the implementation of open government tools.
BA Obras completely defies the status quo of provision of public work information in the City of Buenos Aires since it now provides a complete and integrated dataset in open format that is periodically updated and can be easily downloaded. At the same time it introduces a “one – stop” site that concentrates all the information about public works that has been disperse. Previously this information was disperse, and public officials and managers in each areas used different standards to collect, update and share the data.
It also includes more than 30 indicators that seek to comply with the highest international standards on data and transparency.
Furthermore, the participatory and collaborative axis of the initiative gives to BA Obras an innovative approach and highlight that open government innovations are not just about technology. Firstly, Buenos Aires neighbors can have access to trustworthy and easy to understand data on public works, explore the projects in detail, and even ask for more information if they need it. Secondly, there is an ongoing process of citizen engagement and collaboration, in which civil society was consulted to provide honest user feedback that enabled adjustments to the platform before it was officially launched. In the following steps, we will use a collaborative design of new indicators.
Also, in 2018 the Government of Buenos Aires developed a strategy of diffusion and presentation of BA Obras in different instances of communication between government areas and neighbours, in order to make it known and explain them how to use it. This allows government to learn about user experience and have feedback, which results in constant website improvements. Moreover, the observatory plays an important part in government accountability and closing the feedback loop of citizen engagement.
Finally the Government of Buenos Aires City has published BA Obras code in Github, so any government can use it and create its own open public infrastructure works website.
The opening of the information made possible through the web BA Obras made its quality improve. On the other hand, it collaborated in the organization of information within the government and helped to improve its quality. On the other, it helped to consolidate a diagnosis regarding the need for a data policy.
BA Obras is more than a website, it's a new way of framing conversation, being accountable and exchanging views with neighbors about public works. It is also an innovative tool to improve the quality of government information for more efficient administration. And it is a way to collaborate with other governments in the development of open government projects.
We hope to build a stronger relationship of trust with citizens. For us, public works is what changes and improves the quality of life of citizens, not only in the short-term but -especially- in the long term. Investment in infrastructure is 23 per cent of our annual budget. Therefore, citizens would benefit from learning that what we do is out there from them to check, compare and learn. It is a way of being accountable.
We hope this citizen-oriented platform also has an impact in terms of how reporting on public works happen at the internal level of government. By adding an additional layer of accountability, we hope the product improves the quality of delivery of commitments made within government. In addition, a better quality of public works data contributes to a more efficient administration and the development of evidence-based public policies.","a:4:{i:0;s:3:""611"";i:1;s:3:""302"";i:2;s:3:""621"";i:3;s:3:""181"";}","The initiative is innovative because it makes available to the neighbors all the information about the public works of the City. It allows navigating the works by neighborhood and by topic of interest; see renders and photos, know in detail the name, type of work, description, location and budget; know what the company in charge is, the number of workers it employs and have information about the hiring process. It has also collaborated with the improvement of internal processes of public administration, and based on the pillar of collaboration, has open source to be easily replicable by other entities.",,,"Within the government, the General Secretariat and International Affairs worked with the Ministry of Urban Development and Transportation, Communication and Communal Management in the development of the website and the political and communicational strategy of the project.
The civil society organizations collaborated by pointing out fields that the platform should have, and co-creating the participatory plan.","Citizens, civil society organizations, companies, academic institutions and data journalists are the users of the platform. They can monitor which works are being done and how they are progressing, and provide feedback on the usability of the platform.
Also the different areas of government improved in several ways: exchanging information, updating their databases, being open to outside feedback, to enrich the innovation and to make it truly useful.","The platform is a dynamic initiative and we are constantly evaluating it using different tools. Some outstanding results so far are:
- The website received more than 136,000 visits.
- It has been presented in more than 70 meetings between the government and citizens, events with civil society and journalists, local governments and international events.
- Increase in the quality of information and transparency of almost 1,000 public works of 11 different government agencies and improvement of the internal management of this information.
- Local governments are working to replicate BA Obras and adapt it to their own context.
In addition, it is worth mentioning that the initiative constitutes a commitment of government of the city over which the head of government is constantly reporting (buenosaires.gob.ar/compromisos), was contemplated in a report of good practices of open government in Iberoamerica carried out by UCCI, and is part of the Third National Open Government Plan.","One of the first hurdles the project had to overcome was the disorganization of the information related to the public works. The data was dispersed in several government areas, and each one had different criteria to classify and manage it.
To break these barriers and modify this situation, first it was important to clearly communicate the Mayor's vision and the goal we would strive to achieve and show which were the gains and incentives for achieving the goal. Secondly, to develop a standardized protocol on how to manage the data, and finally provide constant support and guidance on the “conversion” process.
Another big challenge the project addresses is how to impulse and spread the usability of the platform. The Government assumes different strategies of closeness and citizen participation to encourage its use, keep it updated, receive and apply improvements, and understand and improve the user experience.","The main condition that is necessary for the success of an innovation such as “BA Obras” is political willingness at the highest level of the administration to adopt open government tools and standards. To execute that mandate it is important to designate a person or agency to be the project leader, to coordinate the individual efforts of the agencies and guide them in how to implement the different steps of the process. At the same time, each of the dependencies involved should designate a public work data officer who would be responsible of accomplishing the required standards of data quality and keeping the database updated. Of course, supporting infrastructure and services such as those required to design and launch a web platform would be needed.","The BA Obras code is published in an open format and it is accessible from its website, so other governments can download and replicate it. Furthermore, the City is actively working to make this happen. First of all, it participates in several spaces to share the experience with other governments. But, also, it provides technical assistance and monitoring in order to facilitate and assist the ones that want to replicate the platform in its implementation. Some of the government that are working to replicate it are: Bahía Blanca, Mar del Plata, Olavarría, Vicente López, San Pablo, San Pedro, Ghana, Barcelona, Basque Country, Yakarta and Los Angeles.","1. Have a clear understanding of which is the baseline regarding data availability and management in each area. Do not expect that it will be homogeneous across the government dependencies
2. Do not underestimate the importance of designating a coordinating agency to support and provide guidance to the areas for the collection, management and standardization of information.
3. Open the process to civil society scrutiny in early stages of design and implementation, since this will provide you with very useful feedback about what type of information citizens and private organizations expect to find in these platforms and the use they will give to it.
4. We believe that for civic technology to have an impact and really respond to citizen needs, it must be conceived as a dynamic tool and be accompanied by different dissemination and feedback strategies. It’s important to think on how to improve the impact of civic tech initiatives from the user experience perspective.
5. The infrastructure for planning and monitoring of management is a precondition for the viability of complex open government projects. Although, for example, BA Obras is available in open source and can be replicated free of charge by any city or subnational entity, its implementation requires a minimum level of information -generated periodically, sustained and reliable- without which it is impossible to advance . In other words, the political will to promote open government reforms of medium or high complexity must be accompanied by a series of management tools that are so frequent.
6. The policies of open government require, among other things, great efforts of awareness and cultural change.
7. Open government involves managing public affairs with a focus on the citizen, through the implementation of policies that promote transparency, participation and citizen collaboration to co-create public value. This is one of the most important challenges for the city since there are still many areas where these practices can be strengthened.","BA Obras collaborates in the achievement of the Objectives of the 2030 Agenda, especially in relation to objective 16, which aims to promote inclusive societies for sustainable development and create efficient and responsible institutions, by opening up information to the public and optimizing of information process management. At the same time, it contributes to the implementation of Objective 9 regarding industry, innovation and infrastructure, since it gives an account in an innovative way of the different public works that promote the development of the City.","a:3:{i:0;s:4:""9860"";i:1;s:4:""9861"";i:2;s:4:""9862"";}","a:1:{i:0;s:4:""9857"";}",https://www.youtube.com/watch?v=tV59iH0RxjE&feature=youtu.be,https://www.youtube.com/watch?v=Wqebl0mQ-fg,
9880,"Legado Olímpico Abierto",https://oecd-opsi.org/innovations/legado-olimpico-abierto/,,"Government of the Autonomus City of Buenos Aires",Argentina,local,"a:1:{i:0;s:12:""public_admin"";}","Legado Olímpico Abierto",https://legadoolimpico.buenosaires.gob.ar/,2018,"The Youth Olympic Games Buenos Aires 2018 had as an objective to be organized in an open and transparent manner. As a result, the Olympic Legacy initiative was created to ensure relevant and timely access to information to all local stakeholders in regards to the event and its organization. This platform brought open government tools at the heart of the development of a global sports event. It had a significant impact in terms of promoting open data, higher quality data standards, improved communication around the games and was a useful tool to answer citizen queries.","Global sport events attract thousands of fans and attention worldwide. They are an opportunity to celebrate passion and sport values with athletes from around the globe. However, they also undertake massive budgets. We realized from the beginning of the organization of the Youth Olympics Games Buenos Aires 2018 that big sporting events raised many concerns about corruption and misuse of public funds. This have led to lack of trust from the people to their governments.
As this were the first games fully funded by a public entity, it was highly important to ensure the transparency and accountability of the whole organization process. For this reason, the organization of the Games took a commitment to follow an open and transparent process, as the Youth Olympic Games required the construction of many different infrastructure, like stadium, pools, tracks, apartments, courts.
Olympic Legacy initiative was created to ensure all the neighbors had adequate access to information on all aspects regarding the organization of the Games. The site shows in a simple way, through visualizations and infographics, how many public works were made for the Games infrastructure, all the sports equipment that was acquired for the 32 disciplines that were played and all the social and sport activities.
Legacy is an important part of the Games. On the website, you can find what will happen after the Games with all the public works and the equipment, that is, the social, urban and sport legacy the Games leave for the neighbours of Buenos Aires and specially for the south of the city.
Participative processes were applied on tenders and international standards were adopted for purchases and tenders. The site shows that 90% of the bidding processes were open: they were carried out under the modality of public tender, framework agreement or open minor contracting.
This platform not only brought open government tools to the development of a sport global event, but it was also the first time that a State makes available all the information in open data. The initiative contributed to improve the data quality as it was put on open formats and was centralized on one website. Also, the adoption of international standards ensured the success of the infrastructure development, which was delivered on time.
The impact of this platform was significant inside and outside the government. Having this high-level sporting event organized in an integral and transparent way, and being able to access open data about this organization in a simple and free way, benefits all the residents of Buenos Aires. Through focus groups and qualitative analysis of the media in the period before and after the Games, it was possible to confirm that the public's perception was of a competence of an exemplary organization and without questioning its transparency.
Within the government, it set standards in terms of governance of the infrastructure and in purchases and contracts that can be replicated for the organization of other global events to be developed in the City of Buenos Aires.
While it is true that the development of this initiative was made for a specific event, such as the Olympic Youth Games, this experience can serve as inspiration and a model case in the organization of global events to use open government tools. In future editions of global sporting events or of any kind, a platform as Open Legacy shows that opening information in open formats contributes to the accountability, transparency and integrity of the organization.","a:3:{i:0;s:3:""621"";i:1;s:3:""611"";i:2;s:3:""302"";}","Youth Olympic Games Buenos Aires 2018 were the first games promoting gender equality, the first time they were entirely organized by a government entity and the first time the games were open to the public. Olympic Legacy reaffirms Buenos Aires' commitment to open government and raises international standards regarding transparency in the organization of major sporting events.
To contribute to make the games transparent and accountable the initiative focused on centering all the information to build a institutional memory, and to make it open for anyone to access. In addition, developed a communication product to make the access to relevant data easier, through data visualization and graphic resources so that thousands of data could be easily understandable on an interactive website.",,,"Within the government, the General Secretariat and International Affairs worked with the Ministry of Urban Development and Transportation, the Unit of Special Projects Youth Olympic Games Buenos Aires 2018 (UPEJOL) and the City Housing Institute in the development of the website and the political and communicational strategy of the project.","All Buenos Aires citizens were benefited, since they have access to all the information about the event and can keep their government accountable. It is also a useful tool for social organizations and journalists because they have quality information to assess the transparency and integrity of the games organization. Host cities or countries of upcoming global events can benefit from this experience and its results to making a transparent and accountable event.","The impact of this platform was significant inside and outside the government. Through focus groups and qualitative analysis of the media in the period before and after the Games, it was possible to confirm that the public's perception was of a competence of an exemplary organization and without questioning its transparency. Within the government, it set standards in terms of governance of the investment infrastructure, public procurement and contracts that can be replicated for other global events.","The challenges encountered are related to the collection and unification of all data of the event. Although there was a government agency in charge of the entire organization, there were other agencies that also carried out works, purchases or developed activities related to games, such as sports and school programs.","One of the main conditions that the City of Buenos Aires had to develop was its extensive history with the opening of information and open data, being a pioneer in the region in this subject with the sanction of the Law of Access to Information in 1998.
The city has an open government policy that encourages innovation, openness, collaboration and participation to seek innovative solutions, strengthening alliances between governments and other sectors.
In addition, there was a commitment on the part of the Head of Government to carry forward a successful edition of the Youth Olympic Games that did not present doubts about the transparency and integrity of its organization.","The innovation has not been replicated yet. However, it is a good example for host cities of other global events or upcoming sporting events to take as a model on how to make information about the organization transparent to its citizens. Likewise, open government tools are very useful to ensure a successful organization.
During the 2018 Paris Peace Forum a dataton took place, where one of the topics was the Paris 2024 Summer Olympics. We had the chance to bring Buenos Aires Youth Games experience as a foundation to come up with strategies to think how to make Paris Games´ organization more transparent.","The Youth Olympic Games ended. The athletes returned to their homes and the temporary facilities were dismantled. This is the time when everyone wonders: what was left in the city? To give an answer we created Olympic Legacy, an open government initiative to open the data about the organization to every neighbor of Buenos Aires.
We learn that, in addition to opening data in a file, the effectiveness of creating a platform to facilitate access to that information in a more interactive and creative ways for users. Games have a historical importance when they leave a legacy, when the infrastructure and materials are left for the neighbors and the benefit of the community. The importance of telling stories with the data to empower them with the neighbors of Buenos Aires.
Public information is a fundamental value of democracy, but also the opening of data, it is important to try to bring data to neighbors through the products that facilitate access to information and accountability.",,"a:3:{i:0;s:4:""9885"";i:1;s:4:""9886"";i:2;s:4:""9887"";}",,,https://youtu.be/wrxAsdAcJfY,
9942,"The European Citizens’ Consultations (ECCs)",https://oecd-opsi.org/innovations/the-european-citizens-consultations-eccs/,,"The Democratic Society AISBL",Belgium,central,"a:4:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:12:""public_order"";i:3;s:21:""Citizen Participation"";}","The European Citizens’ Consultations (ECCs)",http://www.epc.eu/pub_details.php?cat_id=1&pub_id=8839,2018,"The European Citizens’ Consultations (ECCs) were a project aiming to engage citizens in a consultation about what Europe meant to them. It was formed of two strands; an online survey about the future of Europe, and a series of national consultation events organised by national governments and other organisations like NGOs, think tanks, and academic institutions. This was a new experiment to give European citizens the possibility to express and exchange their opinions about the Union and its future.","This project was the result of an idea initiated by French President Emmanuel Macron. Following his successful election, and with the support of the EU commission, his idea gained the buy-in of 27 member states of the EU, not including the UK.
A citizens’ panel was created to draft an online questionnaire, searching for citizens’ top-of-mind opinions on the future of Europe. This has run alongside a series offline sessions with groups of citizens across the 27 nations.
It was decided within a short timeframe, which limited the possibility for extensive planning and preparation. So, far from being a fully-fledged instrument to encourage public engagement with European affairs, the ECCs can be better understood as an experiment whose merits and future prospects can only be judged appropriately once the consultations have actually been conducted.",,"This was the most wide-scale citizens’ consultation project in Europe, involving 27 of the member states and using a new form of development.
For the consultation events, nation states signed up to the ‘flexibility’ principle, which gave national governments freedom to organise consultations in whatever way they wanted, and showed the diversity of experience.
The survey on the future of Europe was developed via a Citizens’ Assembly by a representative group of EU residents – allowing citizens to not only engage with this project but fundamentally shape it. So far, over 65,000 citizens, from every participating country, have responded.
The originality of this process meant it worked better in some places than others, and delivered a wide range of results. In some countries, like France, over 1,000 events took place; in Germany there were around 100, and everywhere else in the EU there were less than that. On the other hand, it meant that the results avoided pre-defined principles and ideas.",,,"The online survey on the future of Europe was designed by a representative group of EU citizens, through a Citizens’ Panel held in Brussels. This was organised by the EU Commission, the European Committee of the Regions and civil society organisations, including Democratic Society. The consultation events were run by the national governments of member states, in some cases in collaboration with civil society organisations in these countries. The concept for the project as a whole was inspired by the French President Emmanuel Macron.","The primary stakeholders in this project were the citizens who were given a chance to voice their thoughts, ideas and opinions on not only national issues but also those at the EU level. However, national governments and the EU also benefited from this, by hearing directly from citizens, and using the process to build further trust with them. In so far as this project was a piece of research, civil society organisations benefitted by seeing EU-wide citizen engagement in practice.","Whilst the project will not be complete until May 2019, there is a set of preliminary findings. However, national flexibility in implementing the ECCs has required flexibility in carrying out the research and analysis.
The European Policy Centre and Democratic Society have released an evaluation report of the process so far, including lessons learnt and a set of sixteen recommendations to capitalise on the current round of ECCs as well as maximise the success of similar work in the future.
When the online consultations have finished, it will be easier to measure and analyse the results as they are all responses to the same set of questions, many multiple choice – as of now no results have been made public.","The first main challenge has been around communication. There needs to be strong advertisement of the process as it cannot fulfil its potential if there is low public awareness. There was also disconnect between the events taking place in each country and the central project, which made peer to peer learning during the project difficult.
Additionally, it was challenging to find a balance between focusing on national issues and EU level issues, to properly inform and engage citizens.
For the online survey and the national events, no demographic data was collected, so it is impossible to understand the representativeness of the participants.
Moreover, there is no direct feedback loop, so it is unclear what impact these consultations will have on anything.
This was an ambitious project to consult citizens across 27 member states in a meaningful way. In the adjustments and localisation in each country, and differences in the investments in this project by each member state, many key insights and best practices have emerged. In a next round, with a better balance between national autonomy and concerted approach, the ECC results can become be more robust and comparable.","• Supportive policy and regulatory environment
• Supportive culture and attitudes within institutions
• A values base that drives those cultures and values
• Strategic buy in from stakeholders who will drive the agenda and provide permission and encouragement
• To identify appropriate methods and standards
• Relevant skills and learning opportunities for those in institution, which can translate into a community of practice
• The tools, such as platforms
• Training and support for participants
• Citizen-centric design, towards a consciousness of circumstances that might hinder participation from individual
• Communication and information
• Capacity to deliver and deploy","The ECCs have not yet been replicated, and the project has not been fully completed. European Commission representatives have however been carefully positive about replicating this initiative, with adjustments. There is ample opportunity to recreate this model of engagement in the future, the lessons learnt and recommendations made so far are all easily applied to a project of this scale in the future. In general, the concepts are those that ring true for a citizen engagement project on any scale but given how ambitious and far reaching this one was it is not surprising that it did not run perfecting the first time. There should be efforts made to capitalise on this project in the time following its completion by using the awareness of citizen participation to encourage more projects with similar goals. The trust and interest built with the active citizens that have been involved so far can be used in other consultations at local, national or regional level.","For this round of ECCs:
• Member states and the Commission should ensure that the summary reports provide a detailed account of the consultations and are made public.
• Organisers of national consultations should use the momentum of the forthcoming European Parliament elections to strengthen the public debate, and the European Commission should invest more effort in promoting the questionnaire.
• The European Council should set a clear timeframe for the new leadership to follow up on reports, and EP candidates and civil society should ensure that attention is paid to the results.
• The current Commission should pass on the conclusions to the next Commission.
For future rounds of ECCs:
• The purpose of the exercise and its connection to the European level should be made clear.
• Citizens should be informed from the start about how the outcomes of the consultations will be used.
• The transnational dimension of the consultations should be enhanced.
• Organisers should make use of existing models of citizens’ participation.
• There should be a good balance between a common format and diverse national practices.
• National discussions should include issues that currently feature on the EU policy agenda.
• There should be a public synthesis of results, which should include independent voices.
• Another Citizens’ Panel should be held, with adjustments, as it did generate valuable insights and awareness of citizens’ concerns.",,,,,,
10192,"Digital tools to monitor and predict risks in auditing Ukraine’s revolutionary online public procurement system.",https://oecd-opsi.org/innovations/digital-tools-to-monitor-and-predict-risks-in-auditing-ukraines-revolutionary-online-public-procurement-system/,,"European Bank for Reconstruction and Development (EBRD)",Ukraine,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:30:""Multi-lateral Development Bank"";}","Digital tools to monitor and predict risks in auditing Ukraine’s revolutionary online public procurement system. ",https://prozorro.gov.ua/en,2018,"Ukraine is transforming its public procurement system to bring public procurement into the open, so citizens get a better deal and government runs smoothly. EBRD has supported the Ukrainian government to develop a new legal framework, and to develop cutting edge tools which can process vast amounts of procurement data in real time. State auditors can now quickly & pre-emptively spot risks or inefficiencies in the system and address them. It is the first innovation of this kind in the world.","Ukraine’s annual public procurement budget is worth up to US$20 billion. How it is spent has a massive effect on its people – it determines what medicines they can access, what schoolbooks they read, and how easy it is to travel.
Following decades of secrecy and corruption, the revolution of 2014 created the conditions to overhaul the public procurement system for goods, works and services. The intention was to give taxpayers a better deal and make government more effective and trusted.
To achieve this a new legal framework and cutting-edge tools were needed, built on the principles of open government and open data. EBRD has worked with the Ukrainian government, civil society and businesses to develop both. This has allowed the country to leap ahead of the rest of the world in how it manages procurement.
First, EBRD led a collaboration of government, civil society and businesses in building a cutting-edge digital system called Prozorro, which means “transparency” in Ukrainian. Built on the Open Contracting Data Standard (OCDS), this system can manage the entire public procurement process systematically, efficiently and transparently. Key to its potential is the ability of auditors to use the data to detect risks and inefficiencies early before they become problems.
During a successful pilot phase, the system saw excellent uptake and generated vast amounts of data. When processed effectively in real time, these data enable auditors to proactively anticipate risks, react quickly when abuses or abnormalities are detected, and flag gaps and inefficiencies in the system for future improvement.
Initially, it was assumed that civil society would process this data, but it was soon obvious they lacked the resources, skills or capacity. Data that could be fed back into the system to flag risks and make it more efficient and transparent was not being processed, which significantly hampered its effectiveness.
So, the EBRD team behind Prozorro again worked with the Ukrainian government to first develop the legal basis for a system of indicators to flag these risks early and mitigate them. They then developed tools that could deliver this, combining cutting edge business intelligence technologies with real-time risk analysis techniques.
The Prozorro system is unique in drawing information from existing commercial platforms into a single central repository. So, the auditing system needs to be able to plug data from lots of different platforms into a singular system and detect and flag risks across a constantly changing data set.
A critical part of the reform was to create an independent body responsible for picking up previously unknown risks identified by the new analytical tools, flagging them to auditors and identifying ways the system could be improved.
These innovations will have benefits right the way through Ukrainian society. It is designed for use by government officials who use it to ensure the government tendering service is fair and efficient. It allows them to do things in minutes that would take their peers in other countries days, and to ensure they are enforcing the principles of open contracting now enshrined in Ukraine’s law.
These changes make it much harder for the procurement process to be abused, and easier for civil society to monitor and support it. It allows policymakers to show they are building a healthy, inclusive economy which rewards innovation and quality of service effectively. And it brings new companies and workers into the economy by reducing biases and other barriers to entry. The ultimate beneficiary is the Ukrainian citizen, who gets better products and services from companies equipped to the do the job, at the lowest possible price.
The process has been built with the future firmly in mind. Still in its pilot phase, the platform has been built using data-driven analytical tools which highlight instances of risk in procurement, and feed back into these principles and inform them for future.
All data on suppliers and previous tenders will be online and made easily accessible to the authorities. Any risks or issues with a specific company will be logged in the system for future reference. Data can be analysed to detect common problems across the whole procurement system, and any changes needed for future. This means it can be constantly improved and refined to deliver the best possible service for the people of Ukraine.
The innovation’s ground-breaking approach and early success has implications for state procurement all over the world, and the open government movement in general. It conforms with the OCDS, meaning the same principles and approach can be applied anywhere in the world.
The project is currently under review by the OECD Auditors Alliance, and a version of the project will be piloted in the Kyrgyz Republic from June – December 2019.",,"Monitoring of public procurement is usually manual, making it hugely susceptible to manipulation, corruption and inefficiency. Because it works with open data, Prozorro can help consign such problems to the past. EBRD developed a set of algorithms that analyse open data from procurement processes submitted online and automatically flag risks to the enforcement agencies as soon as they occur. Because these risks are processed by an automated platform, rather than by humans the system is incorruptible.
This makes it much more effective in preventing risks and provides a solid knowledge base with which to further improve the system. Auditors can do their jobs more effectively on a day to day basis, and can also step back to look across the whole public procurement system and identify patterns in how and where risks emerge. This data can then be fed back into the system to further improve the automated risk indicators. This is the first innovation of this kind in the world.",,,"The State Audit Service of Ukraine helped design the ex-ante monitoring methodology and now use it for monitoring procurement.
The State Procurement Agency developed automated monitoring tools which flag risks in procurement processes to auditors. The Ministry of Economic Development & Trade is ultimately responsible for implementing procurement reform. They set the rules of the system. CSOs including Open Contracting Partnership and Transparency International gave insights into the problem.","The SAS uses the tool to monitor public procurement, to flag risks it should be addressing in its efforts to ensure Ukraine’s new laws on transparency in procurement are enforced
The Ministry of Economic Development and Trade sees the benefit of the tool is as part of its drive to transform how taxpayer money is spent on goods and services.
Civil society organisations analyse the data to improve the accountability of government officials for public procurement.","The ex-ante monitoring system has 27 unique algorithms and 35 automated risk indicators, which allows officials to track and monitor procurement transactions in real time e.g. if tender documentation has been uploaded incorrectly, or deadlines have been missed, the system flags this up for potential investigation.
A second type points to the likelihood of a given risk so that auditors know what to look out for. Examples include disqualifying all but one bidder from a process or awarding it to someone with no experience. When the system picks this up, auditors can then follow up to understand why.
15% of transactions are flagged as risky each week, while 9% are reported to officials as requiring immediate attention. This makes the monitoring process quicker and more effective in stopping abuses. EBRD is also helping policy development and proposed monitoring methodology informed the development of Ukraine government’s new law on public procurement monitoring passed in 2017.","The project involved designing something that has not been done before, anywhere in the world. Furthermore, the whole Prozorro system which this tool is designed to monitor is still very new in Ukraine. This meant challenges appeared and evolved fast.","The integrity of the system relies on auditors having a shared understanding and approach to risk management. It is therefore essential that all officials are trained to the same standard and are attuned to risk. At the beginning the system flagged credible risks which had no precedent under the old manual system. So patterns identified in the data were used to show that these were genuine risks and push for them to be included in the development of new laws.
The effectiveness of the Prozorro system as a whole needs to be regularly assessed, to enable the monitoring tool to detect new and emerging risks. The government should introduce policy to make this happen.
The quality of the open data that the tool uses is critical to the functioning of the whole system. Ukraine needs to keep investing in supporting officials and companies to ensure they know how to enter quality data into the system.","The tool is designed to work for any public procurement system that supports the open contracting data standard (OCDS) format.
All the risk parameters are adjustable and can be tailored to suit the auditing needs of any public procurement system.
The system is constantly being improved as more data is gathered on its effectiveness, problems are ironed out and new opportunities for reform spotted.
Providing they are implemented properly, the automated indicators are incorruptible and provide results of the highest integrity, because there is no room for human interference.
The tool can be developed further, as it is easy to add new algorithms and integrate additional data sources.
A pilot of the tool will be tested to audit online public procurement in the Kyrgyz Republic.","People: A sophisticated risk assessment framework drawn from state-of-the-art business intelligence techniques underpins the system. Principal stakeholders were not familiar with these principles and initially struggled to apply them to their work.
During the implementation phase we worked to introduce the principal stakeholders to basic risk management concepts. This has seen some success, but further capacity building is required.
Users need to be trained in risk management concepts before using them. Time is needed to develop a shared understanding of likely risks within a specific public procurement process.
Process: Embedding an automated risk-based monitoring approach to an entire procurement system is a complex task.
The procurement process faces a range of risks including errors, irregularities, fraud, corruption and inefficiency. The sources of risk also vary widely, from the type of procedure, contracting authority, region, market or supplier.
We took pragmatic decisions to group risks into a representative set of indicators for the pilot. This was reductive, so it was critical to keep feeding data back into the system to refine these categories.
It is important to account for the fluid nature of risks in public procurement monitoring, and ensure data is analysed to detect those risks.
Technologies: Data quality is vital to the effectiveness of any automated tool for monitoring risk.
The lack of shared understanding among users of the type of risks encountered and the ways in which the data should be entered limited the range of automated indicators which could be developed for this procurement process.
The data produced was also uneven in quality because the underlying systems were not set up to deliver systematic data – much of the old system relied on free text fields, for example.
Data quality management and training should be provided for all system users and sources open data generated by open governance projects.",,"a:1:{i:0;s:5:""10173"";}","a:2:{i:0;s:5:""10199"";i:1;s:5:""10211"";}",,,
10194,"MTender digital procurement system – Moldova",https://oecd-opsi.org/innovations/mtender-digital-procurement-system-moldova/,,"European Bank for Reconstruction and Development (EBRD)",Moldova,central,"a:3:{i:0;s:11:""information"";i:1;s:12:""public_admin"";i:2;s:30:""Multi-lateral Development Bank"";}","MTender digital procurement system – Moldova",https://mtender.gov.md/en/,2017,"MTender is a revolutionary tool which will transform the way public funds are spent in Moldova, a country with a long history of corruption.
The world’s first fully digital public procurement system, MTender uses open data to manage every element of the public contracting system. This enables officials to do their jobs better, citizens to hold the government to account, taxpayers to get a better deal, and businesses to compete on a level playing field.","Moldova has been trying to reform its public procurement system for over 20 years. This would make government more efficient, ensure taxpayers get value for money, reward businesses that want fair competition and foster innovation. It would also help tackle the corruption and cronyism in the procurement sector which costs Moldovan citizens up to US $183m each year. EBRD has supported the Ministry of Finance throughout this process. Drawing on its expertise in business intelligence, the bank has developed world’s first fully digital public procurement system, which was introduced in 2017. It should allow the country to leap ahead of others in ensuring public funds are spent wisely and accounted for properly.
Building on the success of the Prozorro system in Ukraine, MTender is designed to make the awarding of public contracts more open, efficient and accountable at every stage of the process. It uses open, clearly structured data that enables better processing, accounting and auditing throughout the procurement cycle. It was jointly developed by civil society, government, business and IT companies, and has now been made available to all key central government ministries. The service is free of charge to all public sector and commercial buyers in Moldova.
At present:
14067 electronic tenders are advertised on the system; 2195 electronic tenders are being processed;6209 contracts have been generated, signed and made publicly available via MTender;1170 public sector and commercial buyers are actively using MTender to procure goods; 2430 suppliers are openly bidding for contracts on MTender.
It will soon be rolled out across government, and is already delivering a range of benefits:
1.For government and citizens:
It uses internationally approved data standards to make government processes much more efficient & has adopted the Open Contracting Data Standard (OCDS) as a starting principle, allowing users in any government department to extract consistent, reliable and machine readable data directly from public procurement transactions. Data can then be interrogated and re-purposed by other government departments, businesses and civil society. Officials managing and auditing the procurement system can perform tasks in minutes that take their peers in other economies several days. Public sector and commercial buyers have saved over US 1m using electronic bidding.
It reduces corruption and builds trust in government institutions and officials. MTender means all public tenders are accessible online, and every public procurement decision is openly published in real time. Auditors can monitor and counteract risks and inefficiencies in the system in real time. Citizens can monitor who gets a contract, what they paid for it, what connections they have, and whether they are suitable for the job.
It helps public and private sector collaborate and share costs. MTender is a community of stakeholders – it enables business, civil society and government to work together to deliver quality public services to the people of Moldova. The government shares administrative costs with commercial platform operators and charges a single flat transaction fee for users.
It uses Open Source technology to reduce costs and improve efficiency. The application of Open Source principles in building the government’s central procurement database and the web portal of the MTender reduced the cost of the system by an estimated 30 per cent, and prevented the Ministry of Finance being locked into a single IT provider.
2. For business
It increases competition and innovation. By making all public tenders available online, MTender removes all barriers to companies except their suitability to do the job. This creates opportunities for SMEs and encourages them to innovate. This means Moldovan citizens get better companies to deliver key public services like education, transport and health care.
It encourages foreign investment. By creating a level playing field for businesses to operate, MTender encourages foreign direct investment and a transition to a thriving market economy. The more investors see the benefits MTender brings in terms of transparency and accountability, the more confidence they will have to invest more.
It’s inclusive. Creating more open markets for public contracts drives economic growth and opens up new opportunities for groups who are poorly represented within established economic structures and systems, like women. This creates more opportunities and brings more potential employees, leaders and ideas into the market for public contracts. It fosters inclusion, innovation and sustainable economic growth.
With a clear plan in place to roll this out across government, the early payoffs should increase exponentially. Government can deliver substantive reforms for its own people and show the rest of the world what is possible in applying open government principles to public contracting processes.",,"MTender is the most comprehensive system of its kind anywhere in the world. It builds on the success of the Prozorro system in Ukraine, in which EBRD was also instrumental, but goes much further. Every element of the public procurement system – from planning to payment – can be managed within the system, using open, structured data. The system has been designed in consultation with the private and public sector, resulting in a hybrid system which draws on the best existing commercial platforms in Moldova, but houses and manages the data in a central government repository.
This enables government officials responsible for procurement processes to do their jobs much more quickly, and to get a snapshot of activity across the entire system to spot new risks or opportunities. This means Moldova’s government can deliver substantial concrete benefits for its own people and show the rest of the world what is possible in applying open government principles to public contracting processes.",,,"EBRD designed and managed the project, drawing on its knowledge of international business best practice and experience in Ukraine.
The Ministry of Finance changed the laws and delivered training for government agencies using the new system.
Private sector companies fed their understanding of delivering IT projects and submitting bids to government in Moldova into the system design.
Civil society provided insights into how citizens could use MTender to hold government to account.","Public officials can show taxpayers they are getting value for money. They save huge amounts of time and can manage risks proactively using automated tools.National companies face fewer barriers to entry, especially SMEs .
International businesses have a level playing field to operate within, while foreign investors have more confidence to invest in an open, thriving market economy. Civil society can monitor government spending and hold officials to account. This builds trust in the state.","Moldova’s state-of-the-art digital procurement system works for both public and private sector needs. Anybody can access the platform and check what contracts are being done by whom with public funds. Still in its pilot phase, the project has already delivered tangible benefits which are listed in the overview section.
Private companies and banks can now show that they are operating transparently in a level playing field. This helps to create a more open market with more women and small businesses in it, and drive up investment. Citizens are already using the system to question why a government department has made specific purchases.
With a plan now in place to embed and standardise the system across government, these early payoffs should increase exponentially. All procurement information will be available from planning to payments. The data for all previous transactions and companies will be searchable, so risks can be detected quickly and any inefficiencies weeded out.","The project grew out of a sustained period of corruption and bad governance in Moldova. Administrative systems on which this tool was built had been neglected or abused. EBRD worked closely with reformist officials to ensure continued buy in, and to identify capacity building and training needs. The new government is being lobbied to ensure continued support for the reforms during this critical next phase.
There were practical challenges too. In many remote areas where the goods and services are destined technological infrastructure and computer literacy are both low. A series of training programmes was delivered to ensure usable data was generated.
This had never been done before. Globally, public procurement is still done using paper or analogue systems. Transitioning to a digital system was a huge challenge with unforeseen complications. These were addressed in consultation with public and private sector stakeholders","A project of this kind needs both the right regulatory framework and the best possible tools. It takes sustained political will and financial investment from government decision makers.
It is critical to ensure that all stakeholders are genuinely consulted and engaged. MTender’s success is rooted in cross-sector collaboration. This means the system works for both public and private sector. Establishing and maintaining this common ground takes time and specific skills. Dedicated project managers with experience managing such projects are essential, and they need to be given time to do their jobs.
Similarly, adapting open-source tools and business intelligence tools to a specific context takes time and expertise. People skilled in IT implementation and adoption in low-tech environments are needed, who can adapt principles so they work in practice.
Technological innovation on this scale needs time to adapt and evolve. Contingency time should be planned in for this.","MTender is designed to work for any public procurement system that supports the Open Contracting Data Standard (OCDS).
It is constantly being improved as more data is gathered on its effectiveness and problems ironed out or new opportunities for reform spotted.
Using OCDS to design and build new digital procurement tools helps other governments understand the potential value open data can offer in public procurement.
This is helping to drive interest in designing similar systems to help governments show their taxpayers how they are spending their money. EBRD is currently working on similar systems in Belarus & the Kyrgyz Republic.
This will in turn improve the quality, quantity and usability of procurement data across the board, as governments see what is possible and adopt systems that wherever possible use open data rather than documents. This raises standards and expectations internationally, helping to cement a norm of openness as default best practice.","It is critically important to understand both the practical, technical requirements for a project like this and the underlying social and economic conditions needed for change. The tools are vital, but only useful if people know how to use them.
The hidden costs of the project were difficult to estimate at almost every stage of the project. We would strongly urge anyone implementing a project like this to invest in understanding the training and user adoption needs before beginning the design. It would also be wise to include significant contingencies in the timeline and budget for unforeseen challenges and costs.
Related to this is the challenge of securing data that will work in a digital system from an environment that is often remote and entirely analogue. The end users or beneficiaries of this system – whether they are officials in the auditing department or people responsible for buying school and hospital materials – need to be trained in how to use the system, and incentivised to do so. This means being clear about the benefits the system will bring.",,,"a:2:{i:0;s:5:""10317"";i:1;s:5:""10211"";}",,https://mtender.gov.md,
10269,"Better Reykjavik",https://oecd-opsi.org/innovations/better-reykjavik/,,"Citizens Foundation",Iceland,other,"a:7:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:12:""public_admin"";i:3;s:7:""science"";i:4;s:17:""Digital democracy"";i:5;s:22:""Citizens collaboration"";i:6;s:23:""Participatory budgeting"";}","Better Reykjavik",https://betrireykjavik.is/,2010,"Better Reykjavik is a co-creation project of the Citizens Foundation, Reykjavik City and its citizens that connects them and improves trust and policy.
It’s a platform for crowdsourcing solutions to urban challenges and has multiple democratic functions: Agenda setting, Participatory budgeting and Policymaking.
Innovations include unique debating system, crowd-sourcing, submission of multimedia content and extensive use of AI to improve the user experience as well as content submitted.","Better Reykjavik is an online platform for the crowdsourcing of solutions to urban challenges launched by the Icelandic Citizens Foundation in May 2010. It has multiple democratic functions which can roughly be split up into three divisions: Agenda setting, Participatory budgeting and Policy crowdsourcing.
Work on the open source platform started in 2008, after the Icelandic financial crash and Better Reykjavik was its first successful incarnation. It opened a week before elections in Reykjavik and was quickly picked up by the Best Party which was as a sarcastic critique of local politics that won the city elections. After the elections Better Reykjavik became an official policy and agenda setting platform for the city.
The website gives residents of Reykjavik the opportunity to submit original ideas and solutions to municipal-level issues within the city. Citizens of Reykjavik are given the opportunity to submit, debate, and prioritize policy proposals and ideas. Moreover, it allows residents to vocalize, debate, and amend a variety of ideas which they believe are crucial, and gives the voters a direct influence on decision making. 450 ideas have been processed through agenda setting part of Better Reykjavik. https://betrireykjavik.is
In 2011 a Participatory budgeting started within Better Reykjavik using the name Better Neighborhoods (later My Neighborhood. There Reykjavik residents and the city administration collaborate to determine capital allocation for construction and maintenance projects within the ten main neighborhoods of the city. Participation has increased steadily with new records reached almost every year.
This 450 million ISK (4.2 million USD, 3.6 million EUR) participatory budgeting initiative enables the public to spend approximately 6% of the city’s capital investment budget. The process for My Neighborhood takes about a year. During a three-week span between February and March, the ideas from all 10 neighborhoods are collected, and from the end of the “idea collection” period to May, the ideas are processed by both the project management team and the political district committees to decide which ones are reasonable and implementable. Close to 700 ideas from citizens have been realized by the city, with the visible and usable results in all neighborhoods which have been made better for their citizens to enjoy. https://betrireykjavik.is/community/973
Better Reykjavik has seen many more projects with the most notable being used to crowd-source policy on education in Reykjavik schools. In 2017 the City of Reykjavík decided to crowdsource ideas to co-create the City’s education policy on Better Reykjavík. This was the first time that a specific policy of any government within Iceland was crowdsourced. The process is ongoing, having completed the first phase of prioritizing educational objectives. The education policy project generated almost 200 ideas and thousands of debate points. https://betrireykjavik.is/community/663 & https://betrireykjavik.is/community/725
The main idea behind Better Reykjavik and its various projects is to connect citizens to the city administration to increase participation and awareness amongst citizens on municipal issues and to lessen the gap between on the one hand elected officials and administrative staff and the general public on the other hand.
There are many innovative elements within the Better Reykjavik platform and one of the reasons for its success and general acceptance is it’s unique debate system which is based on users adding talking points and arguments for and against ideas instead of the traditional comment section which often goes into heated arguments and name callings with seldom useful content which deters most people from participating but encourages extreme views and words. This debate system has been a part of Better Reykjavik since its inception.
Better Reykjavik incorporates an Up/Down ‘voting’ system where users vote up and down not only ideas but also debate points from other users which results in a system that, without moderation or other administrative efforts, presents the city with a list of ideas that are prioritized by its users. But not only that but also with the best points (according to its users) for and against each idea. This makes it very easy for the city to evaluate which ideas are good and which not as they’re in fact evaluated by the citizens.
Other notable innovative elements are the possibility to use video and audio to record your ideas and debate points. This method attracts users that otherwise might hesitate to participate. This benefits both the city and its citizens as their opinions and expertise used to improve the city.
Better Reykjavik uses machine translation as well as AI to recommend ideas and do smart notifications and a toxicity sensor to alert admins about abusive content although our debate system makes this rare. There is also an automatic classification of ideas.","a:25:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""190"";i:4;s:3:""194"";i:5;s:3:""609"";i:6;s:3:""876"";i:7;s:3:""214"";i:8;s:3:""623"";i:9;s:3:""283"";i:10;s:3:""611"";i:11;s:3:""302"";i:12;s:3:""303"";i:13;s:3:""613"";i:14;s:3:""612"";i:15;s:3:""614"";i:16;s:3:""616"";i:17;s:3:""317"";i:18;s:3:""617"";i:19;s:3:""618"";i:20;s:3:""619"";i:21;s:3:""338"";i:22;s:3:""354"";i:23;s:3:""621"";i:24;s:3:""373"";}","Better Reykjavik allows citizens to improve their city in a collaborative way by adding their ideas on how to improve the city, prioritizing them and collectively finding the best points for and against those ideas. The prioritization is done only by citizens and therefore eliminates the need for administrative staff work on prioritizing the ideas. Allowing citizens to add points for and against ideas in separate columns which encourages citizens to present the best points practically eliminating the common online toxicity in comments.
Better Reykjavik can be used in any language available in Google Translate by translating between languages, which works very well. Other AI uses on Better Reykjavik are recommend interesting ideas and smart notifications. It has a toxicity sensor which alerts admins about abusive content, although as said before, our debate system makes this a rare occurrence. Users can add video and audio content which is automatically transcribed to text.","a:6:{i:0;s:20:""identifying_problems"";i:1;s:16:""generating_ideas"";i:2;s:20:""developing_proposals"";i:3;s:14:""implementation"";i:4;s:10:""evaluation"";i:5;s:9:""diffusing"";}","The innovation is in a mature state after continuous development for over 10 years and has been used by almost 2 million citizens in over 20 countries to make their communities better. Our open source software is considered the state of the art when it comes to mass civic engagement.","Better Reykjavik is a co-creation project by the Citizens Foundation, City of Reykjavik and its citizens which are the major stakeholders. Citizens Foundation brought it’s democratic design experience with the city providing the framework and its expertise in official processes. Citizens provide the content and democratic sorting and monitoring of it. Extensive input from government officials and users is used for evaluating which approaches to take and to improve the design and processes.","Most important here are the citizens of Reykjavik, the government officials of the City of Reykjavik, the elected politicians of the City of Reykjavik and the Citizens Foundation itself.
Close to 700 ideas from citizens have been realized by the city and many more have affected policy, with the visible and usable results in all neighborhoods which have been made better for all citizens to enjoy.","Over 70,000 people have participated out of a population of 120,000 since the site opened and 27,000 registered users have submitted over 8,900 ideas and 19,000 points for and against.
Close to 700 ideas from citizens have been implemented by the city, making all neighborhoods better for citizens to enjoy. Over 450 ideas have been processed through agenda setting part of Better Reykjavik. Education policy project generated 200 ideas and thousands of debate points.
We measure results by server log numbers for participation in idea generation, debate and voting. Tangible results are measured by the number of ideas being realized. Based on experience we can predict that participation will continue to increase in the coming years.
The annual PB online voting has attracted the participation of around 12.5% of the city’s population. In April 2019 the city completed its 8th annual idea generation, with 1053 ideas, 39,000 visitors (37% of the population) and 5,800 logging in - a new record.","The biggest challenge is in getting citizens to participate, as in all crowd-sourcing projects. This has been countered by constantly improving Better Reykjavik on all levels with a particular focus on making it fun and easy to use.
Administrative systems are resistant to change, even with good support from its officials. This has sometimes slowed down the innovation process but is an integral part of working with any administration. The Citizens Foundation has countered this by presenting the city steadily with data showing what works and ideas for improvements based on that data.
Developing cutting edge social media apps using AI, mobile & multimedia is very expensive but the open source nature of the development has enabled the high cost to be shared between Citizens Foundation volunteer work, support from the City of Reykjavik, other governments, NGOs and grants.
There have been no failures during the project but steady improvement in all areas of the project.","Apps that work well and are intuitive and fun to use. Make them interesting by regularly adding features that appeal to citizens and that improve the overall output of the project.
Full support by governments that are using such innovation and their respect for citizens work and results. It is important to actually listen to citizens voices and then give them direct feedback, which is very easy on Better Reykjavík.
Financial resources and willingness to properly market the project to citizens. Getting the attention of citizens to let them know about the opportunity to participate is difficult and expensive but if they do not know about they will not participate.
For trust, it has been important that Better Reykjavík is a social innovation project created not for profit but to make the city of Reykjavik better and its residents happier.","Better Neighborhoods has inspired many of the biggest towns in Iceland to do similar projects, including Kópavogur, Garðabær, Mosfellsbær and others. All those projects have been successful and are repeated regularly.
Better Reykjavik’s agenda-setting project, My voice at the City Council, has also been replicated in other towns and municipalities such as Hafnarfjörður, Fljótsdalshérað & Stykkishólmur.
Better Reykjavik and My Neighborhood were one of the inspirations for the Decide Madrid project which we consulted for. The Norwegian Consumer agency uses Your Priorities to connect with the public in Norway to help them prioritize their work. It’s used to crowdsource questions to the government from two majority parliamentarians in France and for projects in Scotland, Norway, Hungary, Croatia and in the Estonian Rahvakogu (People’s Assembly) in 2013 resulting in law and policy changes.
Our open source software & services have been officially used in over 20 countries since 2010.","Make sure that citizens know about your project and its possibilities. Letting citizens know about the opportunities to participate is the most difficult part of any project. Reykjavik has made a conscious effort to invest in using professional marketing companies and a multi-channel marketing campaign to make people aware of the PB process. This has included Google and Facebook ads, and adverts on radio and TV. Comedians have been hired as the face of the process.
When working with public administrations expect the pace to be much slower than in a start-up environment so it’s very important to make sure that there is an understanding and respect on the importance of PR and (mostly) online marketing. Patience is required.
Make sure that the results of citizens work is used and realized by the administration.
Make sure the citizens know that their work is being used for example by communicating about citizen projects that are built and used by citizens or policy that is adopted.
Regularly update and improve both your software and processes. People's expectation today is that social media apps for civic engagement work as well and are as slick as Facebook, Twitter & Spotify.
Use Artificial Intelligence to empower citizens, to encourage higher quality content submissions and to simplify administration. This is going to be more and more important and presents an exciting opportunity to make citizen participation easier, more rewarding and more fun going forward.
The team behind Better Reykjavik has many future plans in place to continue evolving the project and the process. One effort is to attract more citizens from the younger generation. The My Neighborhood platform is making changes to its rules as well, lowering the voting age from 16 to 15 to strengthen democratic thinking within the younger generation, and to get a broader spectrum of ideas.",No,"a:10:{i:0;s:5:""10575"";i:1;s:5:""10576"";i:2;s:5:""10577"";i:3;s:5:""10578"";i:4;s:5:""10579"";i:5;s:5:""10580"";i:6;s:5:""10581"";i:7;s:5:""10582"";i:8;s:5:""10583"";i:9;s:5:""10584"";}","a:1:{i:0;s:5:""10573"";}",,https://www.youtube.com/watch?v=fUAo-Gexl8c&feature=youtu.be,https://vimeo.com/88214900
10276,"Pacific Floating Parliament Budget Office",https://oecd-opsi.org/innovations/pacific-floating-parliament-budget-office/,,UNDP,Fiji,central,"a:1:{i:0;s:8:""economic"";}","Pacific Floating Parliament Budget Office","http://www.pacific.undp.org/content/pacific/en/home/blog/2019/pacific-parliaments-experience-two-ways-to-inclusively-innovate.html http://www.pacific.undp.org/content/pacific/en/home/library/eg/the-pacific-floating-budget-office.html",2018,"In one sentence, the floating Parliament Accounts Committee between Small Pacific Islands State creates a multi-national team of experts who simplifies budget processes while transparently saving resources. A cost-effective measure to share expertise, boost accountability and communicate openly about Governments’ budget processes while providing MPs with the best guidance possible.","Challenge: Many countries have parliamentary budget offices with economic and finance researchers who scrutinize a national budget to provide parliamentarians with independent analysis, so they can easily comprehend the budget, amend it if necessary, and vote on it.
But in the Pacific where countries are small, and parliaments modest, a lack of resources and expertise to provide an analysis of budgets can leave parliamentarians lost in tables and numbers; and civil society organizations and citizens none the wiser about where the money is being spent.
Innovation: The Floating Parliament Accounts Committee is a team of experts from multiple Islands States in the Pacific that go from one Parliament to another to provide expert feedback to MPs and shared their analysis with the public and civil society. According to a member of Fiji Parliament Namoce, “Our job is to simplify the complex information that comes from Ministries of Finance, as most community leaders have little knowledge of budgets and trends in spending. You are dealing with high expectations from politicians to have good information that they can use in debates. The opposition sometimes has even higher expectations for us to investigate and find out where the money is going.”
Objectives: simpler effective transparent and accountable budget design and oversight process from the Parliament and civil society with cost-effective expert support.
Beneficiaries: Pacific Islands States and more specifically the Parliaments of Fiji, Tonge, Solomon Islands, Papua New Guinea and Vanuatu.
Scale up: ensure that the Floating Office is sustainable, staffed with experts, reaches more Parliaments and engages with the broader public more systematically, but also continues to develop more expertise on gender specific and climate change adaption markers to promote more inclusive and sustainable budgets.","a:5:{i:0;s:3:""143"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""214"";i:4;s:3:""210"";}","The Floating Parliament Office is innovative because it tackles a problem encountered in so many administrations in the world: lack of resources both financial and technical. Yet it does not answer it by writing an endless op-ed about lack of resources, or invests in training the few staff that already do not have the time to complete their to-do list. It proposes a concrete and cost-efficient way to improve the accountability and transparency of the budget processes in a way that creates better informed and more sustainable budgets as well.
For more: http://www.pacific.undp.org/content/pacific/en/home/library/eg/the-pacific-floating-budget-office.html","a:2:{i:0;s:10:""evaluation"";i:1;s:9:""diffusing"";}","Since its inception, the Pacific Floating Budget Office has provided its services to Fiji, Tonga, Papua New Guinea, Vanuatu and twice to Solomon Islands. This year, there are requests from other Pacific countries have expressed their interest – such as Samoa, The Federated States of Micronesia and the Cook Islands. As the demand grows, teams for the floating budget office are being staffed with more members from smaller Pacific island countries, with UNDP providing support and training to enhance their skills. Teams of researchers that can be mobilized together quickly to fly in and provide expert support.","A key partner of the initiative was the Fiji Parliament which was the first to volunteer to implement the initiative. The Parliaments of New Zealand and Pacific Countries also quickly responded positively to provide shared expertise. Individual Parliamentarians as well as the experts who joint the initial team made the success of the initiative. UNDP provided the initial framework and funding which unlocked the willingness to try this novel idea.","Civil society organizations in the region responded quickly and very positively to the invitation to engage and scrutinize budget. They felt empowered to have expert support in their oversight. Similarly the opposition in each Parliament felt particularly vindicated to have the same access as the government to expertise and review to properly debate the budget.","“The budget briefings are very useful for Members of Parliament who do not always understand the technical aspects of the national budget,” said former Public Account Committee Member and North-East Guadalcanal constituency Member, Honourable Derek Sikua. “It is simple and quite easy to follow.”
“This is an excellent example of regional information exchange and knowledge sharing,” said New Zealand’s Commissioner to Fiji H.E. Johnathan Curr, whose country is one of several providing funding for the project. “Budget transparency is an important element of democracy around the world.”
It is an initiative with great impact, because it makes parliament more inclusive, providing for better engagement with citizens, especially communities that are marginalized.","When you are a stranger rifling through someone else’s books, delving into their money matters, examining who is spending what and where, people tend to get upset. Especially if those people are powerful politicians managing the State’s finances. It has been a long process to gain enough trust for a foreign team to engage on such a sensitive topic as budget planning and oversight.","Some initial investment is required as well as team building and training for the joint expert taskforce. A first Parliament willing to experiment and test the idea is a point of departure and a strong advocacy campaign afterwards to disseminate the results of this pilot phase. Absolute integrity and professionalism is required from the team and engagement of the public and civil society allows to ground the effort. Working with both the government and the opposition is essential to gain cross party support.","It is easy to see how more small states could benefit from this initiative and how this doesn't need to be limited to budget processes in Parliament but could also apply to innovation labs or procurement committees.","Political timing is essential: in the pacific countries have different fiscal year schedules which enables such sharing of resources, this wouldn't be possible to operationalize between countries sharing the same timelines and agenda.","A Pacific Floating Parliament Budget Office comprises of parliament staff that is not tied to one parliament but floats around the Pacific providing key research , information and analysis for MPs. More information on how the Pacific Floating Budget Office actually works can be found here. The Floating Budget Office is innovative because it addresses the challenge in a new and different way – creating a model that pools capacity and engages South-South cooperation (instead of traditional North-South development modality), and its successful implementation has meant that hundreds of MPs across the Pacific receive independent budget briefs before they vote on the national budgets.",,,,,
10319,"Unlocking the potential of crowdsourcing for public decision-making with artificial intelligence",https://oecd-opsi.org/innovations/unlocking-the-potential-of-crowdsourcing-for-public-decision-making-with-artificial-intelligence/,,CitizenLab,Belgium,central,"a:1:{i:0;s:12:""public_admin"";}","Unlocking the potential of crowdsourcing for public decision-making with artificial intelligence",https://www.citizenlab.co/,2018,"In citizen participation projects, analysing contributions is often a huge challenge for administrations.
CitizenLab has developed machine-learning algorithms in order to help civil servants easily process thousands of citizen contributions and efficiently use these insights in decision-making.
The dashboards on our platform classify ideas, show what topics are emerging, summarise trends and cluster similar contributions by theme, demographic trait or location.","Digital participation platforms are important tools for increasing citizen engagement and improving government responsiveness. However, analysing the high volumes of citizen input collected on these platforms is extremely time-consuming and daunting for city officials; this technical difficulty can keep them from uncovering valuable learnings. Setting up a digital participation platform therefore isn’t enough: it’s also necessary to make data analysis more accessible so that civil servants can tap into collective intelligence and make better informed decisions.
The challenge of automation we have been faced with as a civic tech company is shared by the public sector at large. Deloitte recently released a report on AI-augmented governments, in which they conclude that natural language processing could help free up 1,2 billion hours of work and save up to $41,1 billion per year for governments worldwide. The UK government —recognised as the reference in terms of digital government— lined out in its 2020 strategy that a better understanding of citizen needs, based on data and evidence, is the absolute priority for next-gen governments. The three key components in their digital transformation are improved online citizen-facing services, improved efficiency to deliver citizen service across channels, and more effective digitally-enabled collaboration internally. BCG also reports that AI will improve the efficiency of democracy as governments start to ingest all available data to build a fine-grained representation of citizens and adapt public policy accordingly. These are all very positive directions; however, in reality, there is a huge gap with these objectives and the reality of under-resourced and under-staffed public administrations.
CitizenLab aims to bridge the knowledge gap that currently exists in the public sector. Most small to medium administrations understand the need for better work processes and large-scale data analysis, but don’t have the tools, means or in-house knowledge to build custom solutions. We aim to empower civil servants and provide them with machine-learning augmented processes that will help them analyse citizen input, make better decisions, and collaborate more efficiently internally.
Now for the technical details. Over the past year, CitizenLab has developed its own NLP (Natural Language Processing) techniques, with the capacity to automatically classify and analyse thousands of contributions collected on citizen participation platforms. The algorithms identify the main topics and group similar ideas together into clusters, which it is then possible to break down by demographic trait or geographic location. The artificial intelligence is able to process ideas regardless of the language, and works for multi-lingual platforms. The platform administrators have access to all of this information at a glance in intelligent, real-time dashboards. The topic modelling makes it easy to see what the citizen’s priorities are, and to make decisions accordingly. It helps public servants understand what citizens need: for instance, it happens that cities launch a consultation on environment, but what actually comes up in the comments are concerns about mobility and taxes. Being able to break this down by demographic groups and location also gives administrators a better overview of how priorities vary: it can be that a certain neighbourhood prioritises better roads, but its neighbour needs more traffic stops.
We believe that both governments and citizens benefit from this innovation. By automating the time-consuming task of data analysis, our platforms free up time for administrations to meaningfully engage with citizens. It gives them a better understanding of what citizens want and what they prioritise, which in turn leads to better-informed decisions. From the citizens’ perspective, this open and transparent process encourages trust, increases support of policy-decisions, and has a positive impact on the willingness to participate.
Our technology has been deployed to all our existing participation platforms, and is now actively being used by some of our clients. It has made a real impact on the way that they process insights, and has given them more confidence to use and share the findings of the platform. The time gain offered by the automated analysis and reporting has also allowed them to spend more time interacting with citizens and working to implement the ideas.
The next steps are to increase adoption of the feature and to make sure that all of our clients are making the best use of their automated dashboards. In the longer term, this technology could be applied to larger scale conversations such as social media, public forums or other places for online debate. The recent case of the Grand Débat in France has shown how important this technology is: without relevant and trustworthy data analysis, there can be no meaningful large-scale debate and citizen participation.","a:3:{i:0;s:3:""302"";i:1;s:3:""181"";i:2;s:3:""184"";}","Citizen participation platforms almost always stop at collecting contributions. They help governments gather input from citizens, but do nothing to help them analyse that input. The lack of support for that crucial step means that insights go undetected and that citizen participation isn’t having the impact it could have.
Our platform provides the analysis that’s needed. By using machine learning to analyse the citizen ideas we've collected, we provide a full end-to-end service for governments. The whole process is available within a single platform, making it easy to maintain an overview of the projects. This increases efficiency, decreases administrative costs linked to citizen participation, and leads to better decisions.
Finally, we have coupled our technical expertise with a deep understanding of citizen participation. Using our knowledge of the public sector, we have refined the algorithms to get to the information that cities need the most in order to make decisions.",,,"We worked with NLP consultants who helped us design a reliable product which we were then confident to implement and share with governments.
We have also been in contact with cities and civil servants to understand their requirements and make sure that the product we were building was aligned with their needs.
Finally, we relied on expertise from our team and public sector experts to scope out our impact and the benefits this initiative would bring to the public sector at large.","The CitizenLab platform has two types of beneficiaries: governments, and citizens.
In the short term, the benefits have mostly been felt by the administrations who use the platform. The civil servants have been able to gain precious time by easily accessing information and gathering insights.
In the longer term, citizens are the ones who see the positive impact of this innovation: with their input, governments can make better-informed decisions and are able to improve the relevant services.","Since launching this feature in late 2018, we have seen cases where the automated analysis has made a true impact on the local administration and its relationship with citizens.
The city of Kortrijk uses the intelligent dashboards to easily process contributions by the 1,300 users of their platform. They have clustered the ideas into main topics to see what came out of conversations. The results of the analysis were also shared with the citizens, making this a real dialogue rather than a top-down initiative.
The city of Temse consulted its citizens on mobility, and located ideas on a map of the city. This helped the administration see where the main issues where, and understand where funds needed to be allocated.
CitizenLab is now helping the YouthForClimate organisation to analyse the 4,000 ideas posted on their participation platform and turn these into 16 policy recommendations. The topic modelling on a large scale has helped identify the most important themes.","We face two main challenges: classification algorithms and human adoption.
We work with a classification algorithm that clusters, categorises and summarises input from citizens. It needs to be easily scalable, but also needs to adapt to different administrations' workflows since taxonomies used might vary by country or even by region. Our classification algorithms also need to support multiple languages on the same platform and make semantic links between languages, which adds an extra layer of technical complexity.
On the human side, we need to maintain clear workflows and make sure the technology is responding to real user needs in order to maximise adoption by the administration. We have learnt that the product shouldn’t be pushed without guiding the users through its benefits. Also, the human-machine interaction is crucial: how does one interprets and ‘trust’ the output generated by the machine? And what role can this output play in one’s workflow?","The first condition for the success of this initiative is the quality of the input. The technology relies on getting clear and detailed contributions from citizens, which means we need to make sure that citizens are guided to the right types of contributions.
The second point is user adoption: in order to be adopted, the tool has to be easy to use and trusted. Civil servants need to understand its benefits and feel that they can rely on the results. We can aim towards this by working to improve the user experience, explaining the methodology involved and making sure it integrates with their existing tools and workflows.
Finally, wider regulatory evolutions can have a decisive impact on the product’s success. If citizen participation is pushed on a state or regional level, this will encourage cities to invest in our platform. From there comes a virtuous circle: the more cities use the products, the more the algorithms can improve and the better the product gets.","As the appetite for citizen participation grows, so does the need for automated data analysis. Although citizen participation platforms are being set up throughout the world, very few have integrated analysis capacities. As seen with the difficult analysis of the Grand Débat contributions in France, this is a wide-spread issue preventing citizen contributions from truly influencing decision-making. Our technology could be replicated on any other platform.
There is also a true benefit to using our product: because we already work with multiple cities, our algorithms have been trained on multiple data-sets and they’re more efficient than than a one-off, local solution could be.
In the longer term, the technology we’re developing to analyse multi-lingual contributions could also be used to analyse wide-scale conversations on social media or public forums. It could help governments easily understand what citizens are talking about on a very large scale and adapt the relevant policies.","Throughout this process, we have had the occasion to learn a lot both about the technology, and about the human factor behind the technology.
Regarding the technology, natural language processing and machine learning are evolving very, very quickly. An off the shelf solution can often be of great help, but it will only get you so far. We made the decision early on to invest in our own technology, and to build something we had complete control over. This has allowed us to be more reactive to change, to adapt to different markets, but also to be open with cities about how the technology worked and detail exactly how it had been built. Having an in-house expert also means we have the freedom to keep experimenting and improving.
We have found that it is worth investing both time and money in initial research. The decisions you make early on when building the algorithm will have a decisive influence over the way it develops later on. This goes for languages, but also for training models. It is easier to migrate to some languages than others, so make sure you pick the right one when you start. The thresholds you set early on regarding topic similarity will also shape how the algorithms evolve, and how accurate they are.
We have learnt that no matter how good the technology is, what truly matters are the humans behind it. In order for the product to work, civil servants have to show an interest and they have to trust that it will provide reliable results. Civil servants care about the results the tool can bring rather than the shiny tech it is built on, so that’s what we have centred our communications on. We have also put a lot of work in making the platform as easy to navigate and as results-oriented as possible.
When developing a public-sector oriented tool, make sure there is a specific, identified need. Time and resources are scarce in administrations, and civil servants will only invest both in a tool if it has proven value. Don’t forget to user-test your tool regularly as you’re building it – this will help you stay closely aligned with your end users’ need. Finally, it’s possible that there is a need but no awareness of that need or no recognition for your solution at first. Be prepared to educate users and to work to evangelise the sector.
There is also an important human factor when contributing to the platform. Our machine-learning processes rely on clear and detailed input, but that’s not how most contributors write. We’re therefore doing constant testing and tweaking on the platform to guide users towards the input format that we need. Just like the civil servants, citizens have to be given a reason to use the platform. We’ve been helping cities highlight the benefits it can bring and develop a clear message around participation.
Finally, it has been extremely interesting to see the sector develop alongside the tool. We had already witnessed the growing demand for citizen participation platforms, and we’re now seeing more and more interest for automated data-analysis. Civil servants have also grown more aware of issues around data-protection, and it’s a good sign that we are being more and more challenged around these questions in preliminary meetings. We would therefore recommend to anyone launching a similar product to make sure they are able to hold themselves to the highest ethical and security standards.",,"a:2:{i:0;s:5:""10412"";i:1;s:5:""10410"";}",,,,
10355,"Monitoring of the Implementation of the Access to Information Act in the Federal Executive Branch",https://oecd-opsi.org/innovations/monitoring-of-the-implementation-of-the-access-to-information-act-in-the-federal-executive-branch/,,"Office of the Comptroller General of Brazil",Brazil,central,"a:1:{i:0;s:66:""Transparency, Open Government, Prevention and Combat of Corruption"";}","Monitoring of the Implementation of the Access to Information Act in the Federal Executive Branch",http://www.acessoainformacao.gov.br/lai-para-sic/sic-apoio-orientacoes/politica-monitoramento,2016,"With the maturing of the Transparency Policy in the Brazilian Federal Executive Branch, there was a need to broaden the assessment of the implementation of the Access to Information Act. The innovation here lies in the methodology adopted, which was previously quantitative and is now also qualitative, allowing an improvement in the answers provided to citizens and the extension of the transparency culture, favoring all stakeholders: public bodies under assessment, citizens and the Government.","The innovation of this case is found in how the assessment of the implementation of the Access to Information Act (LAI) is carried out: not only are formal aspects and quantitative procedures assessed, a qualitative assessment is conducted as well. The innovation lies in the extension and broadening of the process, improving the implementation and compliance with the Access to Information Act and promoting a change of a culture of secrecy into one of transparency. The aim is to reduce the number of omissions, bringing it as close as possible to zero, while increasing the quality of responses.
The assessment of the compliance with the Access to Information Act used to be quantitative, since only statistic data were raised based on the data collected through the Electronic System for the Citizen Information Service (e-SIC). With the maturing of the Transparency Policy in the Brazilian Federal Executive Branch, there was a need to broaden the assessment of the Access to Information Act implementation, which led to the creation of specific and standardized procedures for a qualitative assessment of the compliance with the following requirements:
1. Passive Transparency - detailed assessment through the analysis of a sample of answers to request of information registered on the e-SIC;
2. Active Transparency - assessment of the fulfillment of active transparency obligations by federal public bodies;
3. Open Data - assessment of the compliance with the Open Data Policy, set forth by Decree n. 8777/2016.
That assessment was part of the Commitment 3 of 3rd National Action Plan in the scope of OGP, which reads ""Enhance mechanisms in order to assure more promptness and answer effectiveness to information requests, and the proper disclosure of the classified document list"".
With the undertaking of a commitment that prioritizes the effective functioning of the public machine, entities and bodies being assessed are directly benefited from this innovation. Citizens and the Brazilian State are favored, as well. Finally, aiming at ensuring this benefit, improvements on the assessment on the compliance with the Access to Information Act flow are implemented as needed.",,"This project is innovative because of the methodology adopted, which involves not only a legal perspective and quantitative procedures, but also qualitative approach. In addition, the communication exchange between the CGU and the bodies being assessed is based on a partnership between the body being assessed and the assessor body, since the latter does not only identify flaws, but seeks to propose solutions for problems found.",,,"The way the assessment of the compliance with Access to Information Act is led meets Organized Civil Society's wish to enhance mechanisms for ensuring more expediency and quality of answers to information requests as well as proper disclosure of declassified documents. It also provides support to public bodies in being compliant with the Act, based on the partnership that is set between the body being assessed and the assessor body.","Citizens are the main stakeholders. Besides gaining more quality in responses to information requests, they also benefit from the assessment on the compliance with the Act, which is disclosed on active transparency on http://www.acessoainformacao.gov.br/lai-para-sic/sic-apoio-orientacoes/politica-monitoramento/avaliacao-do-atendimento-a-lai.","The assessments of compliance with the Act result in reports describing the main findings and guidelines of the CGU on agencies and entities of the Federal Executive Branch. Then a meeting is scheduled with the assessed body where the results collected in a report are presented. The assessed body takes care of the adequacy of each orientation made by the CGU, and sends a formal response within a period of 30 days. After this period, the CGU verifies if there was progress in the topics considered unsatisfactory. Finally, the results obtained are published.","The main challenge is managing cultural differences between those involved in the Access to Information Act implementation process. On one side is the CGU, as the monitoring authority, on the other an independent body that has its own characteristics, infrastructure and unique organization. There are additional challenges in overcoming the culture of secrecy and in making the public bodies increasingly transparent.","The success of this initiative requires establishing a policy of support for transparency instituted by the leadership of the organization. This policy comprises clear rules and values by establishing a continuous, regular and periodic routine.","Only the Office of the Comptroller General (CGU) has the legal attribution of monitoring the implementation of the Access to Information Act by the bodies and entities of the Federal Executive Branch, so other bodies are not able to replicate this innovation in this sphere of government; however, it is possible that other powers and spheres of government (legislative, judiciary, states, Federal District and Municipalities) as well as in the international scope may use it.","The partnership established between the assessed body and assessor body is one of the great highlights of this initiative. The presentation of flaws, accompanied by proposals for solutions to enhance the compliance with the Access to Information Act makes the initiative increasingly successful.",,,,,,
10364,"Transparency in the Justice System- an obligation and an opportunity",https://oecd-opsi.org/innovations/transparency-in-the-justice-system-an-obligation-and-an-opportunity/,,"No. 10 Criminal Court of the City of Buenos Aires",Argentina,local,"a:1:{i:0;s:12:""public_order"";}","Transparency in the Justice System- an obligation and an opportunity",https://twitter.com/jpcyf10?lang=es,2016,"Our Court launched a twitter account, seeking to rebuild trust. In Argentina, the justice system is the institution with the lowest public trust. Through this account we publish every judgement, hearings, the staff resumes and the Judge's personal leaves. This is not the norm in our country and constitutes a pioneering innovation that demands deep cultural change from public servants and our users too. We improved engagement with the public and inspire other teams to deliver a more efficient service.","In Argentina, the justice system is the institution with the lowest public trust, and Judges are often perceived by the public as non-transparent, inefficient and distant. The No. 10 Criminal Court of the City of Buenos Aires, Judge Pablo Cruz Casas and his team set out to change this.
We took a step forward by implementing a judicial open data initiative and the use of Information & Communication Technologies (ICT) as a way to improve our Court’s engagement with the community.
We launched an open twitter account, convinced that free access to public information constitutes a fundamental right in a democratic society.
Through this account we publish every judgment and ruling and we interact directly with users. We face the challenge of ensuring that we publish as much as possible while safeguarding personal data in all judicial documents.
Actually, we are manually removing any sensitive data that can help identify the people involved in each case. Although this is an incredibly burdensome task, it allows to ensure maximum access while also preserving privacy.
We share the documents in an open format. We seek to meet the requirements and criteria issued by organizations that work with open data.
That is why we provide this information in an organized manner, creating an open data repository where users are able to find different types of data sets, containing all the judgments organized by type of felony, type of punishment, a brief description and a link to the complete decision. Moreover, data sets cover all the hearings that were held, as well as the sort and duration of each hearing.
In addition to improving transparency, this system has enabled us to measure our performance in various ways. For instance, we can promptly view and classify the exact amount of cases we have for each type of felony or misdemeanour, how much time it takes the Court to resolve petitions, how much time the Judge devotes to hearings and also generate dashboards with indicators of every decision made.
We publish all this information so it can be analysed and scrutinized by the public. In order to be as clear and accessible as possible, we display charts created with open source software like Tableau.
This entire process is demanding very deep cultural change both from our team of public servants and our users too. In the judiciary there are many long-standing, ingrained practices and traditions that are difficult to confront.
The impact and results of delivering these policies can be measured not only by interactions with our twitter account and public google drive, but also with the encouragement and interest we have received from different public servants and citizens across the world.
With this open justice initiative, we have improved our work environment and achieved better job satisfaction. Critically, we have inspired other teams to deliver a more efficient public service.
In addition to the information related to judgments and rulings, we decided to broaden our spectrum of openness. We regularly announce the Tribunal agenda, so any citizen can witness the hearings being held.
Furthermore, we decided to publish the resume of each member of our team. Moreover, although it is not the norm in our justice system, we publish the Judge’s personal leaves and interim appointments in other Courts.
Among other innovations and inspired by plain language initiatives, we are working to make our decisions as comprehensible and clear as possible to every citizen. We are replacing difficult technical words and legalese for simpler, everyday terms.
We are determined to provide a service based on trust by making ourselves more accessible to the community. We hope that, in the near future, these innovations will be common in any court of law.
This project was enabled by the City of Buenos Aires Magistrates Council -the institution which administers the Judiciary- and the support of Mariano Heller, as Head of the Planning Secretary.
Recently, within this program, was launched a Justice and Innovation Lab (#JusLab) which forms an OGP commitment.","a:6:{i:0;s:3:""181"";i:1;s:3:""257"";i:2;s:3:""611"";i:3;s:3:""302"";i:4;s:3:""621"";i:5;s:3:""338"";}","Our Open Justice Initiative is innovative because no other court in the region had open a public twitter account to share their work.
We choose twitter because you do not need to have an account in order to view our public profile.
This encourages transparency and accountability. Reaching out to the general public by the judiciary is not at all common in Argentina.","a:3:{i:0;s:20:""identifying_problems"";i:1;s:10:""evaluation"";i:2;s:9:""diffusing"";}","This open court initiative started three years ago. We are constantly learning and evaluating how we can improve our engagement and openness.
We regularly hold team meetings to analyse the data we are collecting regarding criminal cases. We ask ourselves which other information and statistics can be gathered, measured and how can we make it more accessible to the community. These meetings, apart from bringing the work group closer together, allow us to set our work process and objectives.
We were recently invited to share our innovative experience at the seminar ""The Journey Towards Open Government -The UK Ministry Of Justice & Metropolitan Police Experience"" held by Austral University, organized in collaboration with the UK Ministry of Justice and the Institute of Global City Policing.","The City of Buenos Aires Magistrates Council -the institution which administers the Judiciary- collaborated and supported this project through its Planning Secretary, lead by Mariano Heller. This backing allowed us to optimize communications skills and promote networking opportunities with other justice sector stakeholders.","With this open justice initiative, we have improved our work environment and achieved better job satisfaction. In addition, we have motivated and encourage other court teams to deliver a more efficient public service.
We have been gathering evaluations by citizens in order to measure their satisfaction with the way they were engaged and their overall experience in the court.","This innovation allows us to measure our performance in various ways.
The impact in our social media speaks for itself, bearing in mind that we are a criminal court. We observed the access and interaction with our account. We have seventeen hundred followers, a bit more than twenty five thousand visits to our page, were we have the link to our drive, and over a million and a half prints.
We managed to structure and present data using open source tools like Tableau, so it is available to be analyzed, measured and reuse by citizenship.
Academic institutions, media and different stakeholders have shown interest in our innovations.
In the future, we expect more institutions to join this path towards open justice.","Another challenge was to encourage and motivate public servants that have being working differently for a long time. Our starting point was to be insightful and think which practices we could modify to elevate the levels of trust in the justice system.
We have always focused on the citizens and our goal to provide them a more efficient public service. That was the key to inspire others who were dispirited in their usual tasks and chores.
However, we have to work on the pressure to constantly display all our work in public.","In order to achieve success in this project, changing the mind set of Judiciaries is essential.
As in every ground-breaking project, strong leadership skills are needed.
It is vital to build a team with character, conscience and solid work ethics to embrace open government policies and its ideals with conviction.
Support from local and federal government is helpful for sustaining the progress.","This project can be replicated by any other court, although it takes a lot of “extra” effort and resources. We have implemented it with almost no extra budget than the one granted to other courts.
It has been replicated by another criminal court in our judicial branch of the City of Buenos Aires. We had several guidance meetings to encourage and share our knowledge. They were able to successfully launch their open justice project and also added new ideas.","This project is based upon a profound belief in the value of transparency when administering justice, the relevance of accountability, and the need to develop real improvements to help regenerate trust as a way of improving the democratic legitimacy of the justice administration, which ultimately is where states decide in particular cases about the constitutional rights and protections granted to the members of the community.
From this experience we are convinced in the value of transparency and open data in the justice system. We strongly believe this as a key component to gain and rebuild trust in our community.",,,,,,
10370,"Minas Gerais Government Transparency Portal",https://oecd-opsi.org/innovations/minas-gerais-government-transparency-portal/,,Prodemge,Brazil,regional,"a:1:{i:0;s:12:""public_admin"";}","Minas Gerais Government Transparency Portal",http://www.transparencia.mg.gov.br/,2015,"Minas Gerais Government Transparency Portal is an instrument of transparency and control of state governmental actions by its citizens. The data available on the portal allows citizens to inspect and monitor public expenses of the government, contributing to greater transparency and prevention of corruption. Since its creation, the portal has been improved and complies to regulations and standards of public information and has a user friendly interface.","The Portal of Transparency is an electronic tool of Minas Gerais State that allows transparency and control of state governmental actions by its citizens, displaying public data from the State and municipalities, offering search tools based on the Law of access to information.
It complies with all Brazilian legal requirements related to financial rules and regulations of fiscal management responsibility and constitutional rights of public information access to all.
The Portal was installed in 2009 by the Secretary of Revenue of Minas Gerais in a partnership with Companhia de Tecnologia da Informação do Estado de Minas Gerais (Prodemge). It contains data and information such as expenses and revenue, public deficits, tax transfers, personal expenses, payments, and fiscal citizenship.
In 2015, the Controladoria Geral do Estado de Minas Gerais (CGE), the body responsible for managing the portal, decided to restructure it aiming to increase the amount of public data available by automatic search engines and improve user-friendliness. In order to make it possible, CGE signed a contract with Prodemge to develop a new layout and insert search tools. Now the portal is an essential tool of governmental transparency that contains much more data and information than its prior version. New features also include a search tool of employee travel expenses, income from partnerships, contracts and acquisitions, information on cars owned by the government, budgets and other.
In terms of the portal layout and usability, interactive graphics, maps and the possibility to export all data to social media were developed with the new update. A call service to answer citizens’ inquiries was also made available in addition to the existing channels.
Transparency plays an important role in the fight against corruption allowing greater responsibility and increased disclosures by public managers as well as control from citizens, researchers and media. Therefore CGE is working continuously to make more data available on the portal.",,"Minas Gerais Government Transparency Portal is an innovative initiative as it is the first time the State of Minas Gerais has published such a large amount of public data on various areas of government spending.",,,"Unrestricted access to data published on the portal is ensured by establishing relationships with necessary stakeholders - public managers. Prodemge, a State ITC, is responsible for the development, hosting and maintenance of the portal.","The portal allows the exercise of accountability and control of the government by the citizens. Journalists are given access to data and information useful for their work. Researchers benefit from a large amount of open data that can be used for research. Public managers can use data published on the portal to facilitate planning, monitoring, assessment and auditing.","The main measurable results of the portal are the increased number of users accessing information as well as increased transparency of the portal. Between 2015 and 2016, there was a leap in the number of times the portal was accessed (from 550.689 in 2015 to 1.217.483 in 2016, after the new version of the portal was launched). In 2018 it reached 1.696.489. The user data shows a similar trend: 343.070 in 2015, 739.468 in 2016 and 933.511 in 2018.
In terms of transparency of the portal, it is measured by the The Transparency Ranking, which is a Ministerio Publico Federal project that evaluates different portals from 5667 cities, 26 States and Distrito Federal (the capital city). The ranking measures the level of compliance with Brazilian transparency laws on a scale from 1 to 10. In 2015, this analysis graded the portal as 7,8 transparent, which went up to 9,2 in 2016 – after the portal was updated.","Technical restrictions: during the most part of the process of updating the portal, CGE had a three-person team working on introducing new search capabilities and at the same time maintaining the portal. Budget restrictions: CGE has identified more than 30 updates that could enhance the potential of the portal even more. The main one is to develop a Business Intelligence (BI) tool, that would permit the creation of personalized search based on information available on the portal, expanding the possibility of crossing data and analysis, as well as the improvement of data visualization through powerful graphic resources. In order to briefly substitute the lack of a BI, advanced research tools were implemented so users could freely research within a minimum parameter they chose.","The main condition for the success of the Transparency Portal is the partnership with sponsors and strategic government sectors – the State Governor and the State General Controller. In a context of lack of resources, innovation has to be prioritized in a range of State projects and actions. As open government is a new trend,public sector leaders have to believe in the value of proactive transparency, which beyond legal matters also involves a cultural change in public organizations. Another key condition is the existence of technological and human resources that support and understand the issue. Maintaining large database requires a strong data backup and a team able to translate technical data into a user friendly language. Therefore, budget resources must be able available.","CGE would like such portals to be implemented in as many Brazilian municipalities and States as possible, that’s why CGE is always willing to share its experience with other authorities of public administration. Prodemge is also available to share information and know-how on the implementation of the portal.","When CGE team was asked to update the Portal in 2015, it identified that the search tools were developed by Prodemge and not by the client or system user, as it’s usually done when developing a system. It was decided that CGE (the client) would build the portal negotiation rules as well as detailed specifications, including fields and tables to be used. This made teamwork easier by avoiding information gaps and ensured product delivery is consistent with demand.",,,,,,
10455,"PLATEFORME D'ENGAGEMENT CITOYEN",https://oecd-opsi.org/innovations/plateforme-dengagement-citoyen/,,MAKE.ORG,France,central,"a:1:{i:0;s:11:""information"";}","PLATEFORME D'ENGAGEMENT CITOYEN ",http://MAKE.ORG,2018,"Make.org est une plateforme européenne de mobilisation citoyenne autour d’actions de transformation de la société. Dans ce cadre, Make.org développe une solution digitale de consultation massive, totalement inédite, capable de faire participer autour d’une question simple d’intérêt général, plusieurs milliers de citoyens, dans plusieurs langues, et de restituer les résultats de cette consultation en ligne, de manière quasi instantanée. Cette solution est complétée des ateliers en présentiel.","Qui sommes nous ? -
Engager les citoyens, les associations, les institutions, les entreprises et les médias dans la transformation positive de la société : c’est la mission de Make.org. Avec la conviction que ces changements ne peuvent se construire que sur du consensus. C’est pourquoi notre démarche, dans chacune de nos activités, consiste à chercher la part d’adhésion commune, le socle de priorités partagées sur lequel l’engagement collectif peut se bâtir. Parce que nous sommes persuadés, aussi, qu’offrir aux citoyens de nouveaux modes de participation et d’implication est le seul moyen de réconcilier le corps social et de faire progresser la démocratie.
Comment transformer la société : l’approche par le consensus -
Pour mobiliser la société civile, Make.org a développé trois types d’opérations :
- Les Grandes causes, pour transformer la société par la société : depuis sa création fin 2016, Make.org et ses partenaires s’appuient sur les consensus citoyens pour agir concrètement contre les Violences Faites aux Femmes, pour donner Une Chance à Chaque Jeune, permettre l’Accès à la Culture Pour Tous, Mieux Prendre Soin de nos Aînés, Permettre à Chacun de Mieux Manger, et bientôt Faire une Vraie Place aux Personnes Handicapées dans notre Société.
- Les Grands débats, pour transformer les institutions et la démocratie par les citoyens : début 2019, Make.org et l’institut Civico Europa ont ainsi lancé la plus grande consultation jamais organisée dans l’Union européenne, WeEuropeans, dans 27 pays, qui a fait émerger les 10 propositions plébiscitées par les citoyens à travers l’Europe. Make.org et plusieurs grands médias ont également mené une consultation parallèle au Grand Débat National, et révélé les principaux consensus et controverses qui animent les Français.
- Les Consultations d’engagement, pour transformer les entreprises et les administrations par les collaborateurs : elles ont ainsi permis d’imaginer la Ville de Demain ou les moyens de faire éclore des Champions Européens du Numérique, les solutions pour rendre notre Économie plus Bienveillante, ou encore de demander à 5.000 agents de la fonction publique comment faciliter leur travail et lever les obstacles qu’ils rencontrent au quotidien.
Comment écouter massivement les citoyens : la plateforme d’engagement -
Pour faire émerger ces “consensus engageants”, Make.org a développé une plateforme unique de consultation massive, capable de toucher plusieurs centaines de milliers de personnes. En répondant à une question ouverte d’intérêt général, chacun peut faire des propositions et voter sur celles des autres participants. Les algorithmes que nous avons développés permettent de mesurer l’adhésion des citoyens à chacune des propositions, tout en empêchant les phénomènes de trolling et la surreprésentation de groupes d’intérêt constitués.
Comment impacter concrètement la société : la Make.org Foundation -
Pour réaliser concrètement cette transformation positive de la société, la Make.org Foundation, conçoit et met en oeuvre des plans d’actions massives et impactantes sur 3 ans. Ces actions sont pensées à partir des “consensus engageants” issus des consultations ; déterminées et validées par les citoyens avec l’ensemble des associations, entreprises, médias et experts référents sur le sujet ; puis construites avec les associations spécialisées, sous le pilotage de la Make.org Foundation.
Comment garantir notre transparence et notre indépendance ? -
Comme l’exprime sa Charte éthique, Make.org est une plateforme Démocratique, Civique et Européenne, Neutre, Indépendante, Transparente (son code est ouvert) et Respectueuse des Données Personnelles. Une ambition assurée par une gouvernance approfondie, et contrôlée plusieurs fois par an par un Comité éthique indépendant.
Make.org est également à l’origine, en novembre 2018, de l'Initiative pour une Démocratie Durable, la première alliance stratégique globale entre États, collectivités locales et organisations de la Civic Tech pour sauver et pérenniser le modèle démocratique.
Un exemple de Grande Cause et de Plan d'action -
Comment lutter contre les violences faites aux femmes ? Avec 4 300 propositions et 1,25 million de votes, notre grande consultation citoyenne a fait émerger 17 idées principales. Des ateliers de transformation ont ensuite réuni citoyens, associations, experts, entreprises, médias, ainsi que la secrétaire d’État Marlène Schiappa, et débouché sur un plan de 8 actions concrètes. Sélectionnées pour leur impact à l’échelle nationale, ces actions couvrent différents types de violences faites aux femmes et s’échelonnent le long du parcours potentiel d’une victime.
Description du plan d'action disponible à cette adresse : https://about.make.org/about-vff","a:14:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""190"";i:3;s:3:""194"";i:4;s:3:""876"";i:5;s:3:""303"";i:6;s:3:""616"";i:7;s:3:""373"";i:8;s:3:""621"";i:9;s:3:""283"";i:10;s:3:""217"";i:11;s:3:""623"";i:12;s:3:""614"";i:13;s:3:""302"";}","'- Make.org réussit à réunir une diversité d'acteurs incroyables autour de problématiques d'intérêt général : Ministères, citoyens, associations, medias...
- Make.org s’assure lors de toutes ses consultations, de la réalité statistique des résultats produits, grâce à une méthode inédite permettant de les protéger des manipulations par les groupes d’intérêt.
- Les consultations Make.org sont préservées des phénomènes de trolling massif. Elles permettent de dégager une véritable émergence populaire, et d’éviter la surreprésentation des groupes d’intérêt déjà constitués.
- Make.org est la seule entreprise de la Civic Tech européenne à avoir fait le choix d’être 100% Open Source et de n’utiliser que des logiciels libres, seule garantie d’une transparence vis-à-vis des citoyens.","a:1:{i:0;s:14:""implementation"";}","Concernant la Grande Cause ""Comment lutter contre les violences faites aux femmes ? "" le plan d'action est en cours de déploiement :
Quelques statuts :
Le service Mémo de vie permettra aux victimes de constituer un historique, de manière confidentielle et sécurisée, avec les dates, les lieux, le contexte des blessures subies.
Projet actuellement incubé via ShareIt & porté par France Victimes (Olivia Mons)
Le contenu de la formation Certif Soutien Femmes sera conçu avec des associations spécialisées et un organisme expert en pédagogie digitale. Le programme se déclinera à travers une formation digitale, déployable à grande échelle, mais aussi une formation qualifiante en présentiel.
Contenu en cours de création avec le support du Collectif féministe contre le viol, la Police nationale (Commandant Conzon), et CoorpAcademy","Dans le cadre de la Grande Cause ""Stop aux violences faites aux femmes"", plus de 400 000 citoyens ont participé (4300 propositions, 1,3 millions de votes)
La fondation Kering & Facebook sont les partenaires Fondateur la Grande Cause
La secrétaire d’État Marlène Schiappa a participé aux ateliers de transformation
Une trentaine d'associations font partie de la coalition et ont participé à la consultation ainsi qu'aux ateliers de transformation.","Citoyens : les participants sont intégrés à la communauté d'action et sont régulièrement informés de l'avancée du plan d'action.
Associations : chaque action est soutenue par une association qui dans ce cadre obtient un financement de la fondation Make.org
Nous espérons que le plan d'action mis en place fera baisser le nombre de femmes victimes de violence de + de 10%.","'- Des citoyens massivement mobilisés : + de 400 000 contre les violences faites aux femmes, + de 500 000 pour mieux prendre soin de nos aînés, près de 2 millions de participants sur la consultation européenne ""WeEuropeans""
- Des communautés d'actions inédites, regroupant citoyens, medias, associations, entreprises autour d'une méthodologie unique
- Des premiers plans d'action en cours de déploiement (contre les violences faites aux femmes / pour donner une chance à chaque jeunes)","'- Création d'une méthodologie unique permettant le renouveau de consultations citoyennes
- Challenge de devoir rassembler pour mener à bien notre ambition un nombre incroyable d'acteurs, très divers, qui ne se rencontraient que peu jusqu'à aujourd'hui
- Challenge d'une méthodologie qui nécessite le meilleur du numérique, mais également des événements physiques
- Challenge d'une méthodologie qui nécessite la création d'une équipe avec des profils très variés ; allant du data scientist au responsable des affaires publiques","Utiliser le meilleur de la technologie et des méthodes issues de la tech ; mais savoir se reconnecter avec le monde réel et les acteurs de terrain pour donner une réalité au sujet.","Notre méthodologie est appliquée aux Grandes Causes, pour transformer la société par la société ; aux Grands débats , pour transformer la démocratie par les institutions et les citoyens ; mais également à ce que nous appelons les Consultations d'engagement, pour transformer les entreprises et les administrations par les collaborateurs.","Avancer par itération. Mais vite !",,,"a:2:{i:0;s:5:""10478"";i:1;s:5:""10479"";}",,,
10495,"Open Government Experience at Criminal Court N° 13, Buenos Aires, Argentina.",https://oecd-opsi.org/innovations/open-government-experience-at-criminal-court-n-13-buenos-aires-argentina/,,"Juzgado Penal, Contravencional y de Faltas N° 13 de Buenos Aires - Criminal Court Number 13 for felonies and other minor offenses in Buenos Aires",Argentina,regional,"a:2:{i:0;s:12:""public_admin"";i:1;s:12:""public_order"";}","Open Government Experience at Criminal Court N° 13, Buenos Aires, Argentina.",https://twitter.com/jpcyf13,2016,"As a criminal court judge I felt the need to implement concrete actions to establish a new way of adjudicating in my country (Argentina) by relying on Open Government’s principles. Among some of the implemented policies, we publish all of the court's decisions, the court hearings' agenda, statistics and reports on the administration of the court and the biographical information of the court's employees. We do so by using our Twitter (@jpcyf13) and YouTube accounts.","As justice operators in Argentina, we notice there is a lack of confidence and legitimacy within the citizenry. There are lots of factors that cause this general feeling, but the more relevant aspects are related to an absence of transparency, citizen participation and accountability.
In order to solve this problem, in the Criminal Court N° 13 we decided to implement different strategies:
1) We keep an open source of data that can be accessed by anyone that is interested in doing so.
2) We try to provide an easier understanding of judicial decisions to the citizens by using a plain language in every decision we make.
3) We publish all of the court's decisions, the court hearings' agenda, statistics and reports on the administration of the court.
Open Data and Accountability
In this area we introduced lots of changes in our every-day work. First of all, we modernized our records by digitalizing and publishing them online. With this innovations we were able to reduce the amount of time required for some administrative duties. Also, we have decided to anonymize all the data in order to ensure people´s privacy.
Twitter
In order to share all of our database with the public we created a Twitter account were we published almost everything is done in the Court, from the CV´s of those we work there to complex judicial decisions. In this order, we try to keep a fluid communication in social media to be closer to those who are interested in what we do every day.
Plain Language
We know that having a record of decisions and sharing it is not enough. We have a firm conviction that everyone that takes interest in what we decide has the right to understand it. For doing so, we took several classes of grammar and plain language and changed the way we interact with the public. Also we created a YouTube channel and uploaded videos to explain how the Judiciary works.",,"Argentine citizens distrust the judicial system. In this context, as a criminal court judge I felt the need to implement concrete actions to establish a new way of adjudicating by relying on Open Government’s principles. My way of adjudicating cases is based on three pillars: open data, accountability and plain language, as a way to simplify the access to justice. Among some of the implemented policies, we publish all of the court's decisions, the court hearings' agenda, statistics and reports on the administration of the court and the biographical information of the court's employees. We do so by resorting to our Twitter (@jpcyf13) and YouTube accounts (we are the first court in the country with a YouTube account), which to directly communicate with the citizens.",,,"Our project is a result of a collaborative effort of those who integrates the Court. Open databases, Twitter and YouTube accounts are managed by us. However, our innovations have aroused the interest of other sectors, such as the Council of the Judiciary of Buenos Aires and the National Ministry of Justice. These institutions collaborate with us regarding, for example, the collection and the analysis of statistics. We also work with citizens, collecting their opinion through anonymous polls.","'- Supreme Court of Justice
- Other Courts
- National Administration
- Local Administration
- Civil society, in particular Non-governmental organizations.","We managed to highlight the weaknesses and strengths of the work of the court. This practice became a valuable source to rethink daily practices in order to optimize the service we provide. For example: we change the way of citing citizens (via WhatsApp), the way to conduct audiences (videoconferencing) and implement the use of new technologies to communicate with the people (Twitter and YouTube). The change of perspective in the understanding of our work and its impact forces us to continue deepening the path we have taken.","One important challenge has been the resistance to the new way of adjucating cases by several traditional system, which were used not to communicate with citizens. To address this issue, we set up several face-to-face deliberative spaces (i.e. universities). The aim with any participation tool should be to promote open justice, transparency and accountability. Another problem is the lack human resources and qualification, especially in technology issues.","1) Commitment of the members of the court
2) Team work
3) Training in communication issues and new technologies
4) Teamwork strategies
5) Training on the collection and analysis of statistics","As part of the commitment to OGP, we have shared our work with other courts and with the Judiciary Council of Buenos Aires.","We learned that by pulling together the effort of the whole team, it is possible to practice open justice. We also learned that it is necessary to improve these practices and to expand them with the purpose of strengthening the judicial system as a fundamental institution of democracy.",,,,https://www.youtube.com/watch?v=044gT75sxLg,https://www.youtube.com/watch?v=HJriLLW8ci0,https://www.youtube.com/watch?v=JlvIbJ2oKEY
10501,"Libellula - a civic monitoring lab and a format to build and sustain a local civic monitoring coalition",https://oecd-opsi.org/innovations/libellula-a-civic-monitoring-lab-and-a-format-to-build-and-sustain-local-civic-monitoring-coalition/,,"Parliament Watch Italia",Italy,central,"a:1:{i:0;s:8:""economic"";}","Libellula - a civic monitoring lab and a format to build and sustain a local civic monitoring coalition",http://libellulalab.it,2019,"Libellula is a laboratory for civic monitoring of local public spending and a format to build and sustain a local civic monitoring coalition. The first lab is based in Messina, Sicily. Moving from monitoring a specific case, Libellula aims at building a civic multi-stakeholder coalition which, while monitoring, simultaneously cultivates skills and capabilities of those involved to advocate for transparent and collaborative public spending in order to address the misuse of public money.","Libellulae (dragonflies) are insects characterized by large, multifaceted eyes, each of which relies on many lenses and points to different directions. Metaphorically, in our project, this is exactly what civic monitoring should be: a multi-stakeholder coalition connected by a common project which is also able to tackle problems and challenges from different perspectives and according to different skills. As a laboratory for civic monitoring on public spending, Libellula addresses the problem of a chronic misuse and waste of public resources, which is a critical problem in economically disadvantaged territories, like ours.
Southern Italy trails the rest of Italy on most development indicators. Development funds could reduce this gap. The large portfolio of funds dedicated to Italy, combined with chronic misuse of funds and corruption stories, explain why this is a hot topic in our country, and in our city as well.
Integrity Pacts (IPs) represent the tool recently devised by the European Union to address this problem. There is an EU Commission ongoing pilot program “Integrity Pacts - Civil Control Mechanism for Safeguarding EU Funds” which aims at providing a valuable tool for citizens to collaborate in safeguarding public spending, thus enhancing a stronger participation of civil society in the process of spending EU Funds. The pilot results so far have been promising: in terms of dissemination, we succeed in building a model that reuses the EU pilot program methodology and provides sustainability for the IP implementation.
An initial, experimental implementation is ongoing in Messina. The University of Messina, on our invitation, has officially committed to sign the IP and is participating with this commitment in the Italian Open Government National Action Plan. Libellula can therefore officially count on a local organisation that opens a pilot public procurement - the new University Library, a contract worth about 2.5 million euros - to civic monitoring practices. The signature on the pact is expected by the end of April.
The new feature in our experimentation is the ways of ensuring the IP sustainability. In Messina we built a legal framework that ensures the use of the small percentage of the total amount of the pilot procurement that is monitored to be used to fund the IP implementation. The University of Messina agreed on such a model and the small percentage will co-fund Libellula and its activities. The project is also funded by The Open Society Initiative for Europe.
The final goal of the project is to show that in dysfunctional, slow-growing contexts, participation applied to public spending processes is a valuable investment for public administrations because its cost is largely repaid in direct (avoided losses, expenditures’ impact) and indirect (fastening of growth) terms. Specifically in economically problematic contexts this investment in civic engagement benefits a large spectrum of local communities. It benefits local administrations and local communities alike, since it provides an innovative tool to prevent inefficient spending of public resources and thus it enhances chances for economic growth and development. It benefits local communities, and specific actors of the local community, since it allows citizens to actively take part in projects involving their territory. In this sense, civic monitoring by means of IP on ineffective municipal spending could be a valuable way to foster the local transition to open government. By finding resources where these are misused, this model allows to sustain civil society at the local level, thus being a stable intermediate body to link local governments with citizens.
At this stage, Libellula is already structurally institutionalized with a specific commitment into the Italian OGP National Action Plan. As it will be demonstrated after, this model could be easily replicated in various local contexts showing signs of sensitization of civic monitoring practices both on the political and the civil society side. In order to promote replication, together with Transparency International Italia, ActionAid and Amapola - the main Italian stakeholders in the IP fields, already involved in the EU Commission program - we are contributing to building a national coalition around IP, composed both by public administrations willing to experiment with open government practices and locally based civil society. The Municipality of Palermo and the Sicilian Region already committed, on the invitation extended by the Parliament Watch Italia, to implement IP in the Italian NAP. Other local contexts, such the Simeto Valley (near Catania, in Sicily) and the Municipality of Padova could join soon. They are joining Milano, Cagliari, Sibari and Madonie, where IP are already implemented in the EU Commission framework.","a:3:{i:0;s:3:""621"";i:1;s:3:""302"";i:2;s:3:""194"";}","Libellula is innovative because it demonstrates the opportunities of the reuse of an already existing good practice - the EU pilot program on IP - and allows already sensitized local contexts to implement the practice independently of the EU framework thanks to an easily be adoptable juridical framework that provides sustainability for experimentation. Furthermore, Libellula’s approach merges ""open contracting"" with “open budgeting” methodologies. In doing so it brings together two critically important features: on the one side open budgeting allows citizens to gain a comprehensive and actual understanding of local public spending and of the political decision concerning resources allocation. On the other, open contracting provides a way to control the actual use of those resources.",,,"In a first phase the Municipality of Messina collaborated with Libellula in designing this process. After change in administration this collaboration slowed down. Our main partner is now the University of Messina, ready to sign the IP. Palermo and the Sicilian Region have also joined the experimentation. Other local contexts, Padova and the Simeto Valley, are already taking steps to join in the future. Libellula has also the collaboration of the main Italian IP stakeholders that help with their know-how in the field.","Among potential users of Libellula’s methodologies and tools we targeted active citizens and CSOs, politicians and public servants, students and teachers, professors, journalists, professionals, entrepreneurs. These are all the actors that should compose the multi-stakeholder civic monitoring coalition that acts as the IP Independent Monitor.","Up to now, the main outcomes are that we have official commitments about Libellula’s IP in our OGP NAP and so the first IPs coming from the EU experimentation are ready to be implemented.
This result came also thanks to the legitimacy gained by Libellula in this experimental field. As OSIFE grantee and with the positive references received (for instance, EU Commission invited us to their last IP stakeholder event in Brussels; Open Government Partnership asked our inputs for their Local Strategy) we managed to influence the National OGP Forum to include this specific commitment and in collaboratively involve other public administrations.
In the future we expect to show that monitored procurement processes have better results than those that are not monitored, and so to create the conditions to further dissemination of IP and civic monitoring labs. To this extent we are working to a tool that imposes open contracting data standards on local public procurement, allowing the comparisons that could demonstrate that we had positive results and concrete impact.","The main challenge we encountered is something we were also aware of: if you work at the local level with open government practices, you could suffer from institutional discontinuity. It is of pivotal importance, in fact, to rely on a stable endorsement of local administrations.
Messina elected a new mayor in May 2018, when our project was almost entering in the most operative phase in collaboration with the local government in charge.
We tried to establish a link with the new one but not successfully.
The administrative discontinuity due to local elections represented a significant setback in the development of our project. We found out that the best way to respond to such setback was relying on the quality of our project and therefore proposing it to other actors able to understand the social and economic potential it displays. This strategy led us to establishing a fruitful collaboration with the University of Messina.","Libellula’s success depends above all on the necessary collaboration of all the actors involved in the IP implementation. These are institutional, civic and economic actors. It is essential that all of them recognize the model as an effective tool for better use of resources. Another important condition is that Libellula collects the collaboration of professionals from different fields (legal, administrative and economical experts) willing to share their know-how and experience when participating in the activities of the lab. Adequate financial resources are an obvious condition for success; human resources and voluntary work have been essential in the early stages of the project to set up the condition for its complete development. Thanks to the OSIFE grant and to a possible co-funding (answer coming in the very next day by Fondazione con il SUD, which aims to foster social infrastructure in Southern Italy) we should have enough resources to explore the potential of our experimentation.","Libellula’s most innovative aspect is the possibility to provide a “matrix” which can be implemented in different contexts. Both the methodologies and tools necessary for building a well-informed and adequately skilled community of participants from civil society organizations and the agreements between civil society, local administrations and contractors can be easily replicated. Libellula works as a format providing an answer to the problem of ineffective allocation of resources, and it is able to tackle this problem according to different scale; in this sense, it recalibrates its contents to the contexts of different projects and administrative magnitudes. This format, also thanks to our partners, already allowed our model to experience a dissemination phase that reached, alongside the University of Messina, the Municipality of Palermo and the Sicilian Region already committed to implement IP in the Italian NAP.","The main challenge, already described, has been the lack of responsiveness by the new mayor. We responded finding a new institutional partner for our project.
Another important lesson learned on advocacy is the importance of the national OGP Forum as a tool to deal with public administrations. The National Action Plan provides an occasion to translate the commitment obtained into a formal engagement in terms of political declarations during public encounters and public events. The NAP can be attractive for those politicians that want to prove their endorsement to transparency and openness. At the same time, since it provides a complex multi-level framework of control to ensure and foster the delivering of results, it is a first fundamental warranty for the commitment implementation.",,,,,,
10541,"“Brazil Transparency Scale” Survey",https://oecd-opsi.org/innovations/brazil-transparency-scale-survey/,,"Office of the Comptroller General of Brazil",Brazil,central,"a:1:{i:0;s:84:""Transparency, open government, civic engagement, prevention and combat of corruption"";}","“Brazil Transparency Scale” Survey",http://transparencia.gov.br/brasiltransparente?ordenarPor=posicao&direcao=asc,2018,"The methodology of the “Brazil Transparency Scale” Survey consists of a checklist on 17 categories that cover all relevant aspects of the access to information regulation at the local level, the existence and functionality of the electronic Citizen Information Service (passive transparency), as well as the information disclosure of public funds, revenue, expenditure, public bidding, etc. (active transparency). The final evaluation score ranged from zero to ten.","As of May 16 2012, Law 12,527/2011 (Brazil’s Access to Information Law) entered into force. With the law in place, any person may have access to documents and information kept by public bodies, within all branches of power (Executive, Legislative, Judiciary and Public Prosecutor’s Office) and in all government levels (Federal, States, Municipalities and the Federal District). After 7 years of enforcement, the biggest problem are the municipalities. Policy makers with a high impact on society – like public planning, urban mobility, primary health care, and basic education – Brazilian cities have the very lowest levels of transparency and accountability, which may help to explain their failure to produce substantial public policies.
Published by the Brazilian Federal Government, through the Office of the Comptroller General (CGU), the index “Brazil Transparency Scale” was designed to analyze the compliance with the law in municipalities with more than 50 thousand inhabitants in all 27 Brazilian states.
The methodology applied by the Brazilian federal government is concerned to improve the transparency and access to information in states and municipalities by means of a positive “competition”.
Despite the legal and institutional actions to promote transparency, government entities face serious difficulties to comply with the law. Thus, the CGU developed a methodology named Brazil Transparency Scale (EBT) to quantify public transparency in states and municipalities, as well as the Federal District. The EBT methodology evaluated the government entities based on points related to Access to Information Law Regulation (adequacy of the law to the local context) and Passive Transparency, including elements such as “Exposure of legislation on the rated site”, “Regulation of Citizen Information Service”, “Existence of Internet service”, “Existence of local regulation”, etc. Regarding the Active Transparency, the survey evaluated aspects such as “Revenue”, “Expenditure”, “Civil servants salaries”, “Travel and subsistence expenses”, etc.
The survey’s first round reported that 63% of the municipalities scored a grade of zero; and 22,6% a grade of one. Surprisingly, more than 85% of the cities that were analyzed received a score of zero or one. On the other side, only seven cities received a score of 9 or 10 (including two state capitals: Sao Paulo with a 10 and Curitiba with a 9.3) and only 20 municipalities had scores between 8 and 9. At the state level, two states received a score of zero (Amapa and Rio Grande do Norte); five states presented very low scores, between 2 and 4 – one of which was Rio de Janeiro. On the other side of the spectrum, six states obtained a score above 9.
The regulation of the Access to Information Law by municipalities is recommended by the Office of the Comptroller General, since the legislation approved locally adapts the general principles of the law to the subnational specificities. In other words, the federal legislation provides a general law that should be applied to any public entity of the federation. However, it is important and necessary that each entity (municipalities, states, Federal District and federal entities) regulates the law to make it suitable to its own reality. This aspect is so relevant in public transparency implementation process that own CGU evaluates through EBT how the law was regulated by the municipality.
In the transparency implementation process in municipalities, it is important the adequacy of civil employees to the new reality, since the internal processes must be changed in order to clarify the actions of public administration. We understand that cultural changes are not easy, but they are necessary, especially in this context.",,"The main goals and hallmarks of the Brazil Transparency Scale are, as follows:
- To support the adoption of measures to implement the Access to Information Law and other laws on transparency and to raise awareness and build capacity of civil servants to enable them to act as agents of change in the implementation of an access to information culture;
- To disseminate the Access to Information Law and to encourage citizens to use it;
- To promote the exchange of information and experience relevant to the development and the promotion of public transparency and access to information;
- To support the implementation of the Access to Information Law and combine efforts to increase public transparency and the adoption of measures for open government in states and municipalities.",,,"It is acknowledged that involvement of other relevant actors in the assessment of local transparency and access to information is fundamental. In this way, we have envisaged an advancement of Brazil Transparency Scale to be implemented in 2019, for evaluation of subnational entities that should include, in addition to the opinion of the citizens, the opinion of civil society organizations focused on the subject of transparency and public oversight","The initiative was designed to serve primarily citizens and indirectly the managers of the three levels of government, academics, control bodies and civil society organizations engaged in actions to promote transparency, access to information and social control.
We found it was essential to support subnational entities as early as possible, using the technical capacities developed by the CGU.","After the publication of the results of the first edition of the Brazil Transparency Scale, there was a significant increase in the number of subnational entities which started to comply with the evaluation criteria used in the established methodology and which are also obligations established by the Brazilian Access to Information Law. Among these criteria, there are the virtual handling of requests for access to information and the need for local regulations of the Law.
Obviously, at the municipal level, the data show that a great effort is still needed to reach federal and state levels, but the results already show improvements. It is important to note that since the disclosure of the EBT results, several state control bodies (states’ Courts of Accounts, states’ prosecution services) started to request more speediness to subnational managers in implementing the access to information measures, which brought advances in the discussion of the subject within the Public Administration.","The methodology of the Brazil Transparency Scale could be improved, since the mere existence of a local regulation doesn’t mean that the compliance with the law is adequate. Despite the fact that the methodology only examines the most basic obligations, the results are below expectations, especially at the municipal level. In order to further refine the methodology and give the respondent further opportunities to demonstrate compliance with legal requirements, a second review stage was included from the second edition of EBT, in which another civil servant, from another CGU local office, reviews all aspects of the evaluation of subnational entities which received low grades.
Also, we consider including, in the next round of the EBT, a document to be sent to the subnational body evaluated, with a clear explanation about the nature of the evaluation, which questions were not properly addressed by it, and which body or bodies to seek for further clarification.","Transparency in the dissemination of results is fundamental to the initiative and took place through several mechanisms. Thus, we created a specific page on the CGU website to explain the methodology of evaluation and release the statistical sampling plan, as well as the results in open data and other information on EBT.
This page has information about all EBT editions carried out so far, with a view to enable citizens and public managers to monitor the progress or eventual setback of the subnational entity on its interest regarding government transparency. Such data can still be used by researchers, scholars and students. In this way, the data is available in its entirety and in open format.
In addition, we sought to facilitate the understanding of information by the citizen through the use of simple and accessible language and the intense use of infographics, especially for the dissemination of information on the state and municipal situation.","The Brazil Transparency Scale initiative aims to deepen the monitoring of public transparency, including actions undertaken by states and municipalities regarding the right of access to information, taking into consideration that, at the beginning of 2014, there was a low number of municipalities with their own local regulations of the Access to Information Law.
The initiative is innovative because it is a methodology capable of evaluating the effectiveness of the provision of the service to meet the requests for access to information made by the Internet. It is also relevant due to the way of disseminating the results of the evaluation, which is based on a strategy known as ‘name and shame’.
Since real requests for access to the information are made, the evaluation team sought to guarantee the reliability of the information regarding the operation of the citizen service, avoiding governmental evaluations which use self-assessment data provided by the entities to be reviewed.","Since the conception of the initiative until the dissemination of the results of its implementation, the following steps can be highlighted:
Step 1: formation of a working group to create the methodology of transparency evaluation to be applied;
Step 2: training the civil servants to apply the methodology;
Step 3: definition of the sample group of subnational entities to be evaluated;
Step 4: realization of the evaluation;
Step 5: carry out the review of the results registered by the evaluators in the previous phase;
Step 6: consolidation of results.
In terms of human resources, we had 6 civil servants of the Coordination of Federal Cooperation and Social Control and 40 civil servants from the Corruption Prevention Centers at the Regional Units of the CGU in states that worked directly in the design, test and application of the Brazil Transparency Scale. In addition to these resources, online assessment questionnaires were created using the Limey Survey system, available on the Internet as a free software, without costs to the Administration.
As demonstrated by the results, without additional budgetary resources it was possible to obtain notable advances in the policy of governmental transparency of several subnational entities. Thus, it is possible to consider that the initiative obtained a high degree of efficiency, in view of the allocated resources.","The methodology was also re-adjusted, with the revision of the items to be evaluated, as well as the systematic registration and archiving of the documents and screens which prove and justify the scores obtained by the subnational entities drawn.
The EBT enabled an evaluation of the effectiveness of the Citizens’ Electronic Information Services, made available by states and municipalities. It also reviewed local regulations of the Access to Information Law. Last but not least, it has also stimulated the use of the Access to Information law by the Brazilian citizens.",,,,,
10554,"Data Visualization Initiative",https://oecd-opsi.org/innovations/data-visualization-initiative/,,"National Energy Board",Canada,central,"a:8:{i:0;s:8:""economic"";i:1;s:11:""information"";i:2;s:9:""transport"";i:3;s:26:""Regulatory Agency (Energy)"";i:4;s:31:""Energy and Pipeline Information"";i:5;s:24:""Environmental Protection"";i:6;s:21:""Infrastructure Safety"";i:7;s:396:""The National Energy Board (NEB or the Board) is an independent federal, quasi-judicial regulator established in 1959 to promote safety and security, environmental protection and economic efficiency in the Canadian public interest within the mandate set by Parliament for the regulation of pipelines, energy development and trade. For more information see the Board’s web site www.neb-one.gc.ca"";}","Data Visualization Initiative","http://www.neb-one.gc.ca/ www.neb-one.gc.ca/energyfuturesdata ; www.neb-one.gc.ca/pipelineincidents and www.neb-one.gc.ca/imports-exports",2016,"In 2016 the NEB launched the Data Visualization Initiative to face the challenge of producing usable and useful data to go beyond using new technologies to deliver better service to citizens. It created multiple products from the same information to expand public participation in the energy dialogue and enable evidence-based decision-making. These products include interactive data visualizations and other materials, such as high school lesson plans, as a new way to engage experts and nonexperts.","The NEB collects, uses, and shares data since its inception. The organization has a long publishing history, yet, despite great public interest on energy and pipeline stories, its reports and data tended to reach a limited expert group. Providing meaningful information to a broad audience of experts and nonexperts requires an innovative approach, especially in an era of instant information.
To pilot a new way to share data, the NEB created the Explore Canada’s Energy Future visualization. This was a curated dataset from the NEB’s premier publication Canada’s Energy Future. This publication started in 1967 and evolved with the advance of technology – from paper publication, to mini disks, to downloadable PDF supplement and Excel spreadsheets, to an online publication and database. 2018 usage analytics shows that, in contrast to the 80,000 pageviews the online report commanded, the interactive visualization received 130,000 pageviews.
Figure 1 (section 7.1) plots the Canada’s Energy Future report’s various versions in 2018 against users’ data skills and format preference, based on usage data (we assumed that usage reveals behaviour patterns). We equate the use of the online database with good data skills, and we assume that those who explore the data visualization may be less skilled with data. People who read the report prefer information packaged (curated), and those who explore the data visualization are comfortable with a less scripted experience. It also seems that those who explore the data visualization acquire new skills in the process and download the curated data.
From the numbers of PDF and HTML downloads or pageviews of the report we might conclude that some people prefer to have the context and meaning of the data explained. From the more than 20,000 pageviews of the online appendices (database), we might conclude that there are other users who are highly knowledgeable in the energy and data sectors. But the success of the data visualization shows that giving people tools to explore data and draw their own conclusions has empowered a new group of people to engage in the energy dialogue. That is the essence of data visualization.
Inspired by the success of the pilot, the NEB established a three-year Data Visualization Initiative (DVI),that will wrap up in November 2019. The main objectives were to: (1) facilitate public engagement; (2) increase public confidence; and (3) advance internal operational efficiency. To achieve these objectives, the NEB partnered with a design team from one of Canada’s leading data visualization research labs, the iLab at the University of Calgary, a computer coding startup, Vizworx, and a leading data innovation expert, Annette Hester from TheHesterView. The experience of exploring different datasets and creating interactive visualizations, data warehouses, web services, and coding the analytics to deliver useful metrics that explain how users are navigating through the visualizations is being documented to facilitate future work. So far two other visualizations were created, Pipeline Incidents and Imports & Exports of Energy to and from Canada. Before the end of the DVI, two more visualizations will be published. Note that all the data and source codes for the visualizations are published in the Government of Canada Open Government Portal.
As the DVI unfolded, we anticipated spectacular data visualizations as deliverables, but we also discovered some unexpected side benefits: (1) data discovery leads to clean and structured data by default; (2) subject matter experts change their perspective when they collaborate with designers, coders, data scientists and communicators in a creative process; and (3) people that work with a dataset day in and day out have new insights when they see these datasets differently, such as in a data vizualization. These side benefits turned out to be the most valuable learnings. The NEB is now moving to treat data as an asset; DVI has opened the doors for future mandates and created a new data and information management business unit led by a data scientist as the vice president. In addition to continuing with innovation in visual representation, the new unit ties management, analysis and public release of data and information together.","a:16:{i:0;s:3:""156"";i:1;s:3:""181"";i:2;s:3:""184"";i:3;s:3:""194"";i:4;s:3:""609"";i:5;s:3:""211"";i:6;s:3:""257"";i:7;s:3:""611"";i:8;s:3:""302"";i:9;s:3:""303"";i:10;s:3:""614"";i:11;s:3:""317"";i:12;s:3:""320"";i:13;s:3:""618"";i:14;s:3:""620"";i:15;s:3:""373"";}","Establishing fully funded three-year research, coding, and expert contracts to use data visualizations as a vehicle to change an organization data culture is unique and innovative. While many enterprises use data visualizations, the creation of these tools usually happen and the end of the analysis process and most often, they are created by the communications’ teams/business units. In contrast, at the NEB, the lengthiest step is data discovery, which is at the very start of the process. It is this interaction between data scientists, visualization experts, subject area specialists, coders, and graphic designers that reveal the challenges of the datasets and exposes additional applications for this data to the specialists that work with these datasets day-in, day-out. Further, to create visualizations the data needs to be structured. This means that instead of having to impose rules, area specialists organically clean and organize their datasets.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","We are currently at the end of the DVI (November 2019). While we are still in the Implementation and Evaluation phases, which for us are a continuous loop, our focus is on the Sustainability of the changes that were introduced to the organization’s business model.
The most significant element for sustainability was the creation of a new unit that combined Data with Information Management and the hiring of a data scientist as the Vice President. Once the new unit was operational, the DVI moved from reporting to the Executive VP for Transparency and Strategic Engagement to the VP Data/IM. From there, in addition to many innovations in data services and digital engagement, the move was to create a strategic plan that delineates the expertise needed to have internal capacity in visual representation to service the enterprise; identify and recruit individuals for these positions; and align the internal processes to ensure they are in place prior to the initiative’s end.","In addition to the NEB experts, the combination of working with world class university researchers, a startup company, and a leading digital data innovator was key to the success of this initiative. Each one of these individuals and groups made a unique contribution. The design team ensured the process was always at the leading edge of data visualization innovation; the coding team brought the speed of a startup, and the digital data lead provided the glue that kept the group working in unison.","Our user analytics show that we expanded our user base. Hence, our citizens—including civil society organizations and companies—have benefited from having usable and useful data in an open and interactive format. We also made a concerted effort to share our processes, source codes, and learnings with other government(s) departments and in the GoC Open Gov site. Finally, our university partners shared their results in leading data conferences, and will publish in peer-reviewed journals.","Our usage analytics data for 2018 show that the most popular format was the data visualization, Exploring Canada’s Energy Future, with slightly over 130,000 page views. In contrast, the online report, Canada’s Energy Future, was viewed 80,000 times for individual sections, and downloaded in full form 1,156 times. The online data appendices, with approximately 20,000 pageviews and 513 Excel downloads, were the next most popular.
Additional significant impacts were the structural changes to the organization, such as changes to main databases, different ways of operating, and even the creation of new units is much harder to capture and evaluate. Ultimately we are looking for sustain changes at the detailed level as well as the fostering of an environment where there is an incentive for innovation, risk, and acceptance of failure. We are in the process of compiling examples and analysis and plan to include them in our final report and methodology.","One challenge was to push the procurement and contracting process to review a proposal that was outside of traditional organizational standards. Throughout the 8-month long contracting process, support from the highest management was key to work through these setbacks effectively.
The second challenge was to convey the need to tolerate a risk of failure, while consuming human and financial resources in the process of building the visualizations. The support base had to be prepared to defend the overall idea.
Finally, it took us a long time to identify that we needed to increase the organization's data literacy at all levels.","First and foremost, the most important element for success is visionary leadership that is prepared to support and drive the project through roadblocks. Second, it is essential to have financing for the full length of the initiative. Third, a core group of supporters within the organization are important to facilitate the work of the team. The existence of an internal group ensures the sustainability of the initiative, after external contracts comes to an end.
After that, flexibility and creativity! Balancing the deliverables to ensure they have a wow factor and capture the imagination of the audience. While it is not always possible to have projects that have immediate impact on the daily work of business units, if that is possible, it should be exercised. Finally, ensuring that the work is validated by outsiders is always a positive signal.","Although it is hard to establish a direct link between the DVI and the increase use of design-focused data visualization in the Government of Canada, many departments cite the NEB visualizations as the gold standard. Many also ask about the use of this tool as an agent of data culture change—and request formal presentations on the subject—however, we are not aware of any department adopting this methodology. It is worth noting that these are early days. We will only be able to evaluate the changing power of this approach a few years from now when we can gage the breadth and depth of the changes.
An unexpected impact has been the interest and usage of these tools by energy and environmental NGOs, academics, and other organizations and multilaterals who are inspired by this example and adopt a new way to incorporate data visualization to their analytics. Last, the design team at the iLab has materials for future papers that will extend the influence of this initiative to new fields.","Support from the highest levels of management and a secure adequate budget are an imperative. This commitment to the initiative/project will be noted at all levels of the organization and enable overcoming future resistance. In retrospect, the one element that the leadership did not understand from the start was the issues associate with data governance. For instance, the importance of data ownership—what data was owned, or not, by the organization. Secondly, the project underscored the importance of having data literacy in senior management, to discuss data-related terms such as structured data, artificial intelligence, or data warehouse. In spite of having been commonly used in management decisions, these terms meant different things to different people. In retrospect, we would have started by offering a data science primer to senior management. It would be interesting to hear other people’s experiences with data-related change management, so that the process can be expedited.
Another lesson was the importance of internal communications about the initiative. Perhaps if there are any smaller projects that have a direct impact into the functioning of business units that can be mixed with the larger projects acceptance would be easier.
Ultimately, one needs to be prepared for a certain amount of resistance. That is always the history of innovation. The plus side with data visualizations is that at the end, you have a beautiful product as a deliverable, and one that people use. It is hard to argue when you have the data to show it works.",,"a:1:{i:0;s:5:""10571"";}",,,,
10556,"Implementation of the Access to Information Act, Electronic System for the Citizen Information Service (E-Sic) and Monitoring of Access to Information Act",https://oecd-opsi.org/innovations/implementation-of-the-access-to-information-act-electronic-system-for-the-citizen-information-service-e-sic-and-monitoring-of-access-to-information-act/,,"Office of the Comptroller General of Brazil",Brazil,central,"a:1:{i:0;s:84:""Transparency, open government, civic engagement, prevention and combat of corruption"";}","Implementation of the Access to Information Act, Electronic System for the Citizen Information Service (E-Sic) and Monitoring of Access to Information Act",http://www.acessoainformacao.gov.br/,2012,"Law nº 12.527/2011, the Access to Information Act, has come to materialize, in practice, transparency mechanisms of public information predicted in the 1988 Brazilian Federal Constitution, and in other several international treaties.
The Law consolidates the understanding that public information is owned by society, not by public bodies that produce or keep it.
Reviewing and improving mechanisms of various processes, such as increasing transparency and knowledge management, were implemented.","Brazilian Federal Constitution of 1988 established access to information as a fundamental right of individuals, reinforced publicity as a basic principle of Public Administration and created instruments to increase citizen participation in government decisions. Although advances made in terms of active transparency was significant, it was lacking a law to define how citizen could request public information. Access to Information Act came to fill that gap.
Until 2012, right of access to information was regulated by Law 11.111/2005; however, paradoxically, such legislation did not have publicity as a basic pillar, but secrecy as a rule. On November 18th, 2011, Law nº 12.527/2011 (Access to Information Act was enacted, with a term of six months for its entry into force. On May 16th, 2012, when the law became effective, it was regulated by the Federal Executive Branch, through Decree nº 7.724/2012.
Since then, Brazilian citizens and entities have made, based on the public or private interest, several requests for access to information produced and accumulated by organs and entities of the Federal Executive Branch. Office of the Comptroller-General of Brazil (CGU) is the body responsible not only for monitoring the application of Access to Information Act in Federal Public Administration, but also for training public officials to implement transparency best practices and to foster a culture of transparency and awareness about the fundamental right of access to information.
Therefore, since Access to Information Act came into force, instruments and competences have been created to guarantee the access to information right, modifying the way citizens relate to government and public affairs. Although challenges in its implementation are still faced, mainly in subnational spheres, and because it is a relative recent normative, Access to Information Act completely reversed the secrecy logic existing in Brazilian Public Administration and determined, in its article 3, item I, that publicity is the general rule to be observed and secrecy, the exception.
The new regime of access to information not only provided citizens with the tools to exercise that right, but also has been transforming Brazilian Public Administration and consolidating the country’s democracy.
Access to Information Act establishes a new logic into public sector and represents the consolidation of governmental transparency policies. The law ensures that access to public information is the rule and secrecy, the exception, and guarantees the exercise of access to information right as laid down in the Brazilian Federal Constitution.
The law defines mechanisms, deadlines and procedures regarding information requested by the citizens to public administration and improve active transparency, establishing obligations to all branches and all federative entities and providing systemic and harmonic regulation on access to information issues in Brazil.
Thus, Access to Information Act made that some extracts from Brazilian Federal Constitution becomes effective, mainly those related to the disclosure of public content by public managers; to publicity as a rule in the Public Administration and to imposition of confidentiality only in exceptional cases; to definition of a series of contents that must be disclosed by public bodies or entities. Besides that, the law constitutes an important asset for Brazilian journalists’ work, allows reduction of bureaucracy, strengthens social control over public policies, is a powerful tool for improving public management and the quality of services provided to citizens.
A very important aspect of Access to Information Act is the waiver of any requirements regarding the reasons for requesting information, as recorded in paragraph 3 of article 10 and reinforced in article 14 of Decree nº 7.724/2012. This means that citizens do not have to explain what motivated he request or say what he will do with that information. Asking is his right, no matter why.
It can be seen, therefore, that the Access to Information Act, by establishing publicity as a rule and secrecy as an exception, provided citizens with a powerful tool for a deeper understanding of Public Administration activities. From its enactment on, the government has the burden of proving that certain information cannot be granted, since, as a rule, information accumulated by Public Administration can be requested and made available through that law.
It is also important to point out that CGU is currently working on the development of a nationwide Electronic System for Citizen Information Service (""National e-SIC""), in order to allow state and municipal entities to use the same Federal Executive Branch e-SIC Portal.",,"The cultural change (from secrecy to transparency) established by Access to Information Act for Brazilian Government and the challenges for implementing this legal norm indicate its innovative character.
Access to Information Act represents a paradigm shift in terms of public transparency, since it establishes that access is the rule and secrecy, the exception. Any citizen may request access to public information or, rather, access to information which is not classified as confidential, according to a procedure that will observe the rules, deadlines, control instruments and resources provided. The focus of the law is the defense of citizen’s guarantees regarding to the State.
Brazilian legislation on the subject is bold, both because it provides for the existence of open data and both because it has the relevant characteristic of aggregating, on one same institution (in this case, CGU), considering the administrative level, the activities of implementation, appeal and sanctioning.",,,"Bodies/Entities: Due to this subject relevance and priority, the process began with meetings involving Executive Secretaries of all Ministries. They participated from the outset and were made aware of the importance of Access to Information Act, of its main mechanisms and of the timelines and efforts required to implement them in a timely manner. Government officials and Unesco technical cooperation were also key.","The successful implementation of Brazilian law stimulates society not only to be more informed and aware of its collective rights and responsibilities, but also to strive for more transparency on public administrations. Well-informed citizen has better conditions to know and access other essential rights, such as health, education and social benefits, as well as to exercise effective social control.
CSO: Access to Information Act helps improve public management and the quality of services.","Access to Information Act Dashboard: request and response statistics, most-requested bodies, distribution of requests by geographic region, and overall profile of applicants.
Creation of the Transparent Brazil Program in 2013, with the objective of assisting states and municipalities in the implementation of the transparent government measures envisaged by the Access to Information Act.
Creation of the SIC Network: RedeSIC, a CGU initiative, with the support of the then Ministry of Planning, was created with the aim of being a space for dialogue, cooperation and exchange of knowledge and experiences between Citizen Information Services (SICs) of the Federal Executive Branch. The Network works as a technical and operational support to each other, encouraging inter-agency cooperation, which contributes to strengthening the right of access to information and a culture of transparency.
Production of videos and campaigns.
Continuous improvements in the e-SIC System.","It was challenging to ensure the implementation of the Act: challenges of a technical and technological nature and also of an administrative nature were addressed, including the need for financial and human resources to ensure compliance with the provisions of the Act.
It was also necessary to overcome the culture of secrecy that, in a silent way, was still one of the great obstacles to the opening of governments. In this sense, the performance of public agents, committed to transparency and access to information, proved to be essential and determinant for the effectiveness of the Law.
Some challenges are highlighted:
- Importance of the integrated action of the agents responsible for the Law;
- Need for continuing education;
- Need to formalize the internal flows by the bodies with the publication of regulations of the procedures related to the access and the treatment of documents and information;
- Homogeneity of the Act in all spheres and powers;
- Change of open data culture.","Some points were fundamental to the success in the Act implementation, among which the first priority was with the issue and involvement of senior leaders in this process.
Due to the importance and priority of the subject, the process began with meetings with the Executive Secretaries of all Ministries, who were involved from the outset and made aware of the Act importance, its main mechanisms and deadlines and efforts required to implement them in a timely manner. Each Executive Secretary was asked to indicate an interlocutor who could actively participate in the implementation process, with due authority and ability to conduct the work within the body.
A piece of research, the commitment of civil servants and the sponsorship of top leaders were key for the great success.","The CGU is responsible for promoting good practices of guaranteeing access to information. To do so, it maintains the website www.acessoainformacao.gov.br, promotes meetings and disseminates statistics and indicators.
The CGU provides training and guidance to the Federal Executive Branch: these activities are intended to provide technical clarifications on core issues of the access to information policy, as well as on specific issues that may prove necessary. In addition to courses, lectures and workshops, the CGU constantly develops and updates guidelines for servants that work with the Access to Information Act.
In addition, through the Transparent Brazil program, it assists bodies from other administrative spheres and other powers to implement the Act, including the assignment of the e-SIC System source code and support through technical forum.","The implementation of a system of access to information has as one of its main challenges to overcome the culture of secrecy that often prevails in public management. The provision of information to the citizen requires a culture of openness and the civil servant plays a fundamental role in the cultural change, as they daily deal with public information, from its production to its archiving.
In a culture of access, public agents are aware that public information belongs to the citizen and that it is up to the State to provide it in a timely and comprehensible manner and effectively meet the needs of society. A virtuous circle is formed:
Citizen demand is seen as legitimate;
Citizens may request public information without justification;
Efficient communication channels between government and society are created;
Clear rules and procedures for the management of information are established;
Civil servants are permanently enabled to act in the implementation of the policy of access to information.
In this way, it is noted that the advantages of a pro-access administrative culture are numerous: transparency increases vertical accountability, oversight by the media and monitoring by interest groups, thus contributing to the improvement of good management practices.
Finally, initiatives that reinforce the path of transparency in Brazil are highlighted: measures taken within the Federal Executive Branch - related to data disclosure, transparency in decision-making processes, improvement of information management, greater transparency in the transfer of financial resources, incentives to civil servants - as well as the advance in the regulation of the Access to Information Act in the States of the Federation.",,,,,,
10594,"Electronic System for the Citizen Information Service (e-SIC)",https://oecd-opsi.org/innovations/electronic-system-for-the-citizen-information-service-e-sic/,,"Office of the Comptroller General",Brazil,central,"a:1:{i:0;s:84:""Transparency, open government, civic engagement, prevention and combat of corruption"";}","Electronic System for the Citizen Information Service (e-SIC)",https://esic.cgu.gov.br,2012,"The Electronic System for the Citizen Information Service (e-SIC) was developed to enable, in a cost-effective and efficient way, the reception and processing of access to information requests. The system facilitated the implementation of the Access to Information Act and serves as an essential tool for monitoring its implementation.","The Law nº 12.527/2011, known as the Access to Information Act (LAI), establishes procedures to be followed by all constituent public bodies of the three power spheres in order to guarantee the accomplishment of the right to information, established in art. 5º of the Federal Constitution. The Law was published on November 18, 2011 and entered into force 180 days after that date, on May 16, 2012.
At the time, its implementation was a huge challenge within the Federal Executive Branch, because there was a short period of time to mobilize and prepare the public bodies to a new way of action in which the access is the rule and the secrecy is the exception.In order to ensure the required structure to the full functionality of the Law from the first day of its validity, the Federal Government needed of a mechanism to facilitate the access to public information and the communication between the government and the citizens.
Thus, the Federal Comptroller's Office (CGU) created the Electronic System of the Citizen Information Service (e-SIC), which is a unique system that centralizes all requests for access to information addressed to the Federal Executive Branch. The main objective of the e-SIC is to organize and address citizen's access to information requests, to provide the administration with a monitoring mechanisms for the implementation of the Law and to produce statistical reports.
The e-SIC is available on the Internet and allows any individual or legal entity to forward access to information requests to the bodies of the Federal Executive Branch. Through the system, it is also possible to monitor the compliance with the deadline for replying, to check the responses received, to lodge appeals, to present a complaint, among other actions.
The instrument also allows, in accordance with the law, for public servants to respond to requests and resources; extend the deadlines for response; redirect the requests to the bodies, manage the servants that can respond to the requests; update information from the Citizen Information Services (SICs); and perform a follow-up of the services response through reports. The e-SIC offers, therefore, many advantages to the citizens and to the government, like:
• Availability via web for any interested citizen that has access to the internet
• Low cost for the citizen to make requests for accessing the information and also for the public body to send the responses;
•Celerity in the process of receiving and sending requests and responses
• Comprehensiveness of the entire Federal Public Administration, facilitating the submission of requests and the extraction of statistical data to monitor the Law;
• Implementation of computerized routines for the flow among requests and responses
The CGU is the body responsible for keeping the full operation of the e-SIC, to implement improvements and to guide the Federal Executive Branch and the citizens about its functioning. Since it was launched on May 16 2012, the system had already incorporated some modifications, aiming to adapt it to the normative that regulates the Access to Information Act in the scope of the Federal Executive Power (Decree nº 7.724/12) and to better serve the users and the public servants.
In November 2018, for example, the e-SIC started to enable a function allowing citizens to preserve their identity in cases of information requests that could substantiate a report on any public agent or body. Therefore, the possibility for citizens to protect their identity was introduced, through the Citizen Information System (e-SIC), when they lodge an information request whose nature may be subject to a complaint.
From the recognition that the system has obtained, the CGU is preparing a proposal to potentially extend its scope to sub-national entities. Thus, these entities may also use the e-SIC to receive and process their requests for access to information.",,"In order to facilitate and simplify the procedure to send, as well as process, access to information requests under the Access to Information Act, there was a need for the Federal Executive Branch to develop an integrated system, available on the web and easily accessible to all citizens. Thus, considering that it is the State's duty to guarantee the right of access to information, the Office of the Comptroller General developed the Electronic System for the Citizen Information Service (e-SIC), an innovative instrument in the country, launched on the 16th of May 2012, the same date that the Access to Information Act entered into force.
It should be noted that the creation of e-SIC is also an important example of innovation in the electronic and automated provision of public services, since it allows the whole cycle of access to information - from the entry of demand to the output of the response - to be performed by the system. In addition, e-SIC is administered by the CGU, the monitoring body.",,,"The resources required for the development and launch of the e-SIC were obtained under the technical cooperation project signed between the UNESCO and the Office of the Comptroller General (CGU), entitled ""Brazilian Policy on Access to Public Information: democratic guarantee of the right to information, transparency and citizen participation"". Through this technical cooperation, two notices were issued for the hiring of consultants in charge of developing the system.","Currently, more than 345 thousand citizens are registered (and have already registered requests for access to information) in the e-SIC system. In addition, 1,463 civil servants and more than 310 bodies and entities of the Federal Executive Branch are registered in the system.","The e-SIC has been adopted by almost all institutions part of the Federal Executive Branch and, with the opening of its source code and the disclosure actions carried out by the Transparent Brazil Program, the system model has been used in several States and Municipalities.
By becoming available on the internet, e-SIC contributes to a larger number of people being able to demand and receive public information, since citizens are not required to go personally to the body's headquarters to make a request. Between May 2012 and January 2019, more than 700,000 (seven hundred thousand) requests for access to information in the e-SIC system were registered. In addition, more than 345 thousand citizens are registered (and have already made requests for access to information).
The information obtained by citizens through the e-SIC allows them to know better the performance of the Public Power and its agents. Therefore, access to public information can be considered a fundamental condition for the citizens.","The implementation of the e-SIC has proved to be a major challenge in the scope of the Federal Executive Power, since the deadline to mobilize and prepare public bodies and entities for a new logic of action, where access is the rule and secrecy is the exception, was quite small. In response to this challenge, the CGU, prior to the entry into force of the Act, promoted face-to-face courses aimed at the civil servants that would integrate the Citizen Information Services (SICs) teams. In addition to preparing them to comply with the procedures of the Act, the training had as objective to instruct the servants on the operation and operationalization of the e-SIC. More than 700 people were trained from various agencies and entities of the Federal Executive Branch.","The success of this innovation is due to the wide dissemination made at the time of its launch, the training of civil servants to operate it, the creation of didactic-use manuals and the constant work of maintenance and updating of the system.","The e-SIC is adopted by almost all the bodies of the Federal Executive Branch, and access to the source code of the e-SIC system is already available for bodies or entities of the public administration of States and Municipalities that wish to broaden access to information. Currently, a project related to the use of the same e-SIC platform by subnational entities is in progress, in order to standardize the electronic system for receiving and managing requests for information access between federal, state and municipal levels.
This initiative has already been shared with a couple of countries.","In the system implementation process, we observed the importance of the training of the servants that composed the teams of the SIC`s. In addition, the preparation of the manuals, the information made available on the web and the channel for clarifying doubts were very effective. Awareness of the importance of the Access to Information Act and the orientation of how to use the system were lessons learned from this initiative.",,,,,,
10617,"Pol.is, Official Languages and a Shift Towards ‘People-First’ Policy Development",https://oecd-opsi.org/innovations/pol-is-official-languages-and-a-shift-towards-people-first-policy-development/,,"Public Service of Canada",Canada,central,"a:5:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:31:""Evidence-informed public policy"";i:3;s:17:""Public engagement"";i:4;s:18:""Open policy-making"";}","Pol.is, Official Languages and a Shift Towards ‘People-First’ Policy Development",,2018,"Open policy-making is an opportunity for government and stakeholders to move from linear, polarized, single-issue, interest-based considerations to interactions that are networked, collaborative, opportunity-based and where complexity is viewed as an asset. Adapted for the Government of Canada context, Pol.is is a cost-effective and highly scalable, digital engagement platform that can be used as part of broader strategies to put people and robust evidence at the heart of government decisions.","CORE PROBLEM: There is an ever-increasing awareness that government policies, programs and services are developed in environments that are as complex as public challenges the seek to address. Diverse perspectives are often acknowledged as potential assets in addressing complex problems in novel ways. But tensions can are easily exacerbated in the digital era, as affinity groups around wide ranges of perspectives can quickly coalesce and, more often than not, collide. The resulting tensions create all sorts of challenges for governments, which struggle to know how to engage with stakeholders and citizens and refresh policy approaches to complex domains given with the volume, velocity and variety of standpoint in a marketplace of competing ideas. In the Canadian context, public engagement efforts are further compromised because many tools, methods and approaches cannot be successfully adapted to accommodate the needs of a highly heterogenous population, including linguistic diversity.
OPPORTUNITY: Pol.is is an artificial intelligence (AI) powered, open source, engagement platform that identifies areas of consensus (and lack thereof) from across stakeholder groups within large, heterogenous populations. Pol.is quickly and effectively generates the sort of rich information usually collected through time-consuming and expensive community forums, focus groups or interviews. It accomplishes this by using machine-learning algorithms that extract patterns from data produced by respondents. Adapted for use in the Government of Canada (GC) context, Pol.is was adapted to meet all compliance requirements (including official languages) for deployment the Canadian federal context. Pol.is facilitates open-policy-making by letting individuals do what individuals are good at— sharing perspectives and experiences by submitting tweet-length statements, as well as reading and voting on the statements submitted by other participants. As a conversation unfolds, Pol.is allows computers do what computers are good at—finding patterns and visualizing the results. Used as tool within stakeholder engagement initiatives, Pol.is allows governments to demonstrate commitment to building stronger relationships across diverse stakeholders as part of building a stronger evidence base to address public goods issues.
HOW DOES A POL.IS ENGAGEMENT WORK? A cloud-based engagement platform that and can be accessed from any device, Pol.is is a tool offers the opportunity to enhance openness and participation, placing much of the control into the hands of participants. Participants build a conversation with each other when individuals submit tweet-style statements that reflect their experiences and perspectives. The accumulation of statements creates a dynamic, virtual conversation. The more diverse the participants, the broader the conversation. To add a quantitative layer to this qualitative (or anecdotal) exploration of an issue, Pol.is facilitates participants to ‘vote’ (i.e. agree, disagree or pass) on each statements, thereby deepening the conversation. Participants can start anytime during an engagement. They can visit the conversation as often and for as long as they want, contribute as many statements as they wish. The platform efficiently tracks voting by participants, so that on each subsequent visit participants only see a stream of statements upon which they have not yet cast a vote. In an open engagement, the Pol.is link can be shared by participants with anyone they think might be interested in the topic under discussion. And with the GC adaptation, participants are able to choose whether and when to apply translation. In addition analyzing and visualizing the data and reporting results of the conversations themselves, Pol.is also provides data regarding participant practices, which can be explored to ensure strengthen government approaches to stakeholder engagement.
PILOT PHASE OF POL.IS IN A GC CONTEXT: Pol.is first use in the GC was in an open conversation around the changing nature of the visual arts marketplace in Canada. The goal: to host a conversation on a single digital channel, in which participants could participate in the official language of their choice (i.e. English or French). Usually, this would require two separate channels, one per official language. This might further result in costly complaints to the Canadian Official Languages Commission, as well as less trust and/or understanding around a shared public goods issues. By committing to an open engagement with stakeholders, the government team was able to invest its time into efforts to adapt Pol.is to deliver a frictionless experience to participants while being compliant with all GC requirements, including official languages policy. Five subsequent tests Pol.is deployments have been undertaken at Canadian Heritage. Data and insights from the pilot phase are collated into a document that discusses scaling open engagement. Subsequent phases are being scoped.","a:6:{i:0;s:3:""147"";i:1;s:3:""181"";i:2;s:3:""194"";i:3;s:3:""623"";i:4;s:3:""302"";i:5;s:3:""303"";}","Through agile process, Pol.is was adapted in six months as a digital engagement to comply with all GC requirements related to data privacy, security, accessibility and official languages. Pol.is was deployed six times in 2018 to identify the conditions under which this digital tool addresses the following long-standing stakeholder engagement challenges in a Canadian open government context.
- How to support both Canadian official languages in a single conversation without the lag-time or costs associated with traditional translation services?
- How to accommodate any number of participants without any increase in the time or costs for data analysis?
- How to combine qualitative and quantitative data as relevant policy evidence?
- How to host digital engagements that do not devolve into combative monologues where the loudest voices dominate, and long-held impasses prevent groups from moving forward on complex policy issues?","a:1:{i:0;s:14:""implementation"";}","Implementation (Pilot Testing and Refinement): Public service experts from IT, security, privacy, accessibility, official languages, communications, public opinion research, policy research, policy development, public engagement, open government, procurement and legal services teamed up to pitch, adapt and deploy Pol.is in under six months. We worked in deep collaboration with external partners. For instance, on the technical side, the small technology startup company that developed Pol.is supported the platform’s adaptation. During the same six-month period, we worked with 25 stakeholders groups and prepared for the pilot deployment of Pol.is in a national engagement, which explored the impact of digital disruption on the marketplace dynamics experienced by visual artists. Five subsequent deployments took place in 2018. The data from this pilot phase is being used to develop a plan to sustainably scale the use of Pol.is across the GC.","Pol.is was developed by a technology start-up based in San Francisco, with which the government team worked closely to adapt Pol.is an digital engagement tool to fit the open government context. Using agile process, specialists articulated and tested versions against GC requirements, while the start-up made changes keeping user-experience at the heart of its design. The start-up continues to learn alongside us, which has led to transformations in its own business model.","We used Pol.is in 3-week open conversation with a broad and diverse cross-section of stakeholders in the Canadian visual arts marketplace, including artists, wholesalers, institutional collectors, galleries, museums, schools, artist-supporting organizations. We supported stakeholder learning and preparation to use a new digital tool. In a data-poor issue area, stakeholders were eager to generate data, even asked to extend the conversation by one week once it was underway.","FROM DIGITAL SURVEY TO ‘PEOPLE-FIRST’ DIGITAL ENGAGEMENT: Before Pol.is, surveys developed by analysts were deployed for a 4-week periods, generating between 30 and 75 responses. During a 4-week period, Pol.is drew 752 participants, 200 of whom submitted statements. The total number of statements was 577. The total number of votes cast was 43, 968.
LANGUAGE NO LONGER A BARRIER: The adaptation of Pol.is put in-real-time translation capacity (via Google Translate) at the hands of engagement participants, 87% of whom participated in English and 23% in French. Google Translate proved to be 77% as effective as paid-translation services, with huge time- and cost-savings (i.e. in-real-time and free) to Canadian tax-payers. This solution can be scaled up to unlimited numbers of participants, which allows for larger data captures. Moreover, it is linguistically-scalable and can accommodate any language, including Indigenous ones, that are offered on web-based translations sites.","LANGUAGE: Language politics is very sensitive in the Canadian federal context. Traditionally, we have not had the tools to host effective, cohesive, participant-driven conversations as part stakeholder engagement and open dialogue. Previous attempts to use online tools have yielded linguistically-segregated and/or –marginalized results. While this pilot benefitted from the time- and cost-savings associated with artificial intelligence and machine-translation, translation accuracy rate hovered around 77%, eliciting a single complaint to the Office of the Commissioner of Official Languages (OCOL) and triggering a project review. We anticipated (indeed invited) such an occurrence in order to extend the dialogue we had started with the OCOL prior to the deployment of Pol.is. The dialogue with OCOL is an on-going, productive one. They remain interested in the use of technology to foster language duality, but would like to be kept closely briefed on our activities.","There needs to be sufficient political will and public service know-how to put people at the centre of policy development. We have learned that a tool is just the start of ther journey. Successfully and sustainably scaling of Pol.is across the GC requires increased capacity building in the following areas: open policy-making, digital literacy, public engagement. Now that we have a well-functioning tool that has proven to be compliant across GC requirements, we have started to scope out a new phase of work, and plan to embed a data scientist and a design professional onto an engagement/policy development team, so that we can use the tool across an entire policy development cycle. We continue to stay connected with the GC communities of practice and secretariats that have supported us to this point. We are also on-boarding new partners, as well as connecting with external specialists that can help inform our work as it moves forward.","As part of the pilot phase, 5 subsequent deployments of Pol.is occurred throughout 2018, as Canadian Heritage explores the use of Pol.is in different stakeholder relations context. These cases have helped us develop ‘use-when’ scenarios, as well as a guidebook to help other teams across the GC implement their own Pol.is open engagement processes. We have found that the tool functions as desired in terms of opening (and increasing) participation, generating data and ensuring linguistic and other forms of inclusion (i.e. accessibility, etc.). We have also learned that the capacity required to surface the nuances in the data requires a level of data literacy beyond that found in the average policy, program or research analysts. In terms of next phases of work on Pol.is, we are seeking to build strategic partnerships with organizations that have it as their mandate to increase the data capacity across the GC.","OPEN POLICY-MAKING IN THE DIGITAL ERA: Digital technology can build relationships, as well as enhance trust and understanding across diverse standpoints. Pol.is effectively collates diverse perspectives and sorts through areas of consensus and lack thereof. As such, Pol.is is at its best when combined with other tools and methods to create a cohesive engagement strategy. For open policy-making, Pol.is data requires stakeholders to be involved in co-interpreting results.
DATA LITERACY & EVIDENCE: Pol.is yields AI data that surfaces nuances and patterns across the many issue and stakeholders that combine to make up a policy challenge. Advice from data scientists and specialists throughout a stakeholder engagement project’s life cycle is required, a but such capacity is limited within Government of Canada context. Opportunities for Phase II Pol.is work is currently being scoped, particularly collaborations with internal partners (i.e. Statistics Canada, specialists working in the public opinion research domain, etc.). Meanwhile, our start-up partner has come to realise that the introduction of a software-as-a-service (SaaS) solution was simply a starting point for their journey. Their business model is now evolving from a private company to a benefit corporation model (B-corp, a for-profit company with clear commitments and priorities societal and environmental agendas) whereby additional services and tools can be developed to support and enhance data literacy and capacity.
LANGUAGE: The adapted Pol.is platform offered a highly effective and exciting remedy to some of the quality, cost and time challenges related to official language use within stakeholder engagements. Any limits to the effective exploitation of machine translation can be addressed through clear user-guidelines around submission of participant statements.","The two contacts for this project are:
Deepika Grover (Canada's Free Agents, Natural Resources Canada)
Email: dee.grover@gmail.com
Twitter: @barefoot_pivots
Phone: 613.552.3815
Cedric Jean-Marie (GC Entrepreneur, Canadian Heritage)
Email: dyomides@gmail.com
Twitter: @dyomides
Phone: 819.700.2727",,,,,
10661,"Digitally enabled community engagement in policy and programme design",https://oecd-opsi.org/innovations/digitally-enabled-community-engagement-in-policy-and-programme-design-2/,,Converlens,Australia,central,"a:4:{i:0;s:8:""external"";i:1;s:11:""information"";i:2;s:7:""science"";i:3;s:23:""Artificial Intelligence"";}","Digitally enabled community engagement in policy and programme design",,2018,"Converlens emerged from the Australian government’s 2017/18 Business Research and Innovation Initiative (BRII) ""Digitally enabled community engagement in policy and programme design"" challenge. The BRII challenge linked into OGP Australia’s first National Action Plan. Deploying artificial intelligence (AI) to provide a smart layer of qualitative natural-language processing techniques (NLP), Converlens assists people in government to excel at managing the submissions and communications process.","Converlens unpacks the cardinal challenges that governments experience while engaging with communities: fundamental pain points that surfaced during problem-discovery research for the four-month feasibility study. For example: matching the right expertise to the ‘right’ government problems; including relevant contributions from ‘off-channel’ sources; and facilitating ongoing interaction with communities often left in the dark about an engagement’s outcome. Other issues include how to deal with large volumes of public input that may not receive sufficient review and response due to resource constraints; as well as ‘closing the communication loop’—that is, ensuring that those who participate receive fast, sufficient feedback. Deploying artificial intelligence (AI) to provide a smart layer of qualitative natural-language processing techniques (NLP), Converlens assists people in government to excel at managing the submissions and communications process. By automating aspects of this process, Converlens alleviates the administrative burden, enabling public servants to maximise their value contribution to pressing issues.
Converlens focuses on the practical problems faced by public servants tasked with administering engagements. These pain points include running the day-to-day tasks of building engagements with communities; reaching out to the right stakeholders at the right time; and handling and analysing communications in the review and feedback loop. Converlens’ public-participation tools are designed with government for government by people who get government’s fundamental needs. This toolkit combines to ease the administrative burden that so often thwarts successful outcomes due to resource, budget and time constraints, and offer agencies the ability to discuss and moderate the full suite of submissions internally—in a safe, controlled, managed-risk environment that facilitates radically leaner and more productive decision-making. By accommodating all levels of staff expertise and reducing the time it takes to conduct engagements, Converlens lowers the barriers to undertaking an engagement. Designed for public servants, Converlens’ improved toolkits and capabilities enhance outcomes for both sides of engagements, encouraging easier, faster and more effective engagements with greater frequency.
The beneficiaries of this undertaking are the stakeholders on both sides of engagements: government agencies and staff employing new capability; and the communities, citizens and organisations served through the application of a more inclusive and responsive engagement framework. Sharing engagement challenges common to public-service agencies in Australia, government agencies across the world would benefit from Converlens’ practical solutions. Governments also have a strong hand opening or closing channels for community participation, so a smart toolbox designed to conduct valuable engagements can encourage agencies to run consultation initiatives more frequently and convincingly, ultimately benefiting communities too. This can lead to a virtuous cycle, as increased trust on both sides of engagements leads to superior engagement levels and improved outcomes for all stakeholders. Improved analytical capabilities also assist governments to better harness community input for making decisions—AI, for instance, can save governments vast amounts of time when dealing with anything but the smallest number of submissions and facilitate better recommendations of who to talk to. By using automated, qualitative processing capability to address time consuming, yet low value work, AI-powered technology frees up extra time to help human staff make crucial value judgements and the smartest decisions when interpreting big data. Programmes like the BRII challenge also encourage the SME sector, which—in turn—provides government with a competitive, solutions-focused channel that is already delivering successful outcomes.
In 2017, Converlens secured a competitive, million-dollar grant from the government of Australia to help disrupt the public-engagement space with innovative civtech/govtech solutions. Today Converlens is available commercially for governments at local, state and federal level: not only in Australia, but internationally. This SME has also secured commercial contracts from the most senior department in the Australian government: the Department of the Prime Minister and Cabinet, as well as state and local government departments. This serves as an important endorsement of the commercial viability of Converlens’ solution—a key BRII requirement. Thanks to support from the BRII and collaborative partners, Converlens streamlines the process of conducting public participation for government agencies, in turn empowering agencies to do their work with greater ease, speed and cost-effectiveness. Its entrance into the public-engagement space holds essential but far-ranging implications for international government agencies.","a:6:{i:0;s:3:""184"";i:1;s:3:""876"";i:2;s:3:""181"";i:3;s:3:""302"";i:4;s:3:""211"";i:5;s:3:""147"";}","Two key factors made the project innovative. Firstly an innovated procurement approach was chosen by the Australian Federal Government. Rather than working with established, bigger corporations, the BRII initiative utilized skills from start-ups and SME's to co-create a solution that was fit for purpose. This offered an agile and cost effective approach to development of solutions in addition to providing critical investment to smaller companies. Secondly, the AI technology developed in the project has provided an innovative approach to dealing with large amounts of qualitative data often encountered with community and stakeholder engagement. The solution makes it easier for people to explore data and form insights so they can focus on high value work such as collaboration and communication of outcomes and with stakeholders.","a:1:{i:0;s:14:""implementation"";}","Converlens is now being used in The Independent Review of the Australian Public Service and other federal engagements such as the Review of the Melbourne Declaration, as well as other state and local government community engagements. This is has demonstrated that the solution can be successfully applied across all levels of government.","Converlens worked closely with several agencies and departments within the Australian Government throughout the project. This included the Department of Industry, Innovation and Science (DIIS), the Department of Social Services (DSS) and the Department of the Prime Minister and Cabinet (PM&C). All departments involved helped direct the development of the solution ensuring it was fit for purpose.","The project involved stakeholders and users varying from Australian Government officials who were using the solution to facilitate engagement, as well as citizens, civil society and industry who participated in the Australian Public Service (APS) Review. Government use of the product meant they could realize efficiencies when running the engagement. Community members who engaged with the APS Review were provided a better opportunity to be heard by contributing through the solution.","It is easy to reflect on the technological innovation in this process, such as natural language processing, data visualisation or AI-powered capabilities. However, the real breakthrough was applying this innovation to the challenges raised within government agencies by the administrators running such engagements. By listening directly to these issues, a better understanding emerged of what was and was not working, coupled with a deliberate approach to avoid being prescriptive about how government ‘should’ conduct engagements. The empirical observations of the process, stakeholders and outcomes revealed resource constraints on staff (such as budget, time, knowledge) as a significant limiting factor. This directed the design and application of these AI, NLP, analytics and communications technologies. The main innovation was combining the technology with a discovery process designed to address government’s greatest engagement pain points.","Converlens was new to larger spheres of public participation when it won the BRII’s million-dollar grant in 2017. Although this grant allowed the team to look at digital community engagement with fresh eyes—it was nonetheless a challenge to gain a comprehensive grasp of the problem domain, as well as determine the viability of the solution within the four-month period of the feasibility study. Within this framework, there seemed to be a clear disconnect between agencies: they were repeatedly trying to solve the same set of problems while struggling to find consensus on why certain failures continued to re-materialise. Co-creation was certainly a core element of solving the challenge: even so, challengers were also required to innovate by producing solutions without too much government input. In a word, Converlens needed to maintain a balance between interpreting the BRII’s upfront information, asking additional questions and calling on original insights from its own investigations.","A key factor of success in the development and successful deployment of the innovation was the co-design process used. One of the main drivers of the BRII challenge was to look for innovative procurement of solutions for the government. Rather than reaching out to established, bigger companies and consultancies to solve the challenge of ""Digitally enabled community engagement in policy and programme"", they brought in SME's to come up with a solution. This provided a cost saving to the government, offered investment to start-up businesses and created genuine co-creation dynamic. Open access to government employees and stakeholders allowed fluid and rich ideation that really informed the development of a the Converlens solution. In turn the end product was focused on solving the real problems associated community engagement face by government employees.","Converlens is now helping government departments at a federal, state and local level. This has demonstrated that problems faced by large government departments can also apply to smaller departments, namely processing efficiency. Converlens provides efficiency with sourcing of input from stakeholders and communities as well as processing, analysis and management of data, and this has now been replicated and scaled across the different applications at all levels of government.","Solving government-innovation challenges from government’s point of view turned out to be crucial. As intuitive as this may sound, government’s requirements don’t often feature upfront within the community-engagement spectrum. Focusing on community requirements — such as exploring means to increase citizen voices — will make scant difference to government decisions if no one addresses the practical issues of conducting government-led engagements. After all, governments hold the key to opening up the space for community participation. Several factors may lead to poor community participation and experiences: engagements resulting in rubber-stamped decisions; necessary specialist expertise not being brought into the conversation; and citizens receiving zero feedback on the outcome of their consultation. Was their contribution even read and considered? Rising public expectations and declining trust in government mean that government agencies are working under increasingly tough time and cost constraints. However, a surprising learning—given stereotypical characterisations of “government doesn’t care”, “they don’t listen” and “nothing ever changes” — was seeing how well government understood the issues at play. Instead of finding an indifferent, apathetic civil service, Converlens met skilled staff struggling with very real, practical resource issues. More often than not they were hamstrung by budgets, staffing and time pressures. The problem clearly wasn’t that government didn’t care. It was a general capability quandary dictated by system limitations. The deep scepticism of “software solutions” promising answers after years of repetitive failures delivered the insight that technology wasn’t the full answer: Converlens had to find human-tailored solutions to help staff execute their functions effectively and capably.",,"a:1:{i:0;s:5:""10667"";}","a:1:{i:0;s:5:""10668"";}",,https://www.youtube.com/watch?v=tJYvxQam6cg,
11051,"Online progress monitoring of the Open Governmment commitments",https://oecd-opsi.org/innovations/online-progress-monitoring-of-the-open-governmment-commitments/,,"Ministry of Administration Reform and Public functions",Morocco,central,"a:1:{i:0;s:12:""public_admin"";}","Online progress monitoring of the Open Governmment commitments",http://gouvernement-ouvert.ma,2019,"In order to set a common understanding of the progress made on the Government action plan related to Open Government, an online platform publicly shares the details of every government commitment and its corresponding progress. This approach offers:
- A framework for coordination between the different administration entities around Open Government
- A tool for transparency and accountability to be used by civil society and the general public","Coevaluation is a fundamental principle of Open Government. The general public, civil society, and all stakeholders should have access to the necessary information to evaluate the degree of the respect of different commitments of the government action plan. Yet, a posteriori evaluation is often obsolete as it leaves little window for improvement. And any feedback cannot be applied to current action plans.
The project is an online system that enables continuous public monitoring and evaluation of different Open Government commitments. This approach achieves these objectives:
1- For the public administration:
- It facilitates coordination between different administrations.
- It identifies delays or blockages that require high management decisions. As the platform measures and monitors the respect of the present planning.
2- For the general public and civil society:
- It enables transparency on the actions taken by the government.
- It enables facts and data based accountability on government actions.
This system is currently officially used and administered by the OGP coordination team under the Ministry of Administration Reform and Public Functions. It is under continuous improvements based on the demands of civil society and public servants involved in the Open Government process. Some near time improvements include an automated notification system, a standard reporting system, and a more elaborate index system.","a:3:{i:0;s:3:""210"";i:1;s:3:""621"";i:2;s:3:""302"";}","1- Monitoring methodology:
Previously, monitoring was tracked through lengthy meetings with low visibility on status, delays, and projections. With this system, monitoring is tracked on a micro level by checking every activity on every commitment.
2- Evaluation methodology:
The evaluation used to be communicated through descriptive reports. The system summarizes the evaluation on a single quantitative number (percentage of the implementation progress). This enables easy identification of the shortcomings.
3- Delay management
Delays on implementation were often not concerning, except in major cases. The system identifies and notifies every minor delay to help take corrective actions at the early stages.
4- Transparency
The general public has access to progress status and indicators of every action in every commitment.
5- Accountability
By publishing a status update, the system would lead to shifting accountability techniques to data-driven and evidence-driven advocacy.","a:1:{i:0;s:14:""implementation"";}","The platform is already deployed on www.gouvernement-ouvert.ma in Arabic and French languages. It is currently used by the Open Government Implementation committee as a unique tool for tracking progress and identifying blockages. It is used by the Open Government Steering committee to evaluate progress on the implementation of the action plan.","'- Government officials: the cocreation process with different public officials helped build common language and common expectations about the OG action plan. It also helped driving adoption moving forward.
- Civil Society: The consultation process with civil society helped improve the online system and provide input for future improvements areas.","
- Government decision makers
- Government commitment managers
- Civil society organizations
- Citizens
","A standard way to measure and communicate about progress on Open Government Action Plan. It is expected that the measurement methodology would be reviewed and improved, particularly based on the feedback of civil society.
Most important impact is to change the Monitoring and Evaluation culture to a culture of measurement, a culture of numbers.","1- Resistance to adoption
Many government official managers had difficulty adopting the system and were not updating their status appropriately. The OG team made an extra effort to make periodic phone calls to learn about different updates and report it directly.
Agreement about methodology:
The methodology of measuring progress is not yet consensual. In particular, civil society organizations are proposing to measure progress based on impact rather than based on output.
This is a question that will be further discussed and analyzed in the future.","
- Leadership: The success of the project relies on driving different institutional partners to adopt this new monitoring mechanism. This requires the support unit to show strong leadership to push for collective adoption through inspiration, trainings and periodic followup and assistance.
- Ease of use: A major challenge of adoption was the data entry to the online platform by the public servant who are used to either paper reporting or a simple online fiche reporting. The barrier of adoption has to be very low. The platform user experience and user interface were continuously improved to meet and exceed the expectations of the target data entry users (public servants).
- Governance model: The platform is a mean/tool to better governance through better monitoring and evaluation. The success of the platform is based on its usage by two committees:
- The OG steering committee uses the platform as the official source of information to analyze the progress, and delays and the blockages. Strategic and follow up decisions are based on the platform data analysis.
- The OG execution committee uses the platform to report the progress on different actions and to communicate any requests to the steering committee.
","The platform has inspired other departments to learn how to have simple to use and transparence ME platform:
- The Organisation of digital transformation
- The organization of the fight against corruption","The lessons learnt for the initiative can be summarized as per below:
- Contextualization: The original plan was to build a standrard M&E platform and ask the public servants to use it. It was more successful to learn about the modus operandi to the users and adapt to the platform to their contexts, their habits and their expectations. This required agile development and continuous improvements.
- Shared Ownership: In a culture where a rigid M&E culture is not widespread, there is a risk that the platform would not be adopted in a sustainable manner. A key ingredient was to envolve all the parties on the creation and development of the platform, as well as to share the ownership of its adoption. The shared ownership provides better chances of sustainable usage and improvement.
- Continuous improvements: While the platform is used and adopted for the management of the OG action plan, it is in continuous improvements as new ideas and proposals are getting submitted. For instance, an interesting proposal is to start tracking impact indicators (in addition to the current progress indicators)
","To improve:
- How to bring better indicators
- How to make the evaluation participatory","a:2:{i:0;s:5:""11280"";i:1;s:5:""11302"";}",,,,
11134,"National Open Data Portal of Tunisia",https://oecd-opsi.org/innovations/national-open-data-portal-of-tunisia/,,"e-Government Unit at the Ministry of Civil Service, Administrative Modernization and Public Policies",Tunisia,central,"a:1:{i:0;s:11:""information"";}","National Open Data Portal of Tunisia",http://www.data.gov.tn/,2016,"The National Open Data Portal is a single access point for all data produced by public institutions for the purpose of :
- Complying with the provisions of the organic Law on access to information in its section on the proactive publication of public data in open format;
- Promoting the reuse of public data to stimulate innovation and the creation of new value-added services aiming to enhance the economic growth; and
- Strengthening the transparency and integrity of governmental activities.","The National Open Data portal is a unified repository of all public data published in open format. It centralizes the data manually fed via the back office of the portals of several government entities and other sectoral open data portals.
The main goals of this platform are to:
- Improve the citizens empowerment and activate their participation in public affairs;
- Enrich the analyzes and researches specially in the academic field;
- Improve the quality of public services and create new services in compliance with citizens needs
- Develop new innovative services by the private sector (startups, developers,...);
- Improve strategic decision-making
The beneficiaries of this initiative are various, including citizens, private sector, academia, media and civil society organizations (CSOs).
Planned measures for the future: In order to sustain and institutionalize the open data publication process by public authorities, and to establish an ecosystem in favor of the innovation and economic development, an open data Decree is being drafted by the Tunisian Government. This decree will provide the governance model for the national open data program, and will define associated technical standards.",,"The development of this portal contributed to the establishment of a whole Open Data ecosystem in Tunisia. Indeed, the platform allows developers through APIs to automatically use published data sets to develop applications and services. It also offers the possibility of highlighting the reuse cases created based on these open data. Moreover, this platform emphasizes the principle of ""open by default"" and the free access to public data, which open new possibilities for civil society and small businesses to engage in new projects.
The platform is an impactful tool in the framework of Tunisia's efforts to promote a more open government, by addressing concrete problems such as:
- The opacity of public structures linked to the low level of disclosure of public data and information on government action.
- The insufficient availability of structured and open format data. An issue which hampers the innovation through the reuse of public data, especially by startups and developers.",,,"In the framework of collaboration between Government and civil society, various activities have been achieved, such as the organisation of several workshops and training sessions on the concept of open data, building technical capacity, in addition to promoting the national OD program. Moreover, various open data portals have been developed in this context such as the OD portal which are harvested to the national portal. Also, several Hackathons have been organised by CSOs based on public data sets published by this portal.","Citizens are considered as the main target, given that applications and services developed based on OD are oriented to address the needs of the public. He could have an overview about public policies and government actions. The dissemination of government information in an open and standardized format will allow public structures to effectively manage the cycle of public data production. It will improve data quality and facilitate the access to it. Furthermore, these datasets can be used by start ups and IT companies to develop projects.","1/Concrete results, outcomes & impacts include :
- Existence of the National OD portal in two languages and data sets are published in Arabic and French and publication of about 1200 datasets through it by 37 public providers (ministers,...),
- From September 2016 to May 2019, around 27000 users have made use of the national portal (20500 users and 25000 sessions for the arabic version, 6000 users and 7000 sessions for the french version),
- Development of 7 sectoral Open Data portals,
- Establishment of an assessment grid used for the monitoring and evaluation of OD portals,
- Development of a public data inventory project with 6 ministries
- Organisation of Hackathons aiming to use public datasets (Onshor Hack, Mapathon Hackthon,)
2/The next measures include :
- Organizing training sessions
- Adoption of the Open public Data Decree,
- Complete the implementation of the public data inventory project.","'- Need to raise public awareness on the existing data structures at the initial stages of the project to promote a larger involvement of the public. The initiative faced challenges as there was a general lack of knowledge about the OD concepts and standards in the country. To resolve this issue, several workshops and informational sessions have been organized to build knowledge and capacity around open data and to promote the use of the National OD portal. Given the weak capacity of the administration in some cases, civil society contributed to the arrangement of forums and workshops.
- Lack of financial and human resources dedicated to manage this project, given the absence of a budget allocation in the State budget to ensure this component. Currently, the international cooperation is being used to set up some activities related to OD (training, awareness-raising workshops, drafting a communication plan on OpenGov and Open Data)","The leadership, guidance and high-level political commitment have been key success factors of this innovation. The involvement of civil society in this approach has also been an important enabling condition for the initiative's success. Moreover, the existence of a legal framework on access to information (Organic Law Number 22 of 2016) and the acknowledgments of the right to access information in the constitution form the enabling conditions to support the National OD portal.","Several open data portals (7) at the sectoral level have been developed as of 2018, for sectors on cultural affairs, transport, agriculture, municipalities and local affairs. The creation of an open data ecosystem in Tunisia will enable the establishment of a new economy based on data reuse and innovation. It will also allow public entities to harness the power of new technologies through the development of new services and applications.","The success of the Tunisian experience is due to the adoption of a practical approach of ""learning by doing"". Indeed, the national OD portal was the second version of a simple website developed in 2012. The first step was the coverage of the technical aspects of OD. Afterwards, Government reflections were focused on covering the technical, institutional and organizations aspects related to the open data field. In this context, several projects have been launched to enhance the Open Data ecosystem, for example the establishment of sectoral OD portals, the drafting of legal framework of OD, the elaboration of a national Open Data action plan. In addition, the involvement of the civil society in this approach contributed to the success of the project. As a result, the publication of data sets in the national portal takes into account the users' demand (CSOs and citizens).",,"a:1:{i:0;s:5:""11435"";}",,https://www.youtube.com/watch?v=mFD4-XvAS7k&feature=share&fbclid=IwAR0NWKLEh2Nbi-VclvtbS4ZIgl-uTB7IpkZDZALIhUh-qKzKaHK_4t9evlo,,
12063,"Citizens' forums, and attitudes to agriculture, environment and rural priorities",https://oecd-opsi.org/innovations/citizens-forums-and-attitudes-to-agriculture-environment-and-rural-priorities/,06/08/2019,"Mark Diffley Consultancy and Research","United Kingdom",central,"a:8:{i:0;s:8:""economic"";i:1;s:9:""education"";i:2;s:10:""employment"";i:3;s:13:""environmental"";i:4;s:8:""external"";i:5;s:7:""housing"";i:6;s:12:""public_admin"";i:7;s:12:""public_order"";}","Citizens' forums, and attitudes to agriculture, environment and rural priorities",https://www.gov.scot/publications/citizens-forums-attitudes-agriculture-environment-rural-priorities/,2019,"Scottish Government commissioned research to explore public attitudes to agriculture, environment and rural priorities in Scotland, to develop replacements to the Common Agricultural Policy. The research involved a number of strands of data collection, with each element building on the other, and culminating in citizens' forums to develop a detailed understanding of public priorities. The research is being used by policymakers as a new Scottish Bill is in the process of being developed.","The Scottish Government commissioned a study into Scottish public attitudes to the environment, agriculture and rural development.
In 2017, the Scottish Government appointed four Agricultural Champions to develop an agriculture strategy to guide the long-term sustainable future for Scottish agriculture.
The research study stemmed from the following recommendation from a report delivered by the Agricultural Champions :
“The public must be better informed about Scottish farming and what it delivers, and policies must be guided by real evidence about what the public values. A civic conversation, both informing and listening to the public, must start now.”
It is important to note, that an impetus to conduct public consultation in this area is driven by the requirement to develop replacements to the Common Agricultural Policy (CAP) as the UK prepares to leave the European Union.
The aims of the study were threefold:
• to explore public priorities, values, and attitudes of food consumption, diets, agriculture, environment and rural development priorities.
• to explore knowledge and awareness of the Common Agricultural Policy and views on the three areas of CAP (agriculture, environment, and rural development).
• to deliberate on priorities for future agri-policy, considering the extent to which the three areas of CAP should feature and be weighted within future policy.
Given the deliberative methods used within the research, the study also explored the extent to which attitudes change as a result of being exposed to new information.
The research comprised the following strands of data collection:
Strand 1: A literature and evidence review of existing research on attitudes towards agriculture, food, environment and rural policies.
Strand 2 (a): 15 in-depth qualitative interviews. The interviews were designed to explore the perspectives of groups, such as those with specific dietary requirements, whose perspectives may not otherwise be represented. This includes those with specific dietary requirements (covering halal, kosher, vegan, vegetarian, gluten free, dairy free and sugar free diets), those on low incomes, a range of age groups and urbanity/rurality.
Strand 2 (b): A nationally representative online survey of 2,345 Scottish adults (16+) to gather baseline data on attitudes towards a range of environmental, agricultural and rural community issues.
Strand 3: Two Citizens’ Forums, each lasting two days, in a rural (Montrose, Scotland) and mainly urban (Motherwell, Scotland) location to deliberate on the topics in scope; to present expert information and views on agricultural, environment and rural community issues in Scotland.
Overall, 49 participants took part in the Forums, at Motherwell and Montrose. The participants were recruited to match the Scottish population profile; thus, constituted a representative “mini-public”. Each Citizens’ Forum was a 2-day intensive, residential process dedicating 14.5 hours on discussing and deliberating on the issues. The Citizens’ Forums were designed to take participants through a process of learning, developing dialogue and deliberation. To this end:
• Participants spent most of the time working in small facilitated groups.
• There was a balance of hearing from and questioning ‘experts’ and group discussions.
• Work in plenary throughout the day was used to build the sense of a ‘whole room’ task and highlight differences and commonalities
in the discussions at each table.
• Each exercise built on the other (both in terms of the learning and the depth of deliberation asked of the participants).
The research identified 7 principles that should guide the development of future policy. Importantly, the research identified support for the reallocation of financial assistance to the agricultural sector, both in terms of the allocation of funding to farmers but also in terms of the funding split among the three key priority areas of the Common Agricultural Policy.
Support for the current system of funding allocation to farmers remained low throughout the various data points of the research, suggesting that participants were generally interested in seeing change. Post-deliberation, however, there was an increase in preference for funding to be allocated based on advancing environmental goals.
The evidence from the research is being used by a number of stakeholders, and policymakers as a new Scottish Bill to replace the Common Agricultural Policy, is in the process of being developed. The research methodology also shows the potential of using participatory techniques to guide the design of future policy, allowing citizens to learn about an issue in-depth, take time to discuss and deliberate before coming to an informed position on the topic. The learning from this approach can be taken on a larger scale as Scotland considers a Citizens' Assembly on the future of the nation.",,"The project is innovative in the following ways:
1) It is the first Scottish Government commissioned citizens' forums, obtaining support across a range of policy portfolios from agriculture, environment, rural development, and Brexit policy.
2) The study used a mixed methodology with each element of the research building on the other to enhance the exploration of the issues in scope.
3) There was a triangulation of the data collection as similar questions/discuss points were explored at various stages of the primary research to explore whether views change as a result of the deliberative process and time to learn and discuss issues before coming to an opinion.",,,"Government officials and stakeholders were involved in the design of the research as there was a research advisory group that was set up to oversee the study, this included feeding into the design of research materials. This helped to enhance the quality of the research materials in terms of content and detail of the policy issues.
Members of the research advisory group attended the citizens' forums as observers to build confidence in the independence and quality of the process.","All citizens that took part in the citizens' forum were sent a copy of the research report.
A final presentation was delivered to government officials, including the Minister of Rural Affairs, and a wide array of stakeholders across Scotland to share the research findings and discuss how these may be used to develop future policy.","The results of the research will help to inform future agriculture policy in Scotland, as well as the new Scottish Bill for Agriculture and Rural Support.
There is a sustained commitment to ensuring that future policy in this area is guided by real evidence of what the public values. The research methodology that we have designed and implemented for this study can be replicated when exploring public opinion on future for agricultural policy, but also for other policy domains. In particular, the triangulation of the research methods helps to build confidence among policymakers of the strength of the research findings.
The research methodology has helped to raise the profile of participatory and deliberative research methods among government social researchers.","The main challenge was around securing expert witnesses for the citizens' forums, as there is a significant time commitment required from expert witnesses to contribute to the forums. It is useful to have continuity among some expert witnesses who can remain throughout the process as a source of knowledge, but also someone, with whom participants have established rapport. We were able to secure expert witnesses to the citizens' forums by widening our search and utilising our contacts at the research advisory group.","Government buy-in to the study so there is an assurance that the results or recommendations developed through the process are considered by policy-makers.
Recruitment of a representative mini-public, ensuring a diversity of groups are represented. Providing an honorarium to participants can help ensure a broad cross-section of the public can participate in the forums.
Neutral and expert facilitators to help enable participation and provide an overall framework to the forums. A variety of activities including group, plenary and individual tasks.
Expert witnesses that can provide information and answer questions to allow participants to learn about an issue in-depth.
Time for the process.
Researchers to analyse and report on the results in an objective manner, without distortion or bias.","The First Minister of Scotland has announced a Citizens' Assembly for Scotland to explore the challenges facing the country, including those presented by the withdrawal from the European Union; this process of deliberative engagement is taking place on a larger scale than the forums. There is recognition, however, that the citizens' forums on agriculture are the first government commissioned research using similar approaches and principles to the Assembly.","Time, commitment and resources are required to ensure deliberative engagement processes such as forums, assemblies, are done properly.
High quality recruitment is essential to ensure a random selection process, and a representative group of participants are selected to take part. To enhance equality of opportunity an honorarium or childcare provision can help to ensure a range of different groups can participate.
The inclusion of expert witnesses are needed to present a range of different information on the issue and allow for deep learning ti take place; if there are opposing schools of thought on an issue it is crucial to ensure that the spectrum of expert opinion is presented to participants.
Neutral and expert facilitators are required to ensure that the process works for everyone and that all participants have an equal opportunity to ask questions, contribute, learn and share their perspectives.
Analysis and reporting of the results of the engagement should be done in line with best practice, avoiding distortion or bias. One way of helping with this is to ensure aspects of the discussion are recorded through participant generated material throughout the process e.g. ballot papers, flipchart sheets, post-it notes, online polling results.
Finally, commitment from policy-makers, local, regional or central government, stakeholders is needed so that the process has weight, and the outcomes or recommendations from the engagement are considered or implemented.",,"a:3:{i:0;s:5:""12059"";i:1;s:5:""12060"";i:2;s:5:""12061"";}","a:1:{i:0;s:5:""12062"";}",,,
12240,"SPILNO - digital democracy platforms for citizens, organizations and government institutions",https://oecd-opsi.org/innovations/spilno-digital-democracy-platforms-for-citizens-organizations-and-government-institutions/,09/04/2019,UKRMEDIA,Ukraine,local,"a:2:{i:0;s:11:""information"";i:1;s:12:""public_admin"";}","SPILNO - digital democracy platforms for citizens, organizations and government institutions",https://spilno.org,2019,"SPILNO is a participatory digital democracy platform for citizens, organizations and local governments. It was created to improve communication of active citizens, acceleration of ideas, initiatives, implementation of socially important projects. A platform of interaction between government and community through the tools of e-democracy.","The platform SPILNO facilitates a bilateral dialogue between the municipal government of the city and its inhabitants. Citizens publish ideas, take part in competitions, public consultations, debates, implement joint projects in a convenient and accessible form.
The municipal authorities of the city consult with their citizens by conducting online debates, public consultations, polls or holding a contest of creative solutions for the existing problem. The platform SPILNO helps cities turn to the collective intelligence of citizens. Understand, hear citizens. Become more sensitive to the needs of the public.
SPILNO helps local governments become more citizen-oriented. SPILNO helps citizens participate in the process of managing a city, making decisions, and developing local policies.
Thanks to the user-friendly cloud solution, we significantly simplify the process of communication and the attraction and cooperation of the most vulnerable segments of the population. Like any similar Internet solution, the platform allows users to join the process of participation of all segments of the population despite religion, gender, political preferences, nationality, skin color and participate in the discussion on equal terms with all other participants. Also, the cloud service platform, due to the absence of the need for administration, moderation, support, and maintenance of the platform, allows residents of small towns to join the process of participation. The availability of Internet access is all that is necessary for city residents in order to join the platform.
The SPILNO platform allows all citizens to express their opinion, suggestion, comment on equal terms, and so receive an answer, comment, recommendations from other participants of the platform.
The SPILNO solution makes attracting citizens to participate affordable, easy, understandable and convenient!","a:3:{i:0;s:3:""181"";i:1;s:3:""184"";i:2;s:3:""876"";}","The SPILNO platform will allow both citizens and civil society organizations to create full-fledged personal pages on the internet for free, publish news, information and events, and find like-minded people to collaborate. It is also possible to create registries of citizens, organizations, property, share experiences and good practices.
The project will be the only window of access to the most common e-democracy tools and municipal services. In return, it will not only allow active citizens to be more involved in participation processes, but also create comfortable conditions for them to use municipal online services.","a:2:{i:0;s:14:""implementation"";i:1;s:10:""evaluation"";}","Organisers developed a platform and were piloting it before the full launch. They have signed memorandums of cooperation with the cities of Kyiv & Bila Tserkva and the village Nemishaevo. Organisers were also aiming to sign memorandums of cooperation with 45 more of the biggest cities in Ukraine.","Citizens publish ideas, take part in competitions, public consultations, debates, implement joint projects in a convenient and accessible form.
The municipal authorities of the city consult with their citizens by conducting online debates, public consultations, polls or holding a contest of creative solutions for the existing problem. The platform helps cities turn to the collective intelligence of citizens, helping them to understand and truly hear citizens, thereby becoming more sensitive to the needs of the public.","Active representatives of civil society, representatives of public organizations, local authorities.","The online platform is currently live, with 2916 users, 116 organisations and 26 ideas, and regular items being posted and shared as ideas.","The biggest problem that hinders the development of digital instrument infrastructures is the lack of confidence in digital solutions, as well as the culturally low level of digital participation. Whilst there may be a cultural trend for greater digital participation in other parts of Europe, this is essentially a world-wide phenomenon, but one which is particularly acute in the Ukraine. In Ukraine and other countries of Eastern Europe there is not even an understanding or culture of traditional partipiation methods, let alone digital ones. Organisers posit that perhaps this trend is because of a lack of knowledge about the opportunities of digital participation.","The main condition for success lay in government support. It was clear that the initiative would not have any problems with uptake once it had the full support of government. And, as a popular product, it necessarily then attracted business attention too. The personal values and motivation of the organisers, to build new a digital democracy culture in Ukraine, was also a key driving force in the innovation.","Other similar examples cited by organisers include the CitizenLab (Belgium) and Decide Madrid.
The platform does not necessarily solve the problems of government or citizens, but it provides transparent and convenient mechanisms that can help overcome these problems.
It creates a database of successful precedents that can be easily scaled up and distributed. The history of each user's activity and the history of decision-making allows government to identify the most talented representatives of the public and empower them to become an instrument for preventing abuse and corruption.","Digital platforms today are extremely needed because it is the only efficient and effective tool for collecting and automatically processing millions of users. There is no traditional way to do this work. Only through digital platforms we can turn the individual intelligences of the community to collective intelligence.",,"a:6:{i:0;s:5:""12630"";i:1;s:5:""12631"";i:2;s:5:""12632"";i:3;s:5:""12633"";i:4;s:5:""12634"";i:5;s:5:""12635"";}","a:1:{i:0;s:5:""12636"";}",,,